CU-MBA-SEM-III-Talent Acquisition and Management- Second Draft

Finally, in your study, take into account hiring metrics and data. For instance, you could have spent 40% of your budget on some job boards but only received 15% of eligible candidates from them. Determine what this yield means for your company. Perhaps a decrease in your external hiring budget affected your time-to-fill or time-to-hire metrics. The right metrics can yield useful information, so try to be as rigorous as possible in your research. Use our free tool to calculate your current cost per hire and plan your future recruiting spend. What other types of plans should I use? Many helpful recruitment budget plans will help you get a clear view of the hiring process. A spreadsheet listing the number of hires or money spent by department, for example, will help you decide if you met your objectives. Build a spreadsheet with prospective hires' salaries, including the start date of each job and the budget set aside for their salary from that point forward. It's a good idea to compare budgeted and real wages (resulting from negotiation). A complete hiring plan should include:  Recruiting budgets  Plans with number/type/department of future open positions  Strategies for recruiting (including where to post, where to source etc.)  Job descriptions  Training programs for hiring managers  Interview process guidelines (including interview questions, tests etc.) 6.3 EMPLOYER BRANDING The process of managing and influencing your employer brand among job seekers, staff, and key stakeholders is known as employer branding. It includes everything you do to make your company a desirable place to work. The employer brand is the company's image as a place to work. Simply put, it's what prospective employers and workers think of you. When you're not there, it's what they tell their friends and relatives. Though intangible, the employer brand is a valuable commodity that must be nurtured on a regular basis. Employer branding comes into play in this case. Why not ‘own' or ‘dictate' instead of ‘manage' and ‘influence?' That the employer name is something that no one really owns. Candidates and workers form perceptions of you as an employer, which are formed by their thoughts and impressions. Consider the company's overall recruitment and retention activities as a sequence of one-on- one encounters. Every touchpoint has an influence on applicants and workers, impacting the 97 CU IDOL SELF LEARNING MATERIAL (SLM)

employer's brand and ability to recruit and retain top talent. Any of those touchpoints may become a deal breaker if not managed properly, costing you candidates and employees. BENEFITS The Importance of Employer Branding It's difficult to overestimate the significance of employer branding. Although the idea has been around for decades, it wasn't until the mid-90s that the first online job boards were introduced that it gained widespread attention. Employees had access to millions of opportunities around the country almost immediately. The workforce became more fluid than it had ever been, and the days of staying with one company for the long run were long gone. Employers who were pragmatic in their approach to attracting and retaining top talent responded to this change (some quicker than others) and started to take proactive measures toward attracting and retaining top talent, but thousands of businesses continue to miss out on the benefits of employer branding.And the advantages are substantial. Let's take a look at some statistics — the nice, the poor, and the ugly — to see why employer branding is so important. When it comes to new job openings, 95% of applicants claim that a company's credibility is a major factor to consider (source). Before applying, almost every applicant — whether aggressive, passive, or somewhere in the middle — will think about your company's credibility. 66% of job applicants want to hear about the company's culture and values (source). During the interview process, candidates are essentially telling us what they want to see. Employer branding practices can help to communicate these advantages. Even if they were unemployed, 69 percent of candidates would refuse an offer from an organisation with a poor employer name (source). Even the possibility of losing your job isn't enough to resolve a poor employer reputation. To attract top talent, businesses with a weak employer brand must give a minimum of a 10% salary rise (source). Consider paying a 10% premium on each and every hire you make. Take a moment to consider the state of your company's brand and consider whether you're still paying the premium without realising it. If the business had a strong employer name, 40% of passive applicants would consider a new job without a pay rise (source). For nearly half of the workforce, a supportive employer brand is what it takes to conquer the stigma associated with a lateral change. As many as 23% of the 18-34 year old workforce will take a pay cut in exchange for the chance to work for an organisation with a positive employer name (source). Although we 98 CU IDOL SELF LEARNING MATERIAL (SLM)

would never advocate underbidding the rivals on purpose, this example demonstrates the importance of credibility. Just 49% of workers will recommend their company to a mate (source). This one is particularly frightening since employee referrals are often the best source of qualified candidates. If less than half of your workers will recommend you to their network, you can say goodbye to those new hires. These figures show that employer branding has an effect on every aspect of the employer- employee relationship. Employer branding has an effect on employee engagement, retention, and even profitability, and is frequently correlated with recruiting. STRATEGY How to Build an Employer Brand Although you might not be able to hire dedicated experts for this work, there's no reason you can't build a strong employer brand. Breaking down the process into its most important tasks would make it much easier to handle, so let's get started. Conduct an Employer Brand Audit You can't continue to manage or monitor the employer brand unless you know what others are talking about you, so an audit is a must. This is a two-part fact-finding project to discover how the organisation actually introduces itself to candidates and workers, as well as what certain individuals think about the company. First and foremost, speak about everything you say to candidates and employees that could impact their perception of the business. Job specifications, career pages, social media profiles, acceptance/rejection letters, onboarding materials, internal communications, and performance evaluations should all be reviewed if they exist. The following move is to obtain feedback from candidates and employees. Remember that your goal is to find out how they really feel about the business, so make sure you ask questions that will provide you with valuable information. How would you describe the business to a friend? What motivated them to request an application? What factors did they consider when deciding whether to accept or reject their offer? Why do they want to do the same job with the same company year after year? What was the cause of their departure from the firm? Do they believe the organisation \"walks the walk\"? You can speak with enough people to feel confident that you've obtained valuable information, but not too many. If you collect a lot of data, data processing will be nearly impossible. 99 CU IDOL SELF LEARNING MATERIAL (SLM)

The employer brand audit will help you find and resolve any inconsistencies in how the company portrays itself and how candidates and employees view it before it is completed. Craft Your Employee Value Proposition You're able to craft the employee value proposition using the knowledge gathered during the employer brand audit (EVP). The EVP is the “people contract” that occurs between a company, its staff, and the talent it seeks to hire. It asks two key questions: • What does an individual employee or candidate expect from the organisation; and • What can the company expect from the individual employee or candidate. • The company's expectations for each employee or nominee. Consider your EVP to be the compass for your entire employer branding activities. Your EVP will influence your communications in the future, even though you never share it publicly. Creating your EVP is no simple job, but we've covered it thoroughly and can assist you in getting started. Implement Your Employer Branding Strategy  You should now be prepared to deliver your message to the masses. But which networks are the most crucial? There is a multitude of ways to promote your employer brand, but we suggest starting with the simplest to incorporate.  Job Descriptions - While job descriptions may not seem to be the best place to show off your personality, they are often the first point of contact for job seekers, so make sure they represent the ideal employer brand.  Career Page - One of the most critical touchpoints for prospective applicants is your job page, which acts as the anchor of your employer branding materials. Spend some time dialling in compelling photography or video, employee testimonials, your core principles, and more to persuade candidates that you're the place to be.  Online Reviews - Almost every job seeker nowadays reads employer feedback before applying for a job, and finding a bad review can put them off. Although you can't monitor anonymous feedback, you can react to them, which can have a significant impact on how people interpret you. Pay attention to what people are thinking about you and don't be afraid to respond. 62 percent of job seekers say their impression of an organisation increased after seeing it respond to a negative review, so pay attention and don't be afraid to respond.  Candidate Experience - If you're fortunate enough to persuade a great candidate to apply, you'll meet them offline at some point. If it's an initial phone interview or an in-person 100 CU IDOL SELF LEARNING MATERIAL (SLM)

interview, the candidate's background must fit with the employer brand, or you'll almost certainly lose them. Until you jump, remember to walk. Employer branding is a time-consuming process that should not be rushed. You'll be able to move on to more advanced employer branding programmes after you've completed these tasks. 6.4 SELECTION PROCESS The process of selecting the best applicants from among those who apply for a job is known as selection. It is the method of making work offers to eligible applicants. After identifying potential candidates, the next step is to assess their qualifications, strengths, experience, skills, and other factors before making a decision. It is the method of making work offers to qualified candidates. The term \"selection\" refers to the process of selecting a few people from among those who apply. It is the screening of applicants or candidates who meet the organization's criteria for qualifications and qualities. Definition of Selection According to Harold Koontz, “Selection is the process of choosing from the candidates, from within the organization or from outside, the most suitable person for the current position or for the future positions.” Dale Yoder said, “Selection is the process by which candidates for employment are divided into classes those who will be offered employment and those who will not.” David and Robbins said, “Selection process is a managerial decision-making process as to predict which job applicants will be successful if hired.” According to R.M. Hodgetts, “Selection is the process in which an enterprise chooses the applicants who best meet the criteria for the available positions.” The process of selecting the best candidates for a job from a pool of applicants is known as selection. Employee selection is one of the most challenging and critical business decisions that most managers face. This method entails making a decision - not about the applicant, but about the match between the applicant and the position - based on experience, expertise, abilities, and other job-related characteristics. In this, selection procedures are not carried out according to a fixed pattern and steps. The process will differ from one organisation to the next, with certain steps performed and deemed necessary by one organisation being skipped by another. 101 CU IDOL SELF LEARNING MATERIAL (SLM)

