The debate between modern and tradtional hiring methods


One may argue that the most important task that your company has to undertake is recruitment. Finding new talent in the market is incredibly difficult and HR managers across the country have tried different methods of recruitment in order to find the best possible candidates for their organizations. Overtime there have generally been two different types of recruitment methods that are employed by HR managers across the world as mentioned below.

1.Traditional Recruitment Methods

Organizations around the world have reaped the benefits of the traditional recruitment methods which have served them well and delivered employees which have played a key role in defining their organizations:

Local Paper Advertisements – The best way to spread the word about new jobs is through local newspaper advertisements. One can argue that this is the simplest form of recruitment and yet the most effective method of all as well.

Local Employment Office Postings -Many organizations have employed recruitment methods which are based on postings at local unemployment offices, where there are bound to be people looking for a job and you are likely to find all types and sorts of employees.

Temp Agencies-One of the most used recruitment methods is through temporary employment agencies that can shortlist potential candidates for your company and find you experienced professionals in your field easily.

Internal Hiring-Another way of recruitment which has been extremely successful over the years has been the internal hiring program, through which the company often promotes employees who are already part of the organization into the positions for which they are hiring. This is one of the safest methods of recruitment, since you know all about the employee and the level of work you are getting from them.

Employee Referrals-It is one of most popular methods of recruitment which not only helps get quality candidates but also retain existing employees. It has significant cost implications as the money shelled out as an incentive to employee when their referrals are finally selected are usually much less as compared to what is dolled to hiring consultants.

2.The Modern Recruitment Methods

The 21st century has seen a significant rise in technology and has seen modern day recruitment methods grow in influence and make a difference in landing candidates for organizations all over the world.

The Power of Social Media-It is quite common to use the services of social media, when you are recruiting today, since it is both inexpensive and allows you to form a vast pool of potential candidates, within a very short period of time. Social media websites such as LinkedIn, Facebook and Twitter have communities where potential employees submit their resumes and credentials in the hope of landing a job.

Smart Phones-Smart phones access to countless applications and virtually any web page. Job candidates the world over are glued to their phones. Interact in their space by optimizing your careers portal, providing ample information about your company online, and even leveraging older phone techniques.

Event Recruitment-This concept has been pioneered by CISCO. Sponsoring events and building brand value is a relatively useful concept. Companies sponsor events which are related to their ethic value, value which they wish to represent through their association.

Online Assessment-Many organizations are tapping into the huge potential of online assessments, which help in selecting suitable candidates through battery of tests. Some of the characteristics which can be easily assessed online are aptitude, technical competence, psychometric profile, job related behavioural competencies etc.


How Hiring Landscape has changed in Gen Y


Landscape of the Indian job market and the job seekers has changed significantly over the last 5 years. With more access to talent via job portal, active placement cells from colleges and staffing organisations offering end-to-end solution, the gap of talent search is getting narrower. But what is more important is the new face of the job seeker, they are 5 years younger than an average job seeker a decade ago, which only means paradigm shift in the aspirations of young Indians. This new brigade which is redefining what constitutes a great place to work is the Gen Y.

Lets first understand the portrait of a typical Gen Y person. They are ambitious, prefer loyalty vs quest, have multicultural ease and are networking by nature.

Few companies in today’s knowledge-intensive economy would deny that they compete on the caliber of their people. With this richer understanding of the Gen Y profile that now dominate the workforce, the challenge becomes clear. Companies whose employment offers align best with the shared values of Gen Ys will enjoy a major talent advantage. If we were designing a workplace from scratch today, or consulting to a big employer, we would insist on below crucial elements which are most important to Gen Y job seekers :

  1. Nurturing corporate culture.

Gen Ys view having strong friendships with co-workers and bosses as extremely important to them. There is much anecdotal support of workers staying longer in jobs simply because they loved the people they worked with — and did not want to leave them.

2. Job flexibility.

Gen Ys not only want flexible hours and schedules, but remote work options because of their perception of the never-ending intersection of work and life. They see themselves doing work everywhere — except in a cubicle. Jobs must be designed to accommodate these workers personal lives — not the other way around.

3. Challenging work.

Gen Ys, more than any previous college grads, are graduating college with a dynamic mix of academic and work experiences that have them positioned to contribute from day one. They are not interested in “grunt” jobs, or jobs in which they have to “pay their dues;” they seek challenging work from the start.

