TALENT ACQUISITION GROUP AT HCL TECHNOLOGIES: IMPROVING THE QUALITY OF HIRE THROUGH FOCUSED METRICS Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

TALENT ACQUISITION GROUP AT HCL TECHNOLOGIES: IMPROVING THE QUALITY OF HIRE THROUGH FOCUSED METRICS Case Solution

QUESTION 1:On the basis of the case provided, explain if the TAG realignment really improves the recruitment experience for all critical stakeholders of HCL, and discuss which of the metrics of TAG are truly relevant from a strategic human resources point of view supported by examples from the case.

ANSWER:

The decision of the management of the company for realignment and integration in the TAG process for the hiring and recruitment of the employees has been a blessing in disguise for the management of the company.This has brought about changes that have immensely brought value to the operations and performance of the organization in the markets where it operates.

This is due to the fact that the IT industry is a service industry and the prospects of the success of the organizations in the industry significantly lie with the standard and quality of the talent and skillful workforce, which it possesses or targets.

It serves as a critical success factor and a competitive advantage over the rivals and competitors of the company in its core operations and target markets. Due to this reason, it is very critical for the management of the company to adopt and implement the most feasible policies and strategies to promote the efficiency and effectiveness for the talent acquisition group of the company.

The need for frameworks and approaches to constantly review the system for identifying the strengths and weaknesses of the TAG department must be acted upon by the management of the company in order to maintain the efficiency and effectiveness of the hiring and recruitment systems and procedures of the organization.

PREVIOUS TAG STRUCTURE OF THE COMPANY:

The previous TAG system that was being practiced by the management of the company was quite segregated and inefficient to supplement the business in terms of cost savings and increasing the profitability of the services of the organization to the customers in the markets. The other critical damage for the business with the previous TAG systems and policies of the management of the company was the inefficiency of the system to target the skillful and technical employees for the vacant jobs in the company.The process was also quite saturated which resulted in ineffective communication and co-ordination among the various functions of the organization and among the various levels of the management of the business.

All this resulted in the failure of the TAG department of the company and the management of the organization to maintain the ideal balance in the recruitment process of the company, which was to follow the “just in time” policy for a vacancy to hire an employee for the company.

This resulted in the loss of opportunity to capitalize on the opportunities and benefits such as the efficiency and effectiveness in the hiring and recruitment of employees to the business and the management of the company in terms of value for the organization and the competitive advantage that it could have gained over the competitors in the markets. Some of the most critical issues of the previous TAG structure of the business are illustrated below.

SATURATED AND INDEPENDENT TAG TEAMS:

The most fundamental issue of the previous working structure of the TAG department of the company was that the department itself was quite saturated and independent. The case study analysis reveals the fact that the talent acquisition of the organization was segregated and divided among three business structures of the business and they were the CSW or the software department of the company, the infrastructure function of the organization and the BPO function of the business.

The talent acquisition groups of these three functions were segregated and operated independently from each other and the total combined recruiters of all these departments and functions of the company totaled to more than 250 recruiters of the company.....................

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