Personnel selection is the process of placing people in jobs in a systematic manner. Its effect on the organisation is understood when workers have worked for the company for years or decades. The hiring process follows a technique for collecting information about a person in order to decide whether or not that person should be hired. Any laws governing personnel selection should not be broken by the methodology used. The process of selecting the best candidates for a job from a pool of applicants is known as selection. Employee selection is one of the most challenging and critical business decisions that most managers face. This method entails making a decision - not about the applicant, but about the match between the applicant and the position - based on experience, expertise, abilities, and other job-related characteristics. In this, selection procedures are not carried out according to a fixed pattern and steps. The process will differ from one organisation to the next, with certain steps performed and deemed necessary by one organisation being skipped by another. Personnel selection is the process of placing people in jobs in a systematic manner. Its effect on the organisation is understood when workers have worked for the company for years or decades. The hiring process follows a technique for collecting information about a person in order to decide whether or not that person should be hired. Any laws governing personnel selection should not be broken by the methodology used. Steps in Selection Process 1. The preliminary interview is usually the first step in the selection process, during which applicants must complete an employment application. 2. They go through a series of assessments, an interview, and reference and background checks before being hired. If the results are satisfactory, the successful candidate is hired after undergoing a company physical test. 3. The selection process is affected by a variety of external and internal variables, which the manager must consider when making decisions. 4. The following steps are usually included in the selection process, but not all companies must go through all of them. Depending on the needs of the organisation, certain steps can be skipped during the selection process. 1. Initial Screening. 2. Completion of the Application Form. 102 CU IDOL SELF LEARNING MATERIAL (SLM)

3. Employment Tests. 4. Job Interview. 5. Conditional Job Offer. 6. Background Investigation. 7. Medical Examination. 8. Permanent Job Offer. 1. Initial Screening Frequently, the selection process starts with a preliminary review of candidates to exclude those who clearly do not meet the position's criteria. A few straightforward questions are asked at this stage. While a candidate may be clearly unqualified for the advertised position, he or she may be well qualified for other open positions. Screening is used to reduce the number of candidates who are eligible for placement. Sources utilized in the screening effort Personal resumes submitted with work applications are regarded as a source of information that can be used in the initial screening process. It primarily contains data in the following areas: • Work experience and schooling. 103 CU IDOL SELF LEARNING MATERIAL (SLM)

• Character assessment. • Work performance evaluation. Advantages of Successful Screening Applicants who do not meet the minimum required requirements will not progress to the next stage of the selection process if the screening attempt is successful. To cut costs, companies that use costly selection methods put more time into screening. 2. Completion of the Application Form An application blank is a structured record of a job applicant's application. The next step in the hiring process could be for the prospective employee to fill out a job application. This may be as simple as asking for just the applicant's name, address, and phone number. The application form, in general, offers a job-performance-related synopsis of applicants' lives, abilities, and achievements. The type of information collected varies by company and also by job function within a company. Application forms are a simple and easy way to gather verifiable and reasonably reliable historical data from a nominee. 3. Employment Tests Personnel testing is an effective method of determining individual characteristics. Hundreds of tests have been created to assess different aspects of behaviour. Mental skills, intelligence, physical abilities, personality, interest, disposition, and other attitudes and behaviours are all measured on the tests. Evidence indicates that using assessments to determine an applicant's skills and potential for success is becoming more common. Tests are more widely used in the public sector than in the private sector, and in medium- and large enterprises than in small businesses. Large companies are more likely to hire trained professionals to manage their testing programmes. Advantages of using tests Selection testing can be a reliable and efficient way to choose eligible candidates from a pool of candidates. It is critical to define the basic roles of each job and the skills required to execute them, as with all selection procedures. Potential Problems using Selection tests 104 CU IDOL SELF LEARNING MATERIAL (SLM)

Selection tests will accurately predict an applicant's ability to perform the job, but they are less effective in predicting the individual's willingness to do so. Another problem, which is primarily related to personality tests and interest inventories, is the applicant's honesty. There's also the issue of test anxiety. When faced with yet another challenge that could preclude them from consideration, applicants may become very nervous. 4. Job Interview An interview is a dialogue in which the interviewer and the candidate share information with the intention of achieving a specific goal. The work interview is extremely important since those who make it this far are thought to be the most promising applicants. Interview Planning Interview preparation is crucial for a successful job interview. The physical location of the interview should be comfortable and private, with as few interruptions as possible. The interviewer should have a friendly disposition, empathy, and the ability to efficiently listen and communicate. He or she can study the data gathered from other screening methods to get a better understanding of the applicant's qualifications. A work profile should be created based on the job description in order to prepare for the interview. Content of the Interview The content of work interviews varies significantly depending on the company and the level of the position. 1. Job experience: Investigating an individual's work history necessitates assessing the applicant's expertise, abilities, and ability to take on responsibility. 2. Academic achievement: In the absence of substantial job experience, an individual's academic history becomes more important. 3. Interpersonal skills: A person's chances of success are slim if he or she is unable to communicate well with others. This is particularly true in today's world, where the use of teams is becoming increasingly important. 4. Personal qualities: Physical appearance, speaking ability, vocabulary, poise, adaptability, and assertiveness are all traits that are often found during an interview. 5. Organizational fit: Organizational fit is a hiring requirement that is seldom discussed in the literature. Organizational fit is a vague term that refers to management's assessment of how well a prospective employee will fit into the company's culture or value system, for example. 5. Conditional Job Offer 105 CU IDOL SELF LEARNING MATERIAL (SLM)

A conditional job offer is one that is made contingent on the fulfilment of certain requirements. If a job applicant has passed each stage of the selection process so far, a conditional job offer is usually made. In essence, a conditional work offer means that if anything goes wrong – such as failing a medical, physical, or substance abuse test – the job offer will become permanent. 6. Background Investigation The purpose of a background investigation is to ensure that the information provided on the application form is right and reliable. This step is used to double-check the quality of the application form by reviewing references and former employers. Education and legal status to operate, as well as credit history and criminal records, are all verified. Personal reference tests will provide further insight into the applicant's details and allow for assurance of its accuracy. The greatest predictor of potential action is past behaviour. It's important to learn as much as possible about previous actions in order to predict future behaviour. Knowing about problems with attendance, insubordination, fraud, and other behavioural concerns will help you avoid recruiting someone who is likely to repeat certain behaviours. Background inquiries primarily pursue information from the applicant's references, including former employers. The degree to which background investigations are performed is dictated by the level of liability associated with the role to be filled. Common sources of background information include: • The applicant offers references, which are typically glowing. • Former employers should be contacted to confirm the candidate's employment history and receive a performance evaluation. •Transcripts may be requested to verify educational achievements. • Job authorization. • Credit references, if applicable to the work. • Third-party inspectors will look at criminal history. • Third-party inspectors perform background checks. • A quick “Google” search of a candidate will bring up details from press releases or news articles about the candidate that was not included in the application or resume. 7. Medical/Physical Examination 106 CU IDOL SELF LEARNING MATERIAL (SLM)

After a decision to extend a work offer has been taken, the next step in the hiring process is to complete a medical/physical test. This is a test to assess an applicant's physical ability for performing important job functions. A work offer is usually conditional on passing this test. Firefighters, for example, must participate in exercises that necessitate a certain degree of physical activity. These individuals must show that they are fit for the task, whether it is climbing a ladder, lugging a water-filled four-inch hose, or transporting an injured person. 8. Permanent Job Offer Individuals who complete the preceding measures successfully are now deemed eligible for the job offer. The manager in charge of the department where the vacancy occurs should make the final hiring decision. 6.5 USES OF ASSESSMENT CENTRES Assessment centres aid the process by providing applicants with a taste of the job while also putting them through work-related tasks individually and in groups. Interviewers are able to measure current work performance and forecast potential job performance. a. The ethos of the company should be expressed in the design of an evaluation centre. b. The unique skills needed to complete the job c. Potential recruiter sources d. The degree to which line managers are in charge of recruitment e. Human Resources (HR) Approach Changing organisations should evaluate candidates' learning ability, while stable state organisations should evaluate their current talents and abilities that can be used right away. Potential-finding centres should be built differently than those that seek existing expertise and skills. The evaluation centre should represent the job and the organization's facts. New hires have high expectations for their work, and dissatisfaction may be damaging if the appraisal centre has led them to assume that the position or company aligns with their ideals when it does not. The cost of an appraisal centre must be weighed against the possible cost of a hiring mistake. It is crucial to assess current and probable future work skills in order to predict job performance. Interviews can be used in addition to the exercises because they have face validity (they appear to applicants and selectors to be correct), but they cannot be used to forecast results (correlation levels from research are very low). 107 CU IDOL SELF LEARNING MATERIAL (SLM)