4. Professional and personal growth opportunities.

Gen Ys value lifelong learning. They also tend to get bored easily and seek out new things. They want employers that offer tuition reimbursement, sabbaticals, and other growth opportunities.

5. Volunteering options.

Gen Ys have been involved in service most of their lives and have a true commitment to bettering the world around them. Employers should develop organizational volunteering programs and options that allow workers to continue these efforts. Having an organizational culture that supports these values is essential.

6. Competitive salaries.

Gen Ys — especially younger ones fresh out of college — have more debt (both student loans and credit cards) than any previous generation, and they demand a salary that not only recognizes their contributions, but also helps them pay down the debt. Some employers even have programs in place to help these workers pay off student loans.

7. Advancement opportunities.

While Gen Ys are certainly not the most loyal bunch (but don’t blame them — blame those employers that downsized their parents), they do seek out employers that have a plan for their success. Employers should examine and create new ladders to guide younger workers through a steady progression in the organization.

8. Recognition programs.

Gen Ys were raised in a bubble of constant praise and recognition from their families, and so this kind of constant reinforcement and recognition is something they expect. But please, no Office Space “flair” programs; instead, implement authentic work recognition programs.

9. Business casual.

Gen Ys, as a whole, have more tattoos and piercings than any previous worker cohort — and that personal style also applies to how they dress and how they want to dress for work. While they can look great in business suits, many prefer a work environment in which they can wear comfortable clothing that expresses their individuality.

  1. Intrapreneurship programs.

Study after study show that Gen Ys have an extremely strong entrepreneurial focus — with many planning to start their own businesses (partly so that they can control their own fate). Employers can retain workers longer — while leveraging that entrepreneurial sprit — by developing incubator and intrapreneurship programs and opportunities.

More important than any program or set of imperatives is the insight that every new generation of workers brings with it particular values that reflect not its members’ youth but, rather, their fundamental makeup. Sometimes, lacking sufficient heft and arriving in subordinate roles, they—and their preferences—hold little sway. In other eras, like this one, they get what they want.

The organizations that thrive will be those that recognize their people’s shifting values and preferences—and that find ways to make the work meaningful on those terms.

How do Organizations identify Learning and Developmental needs.

classify talent

Many organizations roll out the same training year in, year out, and are surprised when people finish a course questioning its relevance to their role. That’s because the learning and development needs weren’t properly identified in the first place, wasting valuable time and resources.

Learning and development (L&D) professionals need to ensure that the interventions they make do three things: first, are built on the accurate identification of the L&D need; second, focus on the organization’s priorities which will bring a positive return on investment; third, provide a valuable experience for the participants, raising the level of their skills and their motivation to do things differently.

Given the current economic climate, in which many organizations have been through bruising restructuring and downsizing, a focused investment in L&D has the potential to restore staff motivation, engagement and retention.

Identifying the needs

L&D needs are identified through a formal or informal Learning Needs Analysis (LNA). The analysis can cover the whole organization, a specific group of people or an individual.

An organization-wide LNA involves the structured gathering of data about the current skills and capabilities in the business. Once analyzed, the data can be used to create an organization-wide L&D plan.

A focused investment in L&D has the potential to restore staff motivation, engagement and retention.

An LNA can also be carried out on a specific group of people. For example, a company wanting to expand into international markets will need to identify the new skills and capabilities required of its sales force. These can be formalized in a competency framework which details the specific behaviors required for success in the role. Each individual’s L&D needs can be determined through a self and manager assessment which forms the basis of the individual’s development plan. The data gathered may also reveal some development needs across the sales force which can be used to design group interventions. These could range from delivery of pitch to improved peer to peer coaching or cultural awareness.

Development centers are another effective way of identifying L&D needs. Properly constructed and executed, development centers provide a comprehensive and objective identification of strengths and development needs, and can be used to assess current skills or potential. As they are relatively resource-intensive, most organizations use them selectively; for example for high potential individuals, where they are used as part of the talent management process.

An individual’s L&D needs can also be identified through the ongoing performance management process. In everyday situations, managers have the opportunity to identify the L&D needs of the people they manage and they can use this information to provide guidance and coaching.