Only the applicants for the job who fit the norm category used to design and validate the test are considered legitimate. Tests should only be used as one piece of evidence, and they should be compared to other measures. According to research, well-designed assessment centres with a variety of activities can achieve an accuracy of 0.8 in predicting future performance. Candidates who attend assessment centres that accurately reflect the job and the organisation, according to research, are impressed by the company, even if they are rejected. Attendance at an assessment centre can assist the candidate in evaluating the organization's operations. Job descriptions and person specifications should be aligned with the tasks set. As a selection process, it must be equitable in terms of the amount of time it takes, the number of tasks it assigns, and the opportunities for applicants to demonstrate various aspects of their skills. Essential Job Design Criteria: The essential job design criteria should include: a. The center's length (one day might be insufficient for more senior posts) b. Address (reality or ideal surroundings and accessibility for candidates with disabilities) c. Number of candidates gathered (five might be too few for comfort when being observed, and more than eight causes difficulties in sharing the evaluated time). d. Candidates' qualifications and previous experience comparability e. Assessors' number, combination, and experience Tasks Involved in Assessment Centres: The methods and practises that can be used to determine necessary and desirable skills or competencies should be matched to those skills or competencies. Depending on the nature of the job, tasks such as individual or community work, written and/or oral feedback, written and/or oral results, in-tray, analytical work, individual problem solving, group discussions, group problem solving, tasks that complement business activities, personal role-play, and practical role-play may be assigned. Group activities should be as practical as possible, with time limits and goals. They should also allow candidates to share information and make decisions, as well as carefully read the brief. In a role-play, assessors who have been trained to facilitate dialogue and assist in community decision-making may assist. An appropriate amount of preparation time should be provided prior to these activities. The tasks should encourage competitiveness or collaboration in order to test for creativity or to draw on the ideas of others in a positive manner. The opportunity to compete with others would help both candidates. Organizations who wish to improve their diversity should 108 CU IDOL SELF LEARNING MATERIAL (SLM)

eliminate competitive elements in favour of more opportunities to cooperate, since these skills are more likely to motivate employees to participate. If your job requires this skill and you have a lot of time to plan, presentation exercises can be beneficial. If more individual work is needed, tests can be used. These are referred to as 'psychometrics,' which are all techniques for measuring skills and abilities that aim to predict success through individual assessments and exercises. 6.6 SELECTION ERRORS AND MINIMIZING SELECTION ERRORS Here are the top selection errors that you need to avoid. 1. Subjectivity over objectivity It's cool to go with your gut when looking for great talent as long as you collect evidence (objective data) to back up your instincts. According to a Harvard report, using interviews solely as a means of selection was only accurate 14% of the time. I'm sure you've made a hasty hiring decision based on gut instinct that resulted in bad results or organisational chemistry. 2. Making hasty decisions About 63 percent of selection interviews have a propensity to make hiring decisions within the first four minutes of the interview. This should not be done. To get to real behaviour, a patterned or organised interview takes 90 minutes. Many experienced recruiters advise against making any decisions in the first 30 minutes. If you do, you risk losing out on potentially good applicants that don't interview well, or worse, recruiting a bad match based on the candidate's interviewing ability. 3. Accountability for selection errors Managers who do not regard selection as a critical job obligation make an even worse selection mistake. This happens a lot in organisations that don't train their managers in this important leadership skill. 4. Lack of good information on candidates We've found that interviewing is unsuccessful on its own. Many methods, such as reviewing references, performing sample work tasks, and holding a second interview, are used in the best selection processes. Reference tests are seldom conducted, and when they are, they are typically limited to verifying details such as job dates. The majority of resumes are marketing tools, and they often exaggerate achievements. Many times, in my experience, recommendations are constructive because the person making the suggestion wants to get rid of an underperforming employee. 5. Untrained management 109 CU IDOL SELF LEARNING MATERIAL (SLM)

If you make this mistake, the company will continue to degrade its talent. To put it another way, if anyone is a 10/10, he or she can only recruit a 9/10. At best, the 9/10 will recruit an 8/10. This erodes the depth of talent over time. When 5/10 managers recruit powerful talents (10/10), they will not last in a company. People don't quit jobs; they leave unskilled and incompetent management. 6. The wrong people are doing the hiring When it comes to hiring new workers in big businesses, the wrong people are often in charge. The line manager is given inferior talent by human resources. The manager and his team are unable to complete the task because the unit is not fully staffed or capably staffed, and the manager does not have time to interview and train. This catch-22 thrives when team leaders don't consider employee talent development to be a liability. During difficult times, HR divisions cut down, exacerbating the talent shortage. Some Things You Can Do to Minimize Perception-driven Hiring Mistakes 1. Wait 30 minutes. Before making a decision, listen to all of the facts, both pro and con. When interviewing, wait at least 30 minutes after the interview begins before determining whether or not the person is a potential recruit. The effect of first impressions would be reduced as a result of the forced delay. After 30 minutes, you'll notice that the good isn't as good as you expected, and the poor isn't as bad as you thought. 2. Don’t give anyone on the hiring team a full yes or no vote.To make the evaluation, I use a talent scorecard that lists all of the competencies and factors that influence job performance. Technical skill, leadership, motivation, problem-solving, and cultural fit are among the approximately ten factors on the form. Instead of giving each interviewer all of the variables to evaluate, each interviewer should only be given 2-3 to \"own.\" Each interviewer is then expected to back up his or her rating with facts and evidence during a structured debriefing session. 3. Ask people you like tougher questions. You automatically go into sales mode when you like a nominee, asking softball questions and dismissing or downplaying negatives. Force yourself to ask harder questions, probing deeply into the person's achievements, to resolve this normal inclination. 4. Treat people you don’t like as consultants. We usually tune out, ask tough questions, cut the person off, and dismiss or reduce any good details when a candidate makes a poor first impression. Often candidates are anxious, they have a different look or personality, and they speak with accents you don't like. And, on occasion, these are wonderful people. To discover the facts, believe they're amazing and treat them like experts. Give them the benefit of the doubt and believe in what they've accomplished. After 30 minutes, you might find that they're not so bad after all. When a candidate makes a bad first impression, we generally tune out, ask difficult questions, cut the person off, and ignore or 110 CU IDOL SELF LEARNING MATERIAL (SLM)

minimise any positive information. Candidates are always nervous, have a distinct appearance or demeanour, and speak with accents you don't like. And there are some great people among them. To learn the truth, believe them to be incredible, and treat them as experts. Give them the benefit of the doubt and believe they've done something important. After 30 minutes, you might find that they're not so bad after all. 5. Ignore fact-less decisions. During the debriefing session, ignore assessments that include these terms: feel, think, like, dislike, bad fit, too soft, too aggressive, anything about personality good or bad, or the term “soft skills.” Also, ignore anything similar that smacks of bias, emotions, prejudices, or hasty judgments. These are all clues that the candidate was interviewed through the wrong filter. Unless the interviewer can attach concrete evidence to the assessment, it has minimum predictive value. 6. Don’t conduct short interviews. If you want to make a poor hiring decision, have five or six people meet with the candidate for 30-40 minutes each, and add up their yes/no votes. How is it possible to predict true performance in a 30-minute meeting if it takes three to six months to assess true performance after an individual is hired? Instead, follow all of the guidelines in this list and have each interviewer spend at least an hour with the applicant one- on-one, or hold a 60-75 minute panel interview with 2-3 people. 7. Conduct phone interviews first. Until meeting the person in person, conduct a 30- minute exploratory phone interview. Examine the person's work history for the Achiever Pattern and inquire about a major achievement that is most similar to the success profile. Not only would this mean that the candidate is a good fit for the position, but it will also naturally will the effect of first impressions when the interviewer encounters the candidate. 6.7 SUMMARY • A recruitment plan is a technique for streamlining the selection process and acting as a road map for identifying, qualifying, and interviewing job applicants. • E-Recruitment, also known as Online Recruitment, is the process of using electronic resources, especially the internet, to find eligible candidates for open positions. • Employer branding refers to the process of preserving and defining an organization's reputation among job seekers, workers, and other key stakeholders. Anything you do to make your business a desirable place to work is included. • Selection is the process of choosing the best candidates from among those who apply for a job. It's the mechanism of making job offers to interested candidates. • Assessment centres help with the whole process by giving candidates a taste of the job and bringing them through work-related activities individually and in groups. 111 CU IDOL SELF LEARNING MATERIAL (SLM)

6.8 KEYWORDS  Employer Branding: Process of managing and influencing your reputation as an employer among job seekers, employees and key stakeholders.  Selection: Selection is the process of choosing the most suitable candidates from those who apply for the job.  Assessment Center: Assessment centers assist the whole process by giving candidates experience of a microcosm of the job 6.9 LEARNING ACITIVITY Take a note on best employer branding used by 1. Google 2. General Electrics 3. Salesforce ___________________________________________________________________________ ____________________________________________________________________ 6.10 UNIT END QUESTIONS A. Descriptive Questions Short Questions 1. How to prepare the recruitment plan? 2. What is E-Recruitment? 3. Explain the uses of recruitment budget? Long Questions 1. Define Employer Branding? 2. Explain the steps used in selection process? 3. What is the uses of Assessment centers? 4. Explain briefly about Minimising selection errors? B. Multiple choice Question: 1-_____ is the process of searching for prospective employees and stimulating them to apply for jobs in the organization. a. Advertising 112 CU IDOL SELF LEARNING MATERIAL (SLM)

b. Selection c. Recruitment d. None of these 2-A successful and effective recruitment programme necessitates a well defined a. Recruitment policy b. A proper organizational structure c. Procedures for locating sources of manpower resources d. All of these 3-Sources for recruiting should be periodically _______. 113 a. Changed b. Checked c. Evaluated d. Inspired 4-The following is a source of recruitment a. Advertisement b. Reference c. Employment agency d. All of these 5-______ are mostly promoted from within. a. Supervisors b. Executives c. Both (A) and (B) d. None of these CU IDOL SELF LEARNING MATERIAL (SLM)

6-The following is probably the most widely used single method of selection. a. Psychological test b. Interviewing c. both (A) and (B) d. None of these 7-The following is a type of interview a. Stress interview b. Depth interview c. Patterned interview d. All of these 8-An ……………is a traditional, widely accepted device for getting information from a prospective applicant. a. Interview b. Application blank c. Induction d. All of these 9-_______ are a combination of direct and indirect questioning of the applicant. a. Application blank b. Psychological test c. Patterned interviews d. All of these 10-_______ is concerned with the problem of introducing or orienting a new employee to the organization. a. Selection b. Recruitment c. Induction 114 CU IDOL SELF LEARNING MATERIAL (SLM)

d. Interviewing Answers 1-(C), 2-(D), 3-(C), 4-(D), 5-(C), 6-(B), 7-(D), 8-(B), 9-(C), 10-(C) 6.11REFERENCES Text Books:  Dessler Gary A Framework for Human Resource Management, Pearson  Dessler Gary, VarkkeyBiju Fundamentals of Human Resource Management, Pearson Reference Books:  Lance A Berger, Dorothy R Berger Talent Management Hand Book Mc.Graw Hill  Armstrong, Michael A Handbook of Human Resource Management Practice Kogan Page Publication.  Ferguson, M. (2015, August 26). Recruiting by numbers: Is big data analytics in recruiting a really big deal or no big deal? Workforce. Retrieved from http://www.workforce.com/ articles/21550-recruiting-bynumbers  Minton-Eversole, T. (2008, December). Quality measurement: Key to bestin-class talent acquisition. HR Magazine, 64-65. 115 CU IDOL SELF LEARNING MATERIAL (SLM)

UNIT - 7: ELEMENTS OF TALENT MANAGEMENT Structure 7.0 LearningObjectives 7.1 Introduction 7.2 Sourcing strategy 7.3 Attraction and retention policies and programs 7.4 Summary 7.5 Keywords 7.6 Learning Activity 7.7 Unit End Questions 7.8 References 7.0 LEARNING OBJECTIVES After studying this unit, you will be able to:  Describe Sourcing strategy  Identify scope of Retention programs  Benefits or retention policies 7.1 INTRODUCTION Building a strong team is vital to every company's success. To keep satisfied and dedicated workers who will keep your company running smoothly, you'll need a detailed workforce strategy. Five key areas must be discussed in the Human Resources (HR) plan:  Talent acquisition–recruiting, negotiating, and onboarding new employees  Talent retention–maintaining staff once hired  Performance management–evaluating staff and subsequent changes in role or salary  Career development–providing opportunities for professional growth  Off boarding& Succession Planning–processing individuals that leave your employ, initiating the hiring cycle, and making short-term workflow adjustments until a replacement is found Talent Acquisition 116 CU IDOL SELF LEARNING MATERIAL (SLM)

 Planning is the first step in the recruiting process. This usually starts as soon as you have a work opening, but it's easier if you can plan ahead. After all, people will leave at some stage, whether for medical reasons, dissatisfaction, a better job opportunity, or retirement. Prepare the groundwork now to ensure a seamless transition for employees.  Write or update job descriptions for every position, not just the one you have open. Then, once a year, refresh the details.  Create a work posting and distribute it through the most appropriate recruiting channels for the role (online, university career centers, relevant association websites, temp agencies, direct contact with promising past applicants). Internal job postings, staff email alerts, and bonuses are also great ways to inspire workers to refer candidates.  Gather application materials in a timely and coordinated manner. When people inquire for work opportunities, make sure the receptionist and everyone else on staff knows who to refer them to.  Examine the applications. If an HR person will be the first person to review applications, make sure the hiring manager has distinguished between minimum and preferred qualifications—a candidate's additional expertise can more than compensate for a lack of experience in a specific field.  Phone or online screening interview, Typically, with the assistance of an HR professional who can further refine the applicant pool. If this question is allowed in your state, make sure your compensation goals are in line with your budget (laws vary by state).  One or more in-person interviews with the recruiting manager and other members of the team At the very least, a brief introduction to the business owner is required for key management positions.  Background checks on criminal history and sometimes financial status.  Reference checks It is important to check the candidate's job history and educational record in order to ensure that they are who they say they are. They will also ensure that the applicant is legally permitted to work in the location where the job is located. It's better to spot some red flags now rather than later when you're faced with possible problems.  Extending the job offer, including the job title, place, salary and benefits, start date, and, if applicable, information on trial periods This can be done orally at first, then in writing.  Agreeing on terms in writing is vital. For most lower-level to mid-level positions, an email offer to confirm a verbal acceptance and include more information is appropriate. Make a note of when you need an answer and provide a deadline. A contract should be included in executive level offers that covers salaries, bonuses, moving costs, stock options, and severance packages. Non-compete and confidentiality agreements are often required of higher-level workers prior to beginning. 117 CU IDOL SELF LEARNING MATERIAL (SLM)

 Welcome your new hire by email and phone! To attract the best and brightest talent, be ready to share examples of how you are committed to:  Professional growth  Inclusivity  A great corporate culture As you would with a new client, develop an onboarding plan for new hires. Their first day should provide an overview of the company—its priorities, milestones, and culture—as well as more specific matters including a review of benefits and associated participation forms, as well as an introduction to their new team and workspace. While the next week will inevitably be packed with introductions and preparation for new job assignments, customers, and responsibilities, make sure to set specific targets for the first day, week, month, and beyond so that each employee understands how to evaluate progress. Assign them to a team member who can mentor them from the outset. Talent Retention Recruiting people is costly, which is why you'll need thoughtful retention plans to retain your employees after they've been hired. It entails much more than merely teaching the new employee how to execute the immediate tasks that make up their work. It's all about keeping them happy at work and creating a company atmosphere they're proud to be a part of.Here are the main things you can do to keep your employees happy:  Provide continued training to gain new skills  Promote inclusivity  Show appreciation  Give constructive feedback  Keep salary and benefits competitive  Build strong corporate culture, brand, and values  Provide career growth opportunities Measure your retention rates at least once a year, and keep track of the factors that affect them. Consider conducting an anonymous employee survey once a year and including an ongoing suggestion box to gauge your employees' feelings about your business. Prepare to make policy or programme changes that cover a broad range of issues. Announcing new activities, services, and incentives that are targeted at the bullets above will demonstrate to the staff that you are paying attention and caring. Performance Management 118 CU IDOL SELF LEARNING MATERIAL (SLM)

You must clearly explain what success looks like in order to have successful employees. This necessitates the establishment of measurable goals and roles, the communication of objectives, and the periodic evaluation of progress. Companies that use a more sophisticated version of performance management attach overall company goals to team and individual goals, and track them monthly or quarterly. HR will assist in ensuring that talent acquisition initiatives are in line with the organization's overall strategic planning, corporate goals, and culture. Employees should receive a detailed annual written review at the very least, which outlines how they are performing, monitors their training and development, and addresses their expectations for the coming year. Is the employee's performance below par, average, or above average? Give examples of what they'd have to do to get a higher ranking. It's important that this be a two-way conversation, so that the employee feels as if their thoughts and demands are being considered and that necessary steps are being taken. When an employee has a problem, whether it's with attendance, attitude, enforcement, or competence, the manager should have an in-person meeting with the employee as soon as possible to explain the situation and state what is needed. On Day 1, make a note of the discussion and date it. Check back with bosses to see if the issue has been resolved, which should take no more than a week or two depending on the case. If the issue continues, another face-to-face meeting with another manager (supervisor or HR representative) is needed to put the individual on notice. If a third meeting is required, it normally means that the employee will be fired. Be sure to record the context of each discussion, as well as who was in attendance and the date. Consider when to bring HR, Legal, and possibly Security into the loop if you're worried you're about to be shot. While not all employee problems can be resolved, trying to recruit well, set specific employee standards, maintain good relations, and genuinely care about employee well-being can significantly reduce the possibility of either party deciding to part ways. Career Development While not every employee wishes to be promoted to a higher level position or have their responsibilities shifted, many do. Managers must understand each member of their team's professional objectives in order to keep them committed and fulfilled–or risk losing them. An analyst may have no desire to lead a team, while a clerical worker may strive to be a people manager rather than a file manager. Encourage managers and HR to collaborate with workers and develop a career direction for them. Will they need further training, a college diploma, or a change in project assignments or responsibilities? 119 CU IDOL SELF LEARNING MATERIAL (SLM)

Continuing training is a highly coveted perk and an outstanding retention technique, whether or not an employee is looking for a promotion. This may include in-house workshops on soft skills like dispute resolution or business writing, cross-training opportunities between departments, computer software classes, or paying for employees' college tuition for job- related college courses. Often what an employee requires to accomplish their objectives is to consider the steps that must be taken. Offer workers more as they demonstrate their ability to do more, like bringing them closer to their ideal work. Off boarding and Succession Planning Employee exit management, also known as offboarding, is the process of parting ways with someone who is leaving the business. The measures differ depending on whether the employee gives advance notice and is able to remain for the traditional two weeks or longer, or whether they are requested to leave immediately due to employee misbehaviour or a company-wide security policy. Your Off boarding Checklist: • Inform management, HR, team members, IT, and security about the employee's last day, as well as impacted customers, suppliers, agencies, and other outside stakeholders. • Determine the status of all programmes with which the employee has been involved, as well as whether you have up-to-date records about all external contacts with which the employee communicates on behalf of the organisation. • Establish deadlines for the employee to complete the remaining action steps before leaving. Reassign ongoing tasks to other team members as soon as possible, and introduce them to key clients. If the employee is leaving on good terms, ask them to train and record what their replacement may need to know. • Recover any company property owned by the employee, such as keys, credit cards, files, uniforms, computers, mobile phones, or other equipment. • Change any passwords used by the employee on your behalf for company systems or external websites. • Make sure you have the employee's current address and phone number so you can plan the final paycheck and W2 update later. Hold off on cashing the final check before all company property has been returned. • Explain how and when perks, such as medical care and access to the employee gym, will cease. • If the employee is in good standing, organise a farewell meeting and make the team sign a card. I sincerely wish them well–you never know, you may get them back one day! 120 CU IDOL SELF LEARNING MATERIAL (SLM)

• Conduct a brief exit interview to determine any underlying problems that need attention. Thank the employee for their time spent working for you. Inform management of any major results. • If applicable, include letters of recommendation. • Notify the PR and marketing divisions of any main employee changes that can impact media releases, collateral, and business cards, as well as organisational maps, staff directories, and office nameplates. • Upgrade contact processes, such as the employee's auto-reply email and voicemail, or forward calls before a replacement can be found. • Prepare the workspace for the next employee. • Start the recruiting procedure Most of these measures would have to be taken at a moment's notice in the event of a dismissal, death, or other unexpected departure. You'll be able to transition quickly if you keep this exit checklist and all departmental contact details on hand. These talent management measures work together to create an integrated workforce strategy that can dramatically boost your retention rates while also saving your company time and money. 7.2 RECRUITMENT SOURCING STRATEGY A recruiting sourcing strategy is a method by which organisations with a hiring need, or the executive recruiters or search consultants employed by those organisations, identify suitable candidates. This approach consists of a number of candidate sourcing strategies that are usually used in tandem to achieve the best results. In general, there are many methods for locating candidates.The way in which these methods are used depends upon a wide array of factors, some of which include: • The types of candidates needed • The hiring authorities' or recruiters' priorities • Previous success (or failure) with the system • The tools available to the individual (or people) who will be implementing the plan. • The personnel who would be willing to bring the plan into effect. The list could go on and on. The argument is that individual candidate sourcing strategies make up an overall talent sourcing strategy. The way the overarching plan is put together is determined by the factors mentioned above, at least in part. Recruiters' best procurement strategies 121 CU IDOL SELF LEARNING MATERIAL (SLM)

So, now that we understand what a recruiting sourcing strategy is and how it's made up of a number of candidate sourcing techniques, what are some of those techniques? Sourcing candidates through a recruiting database Of course, many hiring authorities and recruiters (both internal and external) keep their own applicant databases. When these hiring authorities and recruiters receive a work order, they often look for applicants first in their own database. Of course, the better your applicant tracking system is, the easier you'll be able to locate the applicants you need. Sourcing candidates through social media Over the past few years, LinkedIn has been all the rage, with numerous businesses and recruiters integrating it into their talent sourcing strategy. They \"camp out\" on the social media platform on a near-daily basis, hoping to find and hire high-quality candidates. Although they do use other social media sites for sourcing, LinkedIn is by far the most successful and commonly used method of sourcing candidates via social media. Sourcing candidates through online job postings Isn't it true that almost everybody does this? Although almost every company does it, not every recruiter does. There are still some recruiters who fail to include work boards and job board incorporation in their employee sourcing strategies. One explanation is that while online work ads appear to attract active job seekers, they aren't suitable for passive recruitment. The above are normally top performers at their current employer, are overworked and well paid, and aren't even looking at job postings on the internet. So, how effective are job boards? Depending on who you ask, the efficacy of this candidate sourcing process varies. Try a Google resume search in addition to looking for applicants who have applied to work board postings. Many people, especially in the tech industry, would have their own websites where they can post an updated version of their resume on a regular basis. Sourcing candidates via referrals This is one of those tried-and-true sourcing tactics for recruiters that never goes out of style. This is due to the fact that it is incredibly successful. Employees are paid a referral incentive if they recommend an applicant who is employed, according to official employee referral systems. These methods of procurement are also used by recruiters. Offering a referral fee to candidates who refer friends or colleagues who are later effectively put is a very powerful tactic. Asking the person who they know is the best way to find more candidates like the one you just put. Sourcing candidates from within the organization 122 CU IDOL SELF LEARNING MATERIAL (SLM)

This is a strategy that many companies use, particularly if they are heavily invested in succession planning. Of course, the company does not need the services of a third-party recruiter for this approach. This is due to the fact that the company's talent is already present. And if the talent is still with their current boss, they must be encouraged to make a shift. Sourcing candidates through a recruiter network We're in the middle of a \"candidate's\" market right now.\" As a result, applicants have the upper hand in the job market. That means the best applicants will be interviewed by multiple businesses, will likely receive multiple job offers, and will have a range of choices from which to choose. In the other hand, certain hiring managers and authorities never seem to find the right candidate. Since the recruiters in the network exchange candidates and job orders, a recruitment network may provide a solution. 7.3 ATTRACTION AND RETENTION POLICIES AND PROGRAMS Organizations are well aware of the high cost of a poor recruit. Beverly Kaye and Sharon Jordan-Evans write in their book Love ‘Em or Lose ‘Em – Getting Good Workers to Stay that “countless studies show that the expense of replacing key people runs between 70% and 200 percent of their annual salaries.” 1 That's not to mention the loss of efficiency, morale, and customers that occurs when a valuable employee leaves. HR agencies spend thousands, if not millions, of dollars studying turnover and conducting \"high contact\" employee surveys and focus groups to learn why people leave, what will engage them, and what will inspire them to stay. Certainly, different generations value different things. We know that in the past, Baby Boomers wanted jobs that would last from cradle to grave. They have chosen companies where they will be employed after high school or university, and they hope to be rewarded with a gold watch and a good pension when they retire. Today, though, Millennials (who will soon make up the majority of our workforce) aren't searching for watches... unless they're Apple-branded. Large companies and conventional, industry-dominant brands do not please them. Height doesn't matter to them when it comes to their career ambitions. Many people choose to work for small, niche companies where they can gain a broader range of experience and use cutting-edge technology with all the bells and whistles. However, when looking at candidates from all generations who are contemplating a career change, several common trends emerge. What are the common threads here? What qualities do active work seekers search in a new employer and next career? What would entice passive applicants who aren't actively doing work to make a change? Here are the top 10 strategies that candidates say are important to attract and/or retain them: 123 CU IDOL SELF LEARNING MATERIAL (SLM)

1. Dignity and Respect If you lift your voice to an employee in today's workplace, you might expect them to start looking for work right away. Nobody likes to be embarrassed at work, and all of the good things that managers do on a daily basis can be thrown out the window in an inebriated moment. Be careful, or you'll have to say goodbye to your best workers. Employees deserve to work for an ethical company that treats them with integrity and respect. They want to be invited to company activities and have access to organisational knowledge. How was your quarter or year? What were the outcomes of our joint efforts? Where do we want to go as a company? Is anyone on board this train or not? It's important to satisfy this need for knowledge and professional stimulation. It's also important to consider and satisfy employees' professional desires, such as opportunities to teach, collaborate, or compose. If you don't, they'll probably look for another job. 2. Appreciation Employees want to be respected for who they are and what they contribute, not just for their achievements. They yearn to be a part of projects where their specific perspective can be useful. Employers should listen to their thoughts and be open to new ways of doing things, they claim. Appreciation can take several forms, such as one-on-one time with one's boss or the opportunity and honour of representing your company at a meeting or networking event that means something to the employee. A simple “thank you” as a token of appreciation for a job well done, a milestone reached, or for stepping up to volunteer can go a long way. 3. Ability to Evolve Professionally Via formal and informal learning opportunities, training, coaching, and input, we all want to learn and develop professionally. We also appreciate “on-the-job” learning opportunities that enable us to collaborate with a diverse community of people, teams, and leaders. Employees want and deserve to feel like they're in a new job every year. Managers should always be in contact with their workers to discuss their next steps or level of growth. More of our skills and abilities will be developed, noticed, and applied to add value as we prove ourselves to our employers. Duties may be extended or performed at a higher degree of complexity. When shown skill sets are capitalised on, interesting projects can be moved their way. 4. Mentorship and Buddies For all generations, the value of peer mentorship and leadership mentorship cannot be overstated. CEOs and senior executives are recruiting \"millennial mentors\" to help them learn about emerging technology. At the same time, having seasoned leaders direct the younger generation can be immensely beneficial. 5. Fairness and Equity 124 CU IDOL SELF LEARNING MATERIAL (SLM)

This is where remuneration comes into play. Compensation is rarely the primary reason for an employee's departure. Inside the work market, though, it must be equal and egalitarian, and there must be internal equity within the company. Good employers search for ways to encourage their workers to earn or save more money, and there is always a programme that we can participate in. If you don't already have a structured programme in place to achieve these objectives, consider RRSP matches, annual raises, incentive structures related to target achievement, and even base plus commission or results structures that enable workers to improve their financial situation or save for the future. “This is it,” no employee wants to hear. This is the best I'll ever get financially.” 6. Rewarding Results And if you don't have a structured programme in place, find a way to identify and reward outstanding success. It is highly advantageous to have both individual and team results- oriented systems that award incentives when goals are met. Employees would appreciate the organisational gesture regardless of whether the incentive is monetary, won time off, or anything else meaningful. 7. Meaningful Work We just want to know that what we do matters in the big picture. If we have workers on an assembly line, we must demonstrate to them how important they are to the overall picture. What are the ways in which we can all work together to make the world a better place? What effect does their day-to-day jobs have on their lives? 8. Diversity and Inclusion We don't think about life outside of our own bubbles by spending time with people who are close to us. In work environments that do not respect diversity and inclusion, none of us can reach our full potential. Candidates are continually demanding workplaces that respect and practice diversity and inclusion, as well as those that anticipate their needs. Employees deserve to be able to fulfill their full potential in companies that give them equal job opportunities, accommodate them, and involve them. They want to work with businesses that value diversity and inclusion in their organisational environments because they recognise that exchanging ideas and practices fosters creativity, innovation, and good results. 9. Leadership It is well known that there is a need to be coached and mentored on a regular basis. It's easy to get swept up in the vortex of everyday work as a boss, but many who believe they don't have enough time or capacity to mentor their direct reports on a regular basis are losing out. Employees want targets set in place so they know what they need to do and so we can all be on the same page – no surprises. When they meet and surpass goals and main success metrics, there is a lot of space for job satisfaction. It is our sacred trust and duty as managers to provide the resources, preparation, coaching, input, and success management that will 125 CU IDOL SELF LEARNING MATERIAL (SLM)

allow people to excel and have a positive career experience. Coaching is something that good managers love doing, and they get a kick out of watching their teams excel. 10. Work-Life Balance & Fun This may be the most important aspect of any work or career. Since we spend the majority of our lives at work, it's important that employees are happy and safe. We spend more time at work than we do with our children, families, partners, friends, and family. We simply want to enjoy our jobs and coworkers and look forward to going to work each day. As leaders, we must ask ourselves if we spend enough time appreciating and playing together with our employees. Can we have enough opportunities for employees to socialise or represent the organisation at conferences or networking events? The well-known Fish! Philosophy was created by a group of guys who wanted to become world famous by enjoying their jobs and having fun with their customers. It's about a fish market in Seattle called Pike Place that was started by a group of guys who wanted to make a name for themselves by enjoying their jobs and having a good time with their customers. This is a fantastic model to use if you want to enhance work culture and quality of life, customer service, teamwork, leadership, and overall success. Stephen C. Lundin, the creator of Fish!, asks the following of his employees: “As you enter this place of work please choose to make today a great day. Your colleagues, customers, team members, and you yourself will be thankful. Find ways to play. We can be serious about our work without being serious about ourselves. Stay focused in order to be there when your customers and team members most need you. And should you feel your energy lapsing, try this surefire remedy: Find someone who needs a helping hand, a word of support, or a good ear – and make their day.” We all work hard these days – that’s a given. And, it’s a no-brainer that we want to have some laughs together while we work. The team that laughs together, stays together. Can you think of anyone that doesn’t want to have fun? Why lose employees who want fun and positivity in the workplace when your business can be the place they want to spend their time? Focus on Improvement Initiatives So, as we plan for our annual employee engagement and retention surveys, how many of these basic measures can we truly claim to have tried? Also concentrating on a few positive initiatives and results that make work more rewarding can have a significant impact on employee retention. We don't have to be flawless, and we definitely don't need a trampoline in the break room, but any steps toward a more productive atmosphere will easily become victories. 7.4 SUMMARY 126 CU IDOL SELF LEARNING MATERIAL (SLM)

• Recruiting workers is costly, which is why you'll need thoughtful retention plans to retain employees after they've been hired. • In order to have good workers, you must clearly communicate what success entails. This necessitates the establishment of measurable goals and roles, the communication of objectives, and the periodic evaluation of progress. • A recruiting sourcing strategy is a process by which organisations with a hiring need, or the executive recruiters or search consultants employed by those organisations, find suitable candidates. 7.5KEYWORDS  TAM – Talent Acquisition and Management  Talent acquisition–recruiting, negotiating, and onboarding new employees  Talent retention–maintaining staff once hired  Performance management–evaluating staff and subsequent changes in role or salary  Career development–providing opportunities for professional growth 7.6LEARNING ACITIVITY Talent Management: A case study of IT Organization Visit the Manufacturing and create the data on various modes of Recruitment __________________________________________________________________________ _____________________________________________________________________ 7.7 UNIT END QUESTIONS A. Descriptive type Questions 1. Define Sourcing? 2. Explain the steps includes in sourcing strategy 3. Uses of Retention policies? 4. Different methods of Retention programs? 5. Explain briefly about talent management? B. Multiple Choice Questions 1. For closure, every worker is to be compensated with __________ average pay for every year of service completed. a. 30 days 127 CU IDOL SELF LEARNING MATERIAL (SLM)

b. 25 days c. 20 days d. 15 days 2. Which term is used for the process of developing the applicant’s pool for job openings in an organization? a. Selection b. Recruitment c. Hiring d. Retention e. A and B f. None of these 3. High performance work system leads to ___________________. a. safer workplaces b. low labor costs c. superior employee performance d. less employee turnover rate e. All of these f. None of these 4. Which of the following are important components in aligning business strategy with HR practice: a. Business Strategy, Human Resource Practices, Organisational Capabilities b. Marketing Strategy, Human Resource Practices, Organisational Capabilities c. Marketing Strategy, Human Resource Practices, Organisational structure d. Business Strategy, Human Resource Practices, Organisational structure 5. A brief write-up of what the job is all about is? 128 a. job summary CU IDOL SELF LEARNING MATERIAL (SLM)

b. job finding c. job analysis d. job specification e. All of these f. None of these 6. A job analyst’s task is to _________________. a. advise management b. integrate development activities c. develop compensation plans d. prepare job description e. All of these f. None of these 7. The basic managerial skill(s) is(are)___________________. a. To Supervise b. To Motivate c. To Stimulate d. All of these 8. Who specify the job specification ___________? a. job description b. job design c. job analysis d. job summary 9. The process of Recruiting employees, selecting the right one for the job and giving them training leads to a. organizing b. Leading 129 CU IDOL SELF LEARNING MATERIAL (SLM)

c. Staffing d. controlling e. B, C, and D f. None of these 10. During the lay off period, how much employer has to pay of the basic wages. a. One fourth b. One third c. Three fourth d. Half Answers 1 – D, 2 – B, 3 – c, 4 – A, 5 – A, 6 – D, 7 – D, 8 – C, 9 – C, 10 – D 7.8REFERENCES Text Books:  Dessler Gary A Framework for Human Resource Management, Pearson  Dessler Gary, VarkkeyBiju Fundamentals of Human Resource Management, Pearson Reference Books:  Lance A Berger, Dorothy R Berger Talent Management Hand Book Mc.Graw Hill  Armstrong, Michael A Handbook of Human Resource Management Practice Kogan Page Publication.  Ferguson, M. (2015, August 26). Recruiting by numbers: Is big data analytics in recruiting a really big deal or no big deal? Workforce. Retrieved from http://www.workforce.com/ articles/21550-recruiting-bynumbers  Minton-Eversole, T. (2008, December). Quality measurement: Key to bestin-class talent acquisition. HR Magazine, 64-65. 130 CU IDOL SELF LEARNING MATERIAL (SLM)

UNIT – 8: TALENT AUDIT & ROLE DEVELOPEMENT Structure 8.0LearningObjectives 8.1Introduction 8.2Talent Relationship Management 8.3Performance Management 8.4Total Reward 8.5Career Management 8.6Employee Engagement Strategies 8.7 Summary 8.8 Keywords 8.9 Learning Activity 8.9 Unit End Questions 8.10References 8.0LEARNING OBJECTIVES After studying this unit, you will be able to:  Describe Talent Relationship Management  Process of Performance Management  Benefits of Total Reward  Process of Career Management 8.1 INTRODUCTION Talent Audit Auditing is the process of comparing existing expertise to the company's current, future, and strategic needs. Management of talent must be a top strategic priority. When it comes to reducing headcount, however, many executives ignore changing ability requirements. When evaluating recruiting and selection, and, most critically, when making redundancies, organisations would need to determine their potential capability needs. It is critical that the organisation spends time and money in a talent assessment to recognise the risk of losing 131 CU IDOL SELF LEARNING MATERIAL (SLM)

employees and their existing skill sets. This will allow management to make informed decisions about recruiting, firing, or decreasing working hours. When an organisation downsizes, it must be recognised that important expertise and competencies will inevitably be lost. Purpose of talent audit A talent audit's goal is to get a good view of your current staff, their talents, and abilities in order to determine if they have the potential to propel the company forward. A talent audit aligns your employees with your company plan, recognising skills gaps and any necessary improvements now and in the future. A talent audit reviews the entire organisation, including all locations and departments; this is the best way to ensure that the results are genuinely useful to your company. Many talent audits would also involve a summary of the company's recruiting processes, with the goal of enhancing each move. Why is emerging from a pandemic a good time to conduct a talent audit? 1. React to Industry Changes The world is evolving faster than anyone could have predicted, and your company is likely to follow suit. Creating a plan is the best way to ensure you have the talent you need, whether you're planning to accept digitisation to meet shifting customer behaviours or need to adjust the product to accommodate ever-changing cultural attitudes. You will find skills gaps that must be filled to succeed in the new normal by undertaking an in-depth talent assessment through the organisation. You'll be able to gain a clearer perspective on what you need and prepare accordingly by performing competitor research and gathering market feedback, putting the company in a stronger place as the post-COVID world unfolds. 2. Prepare for Impending Restructure A talent audit could help you gain some new insight if, like many companies, you've had to sadly reduce your staff numbers or see a restructure in your future to keep up with the changes brought about by the COVID-19 crisis. It would be much easier to plan for change in your company structure if you have a good image of what you already have. It will assist the company in paving the way for a better way of working by highlighting any skill deficiencies or disparities. 3. Improve Diversity and Inclusion Efforts A talent assessment is an excellent way to ensure that the company values diversity and inclusion. You should spend some time evaluating each of the teams in all divisions and identifying any areas that need to be improved. However, if you look at the applicant and employee background, you'll be able to learn a lot about why people leave or drop out of the recruiting process. You will be able to make concrete improvements that would have a positive effect on diversity within the company by finding pain points. 4. See the Talent on the Market A talent audit of your employees will assist your organisation in finding areas for growth, but to really move your company forward, you should analyse the talent available on the market. Outsourcing your recruiting research will assist you in determining where and how to find the 132 CU IDOL SELF LEARNING MATERIAL (SLM)

talent you need. With remote working being a viable option for many companies, you'll be able to broaden your recruiting strategies and draw a broader pool of qualified applicants when the time comes to hire. You might also think about expansion plans, and knowing where to find talent is the first step in growing your business. You'll be able to customise the employer brand marketing and EVP to cater to the potential applicants you need to reach if you have a clearer image of who they are. 5. Chance to Update Technology A successful talent assessment can look at not just the people in the company but also the technologies they use. It might be a smart idea to upgrade the technologies and applications when we emerge from this crisis, when we're all going through periods of transition and change. Consider how you can improve the candidate experience and make the recruiting process more manageable for your team. This could include automating parts of your recruitment process, such as email responses, or completely overhauling your recruitment process. You may use auditing technologies to upgrade obsolete processes and improve the candidate experience. Improving all facets of your hiring process would have a positive impact on your company's overall image. 6. Build a Talent Pool You'll have more chances to develop a talent pool if you map talent and conduct an audit. Talent pools are an excellent way to expedite new hires, ensure you get the highest quality candidates, and lower future recruiting costs. During your audit, you will discover positions that your company may need at some point in the future but not right away. If you've decided that this is the place you'll need to develop your business, you can launch recruitment marketing campaigns to raise brand awareness and create a talent pool for when you're ready to employ. You'll then be able to choose from a pool of committed candidates when budgets allow or the time is right. 7. Help with Employee Development Investing in your employees' success will not only boost your company brand and credibility in the future, but it will also improve employee satisfaction. You will be able to find areas for change that will help both the organisation and your team by using talent mapping and performing an in-depth audit. It could be very beneficial to your company if you find an apparent skills gap and have the time to upskill a member of your staff rather than hiring. You'll save money on recruiting, but you'll also establish a friendship with this employee by demonstrating that you care for their future with your company and believe in their skill. If the current leadership team is expected to leave or retire in the near future, talent mapping can be used to predict future leaders and assist in succession planning. Employee Role Development Employee capacity growth can be implemented in a variety of ways for both employees and employers. The overarching aim is to improve employees' wide range of abilities, such as versatility, interpersonal skills, innovation, communication, and leadership. 133 CU IDOL SELF LEARNING MATERIAL (SLM)

Employee Role Development Methods 1. Training Employee skills are built through a combination of seminars, hands-on activities, videos, podcasts, simulations, and individual/group-based assignments in this process. It involves both formal (classroom-based, instructor-led, eLearning courses) and informal (self-study, watching YouTube videos, reading educational blogs and posts on peer-group sites including LinkedIn or chat rooms) approaches to skill growth. Each option will be customised to the needs of the company and the topic at hand. A hands-on, instructor-led instruction, for example, could be the best choice for teaching a comprehensive process or trade, such as a complex manufacturing process or preparing a restaurant's signature dish. These highly specific tasks cannot be taught via YouTube or analysis, which may suffice for more general topics like building codes or IT support issues. Employees must regularly participate in training (paid for by themselves or by the organisation) during their careers in order to improve skills that they (in consultation with their managers/supervisors) believe are appropriate for the position they are performing. Organisations must, however, actively promote employee professional growth in preparation for potential positions and obligations with which the corporation wishes to entrust these employees. 2. Task/job rotations Employees could volunteer to swap roles with co-workers on a shift or team in order to put their new skills to use. Employers may also promote work sharing as a way for workers who have shown an interest in gaining practical experience to gain new skills. The aim is to mix up the tasks and responsibilities so that everyone can learn something new or bring what they've learned into effect. Stretch assignments: This approach entails management working with workers to decide where they want to learn and then assigning tasks to help them grow those skills. Usually, the assignments would broaden the reach of an employee's current role/responsibility to include new skills that need to be established. Stretch tasks can be horizontal (requiring an employee to use additional skills to complete additional work that is similar to – but not equivalent to – their current job) or vertical (expanding the reach of an employee's role to include down-stream or up-stream responsibilities). 3. Coaching When discussing various workforce development strategies and their advantages, we cannot overstate the value of coaching workers to improve their skills. Senior staffers normally work one-on-one with less experienced employees in this form of capability growth. 4. Mentoring 134 CU IDOL SELF LEARNING MATERIAL (SLM)

Senior leaders/management take junior employees under their wing and help them learn essential skills that the mentored person will lack. More formal mentoring systems are usually used for senior executive/leadership positions, but less formal frameworks can be used for junior management. Be mindful of the time asset, as well as the even narrower funnel of a one-on-one teaching model, as you would with coaching. 5. Workshops/Committees/Working-Groups These are approaches that allow workers to communicate with peers and colleagues from both inside and outside the organisation. The advantage is that you have a lot of access to both identical (internal) and dissimilar (external) colleagues (external). This diverse collection of experiences and experience will help you gain new insights, troubleshoot issues, and share best practises. This is great for improving communication and teamwork, but it can be used for something. 6. Simulations These are becoming increasingly popular as a result of how engaging and effective they are. A simulation can be as straightforward as role-playing a customer service encounter, such as learning how to diffuse an irate and confrontational client in person, or as complex as reacting to an emergency situation, such as mock first-aid scenarios. At the most advanced stage, simulations can include fully simulated environments, such as firefighting or flight training, where workers can learn the requisite skills in a non-threatening environment. This is immensely beneficial in adapting conceptual or textbook information to the real world, providing the employee with both the know-how and the exposure and comfortability to perform those tasks. 7. Conferences Conferences, including seminars and panels, are an excellent way to network and gain exposure to a diverse knowledge base in both interdisciplinary and non-interdisciplinary fields. Special workshops are normally available to raise awareness and provide instruction on related subjects, often in a pick-and-choose format that can be of interest/usefulness to specific subgroups within an organisation. 8. On-the-job development On-the-job growth is also a perfect way for workers who have undergone some practical training on a technical skill (whether it's running a new computer or practising new financial analysis methods). This is simply learning by doing, and it is normally achieved immediately after the instruction. The key aim of on-the-job training is to give workers all they need to self-study while at work. When they complete the assigned tasks, employees learn how to use something or implement methods. This is a common method of employee development since most 135 CU IDOL SELF LEARNING MATERIAL (SLM)

businesses do not have the time to train each and every employee on every single skill, particularly if the skill does not require specific/advanced knowledge. 9. Self-study This can be done in a number of ways outside of working hours, such as reading/researching, attending lessons, and so on. The topic isn't always about the expertise that a company requires, but rather about something different that they feel can help them perform better. Although self-study time is not explicitly paid, if an employee purchases a course that will increase his results, the employer can reimburse him by paying for the course. The advantage is that the employee can choose what interests them and do it on their own. On the other hand, motivating workers to commit off-work time to work-related activities is also challenging. 10. 360-degree performance review This approach entails gathering feedback on an employee from a variety of sources, including colleagues, subordinates, managers, and external suppliers, and then identifying opportunities for professional improvement based on those inputs. Consider this article: Performance Assessment for more details on this type of input. 11. Career planning Although this approach is often perceived as \"employer-driven\" – with HR determining the employee should fill which position – this isn't the case! Employees may also facilitate career planning conversations with their supervisors/managers by suggesting future/alternative career directions for themselves. Employers may classify current skills that need to be improved around the company or prospective new skills that the business may learn based on a review of business priorities and organisational workforce evaluation (see Employee development plan). Individual workers can then evaluate their own strengths and weaknesses, and volunteer to take on some of those positions, based on conversations with management. Individual career plans should then be developed in collaboration with HR, with unique ability growth milestones for each position defined. 8.2 TALENT RELATIONSHIP MANAGEMENT A method of hiring, networking, and onboarding talent, as well as developing and strengthening relationships with potential talent, is referred to as talent relationship management. Any software and processes in place to help the process are often referred to as talent relationship management. We're always searching for new and better ways to recruit, as well as ways to maintain a deep pipeline of capital and potential places to find new talent. When the unemployment rate falls, so does the pool of available talent, making our efforts to find and develop top talent much more important. 136 CU IDOL SELF LEARNING MATERIAL (SLM)

Customer relationship management (CRM) systems are well-known for their ability to strengthen, streamline, and boost the continuity of customer relationships. Talent relationship management (TRM) systems, on the other hand, are a way to improve the relationship with future talent. TRM is a method for establishing, developing, and enhancing relationships with potential employees. It allows you to communicate with applicants prior to, during, and after the hiring process. TRM includes not just the process's concept, but also any software and processes in place to make it operate smoothly. TRM can be software that allows candidates to communicate with each other, as well as a database containing candidate information. The concept is close to that of an applicant monitoring system (ATS). The key difference is that an applicant tracking system (ATS) is typically based on the details of the recruiting process—posting vacancies, screening resumes, and interacting with qualified candidates. A TRM framework, on the other hand, usually goes a step further, with improved resources for integrating with different forms of candidate outreach (such as social media interactions), as well as more advanced databases and outreach options. Outside of the recruiting process, TRM is most widely used to follow up with applicants. TRM is ideally suited for long-term relationship building and pipeline management because it can keep partnerships going even after the recruiting process is completed. TRM, in general, can perform the same functions as an ATS but goes one step further. TRM is a way to: • Perform many of the same tasks as an applicant tracking system (ATS), including career posting, résumé scanning, candidate contact, qualifications checking, and interview scheduling—much of which can be automated or performed in batches to save time. • Be more productive in the hiring process. • Use direct messaging or candidate awareness strategies to keep in contact with potential new talent (both active and passive candidates) online. • Use the messaging that prospective employees receive through these experiences to reinforce and/or enhance the organization's job brand. • Internally collaborate by using a single method to handle the whole process and all communications, ensuring that everybody is on the same page. • Find top talent when you need it, helping you to recruit quicker when the time comes. • Build relationships with potential work candidates ahead of time. • Gain a better understanding of the talent pool and identify holes, helping you to be more informed about potential recruiting needs. • Have the ability to anticipate potential talent shortages and take constructive action to resolve them before they become crucial. • Segment the talent pool to gain a better understanding of what skill sets are available and where differences exist; these segmented groups can then be individually targeted for tailored communications. 137 CU IDOL SELF LEARNING MATERIAL (SLM)

TRM can be used to keep in touch with and broaden the long-term talent pipeline in addition to hiring. We began outlining some of the many things TRM can do, and we'll continue that list today. TRM is a way to (continued): • Assess where you're losing potential work candidates and, if necessary, make adjustments to the process. • Examine the diversity of your applicant pool so you can be responsive if changes are needed. • Examine the talent pipeline's other demographic and/or skill sets. • Keep track of candidate contact information so you can locate them later. • Retain communication with applicants who were not chosen for a particular role; if the relationship is retained, these individuals will be excellent potential candidates for other positions. • Integrate your social media messages with the rest of your recruiting efforts. • Retain candidate interest even though you are unable to make an immediate offer—thus keeping channels of contact open with top talent until you are willing to make an offer. • Show that the company doesn't just disregard talent; it's still in touch (and don't become the sort of company that never reacts to applicants who aren't chosen). TRM could be used internally as well as for external talent procurement. Let's take a closer look. How to Use TRM Internally TRM can be use internally to: • Access information on both internal and external candidates in one position. • Merge TRM data with data from other HR systems to develop a comprehensive database of available talent, including current workers who might be eligible to progress to new positions in the future. • Improve employee satisfaction by using TRM to help with employee growth. • Keep in touch with former workers who could be potential rehire candidates in the future. • Assist in the maintenance of positive relationships with workers, lowering the chances that they will be lured away by another business. • Ask existing workers for references. • Remind workers of job opportunities within the company. • Create opportunities for promotion for workers who would otherwise consider quitting. • Help in the organization's succession planning efforts. As the talent market becomes more competitive and top talent becomes more scarce, having a talent pool and being proactive in establishing relationships with potential candidates will become increasingly important. This will have a huge effect on the potential ability to find eligible applicants. This is particularly true for key positions, such as executive positions, where it can take months or even years of meetings with an applicant before they're ready to 138 CU IDOL SELF LEARNING MATERIAL (SLM)

work with you or before you can extend an offer. TRM is a more proactive way to locate talent, and it's perfect for filling hard-to-fill vacancies and holding key employees. Benefits of talent relationship management • Performs many of the same activities as an applicant tracking system (ATS), including work posting, résumé scanning, candidate contact, qualifications checking, and interview scheduling. • Increases the productivity of the recruiting process. • Is focused on keeping in touch with potential new talent through social media. • Enhances the company's image as a place to work. • Uses a single framework to handle the whole process, allowing for internal collaboration. • Develops relationships with prospective work candidates ahead of time. • Identify where the organisation is losing potential job candidates and address the issue. • Examines the talent pipeline's demographics and skill sets. • Saves candidate contact information so you can find them later. • Social media messages are integrated with the rest of the recruiting process. 8.3 PERFORMANCE MANAGEMENT What Is Performance Management? Performance management is a corporate management technique that assists managers in monitoring and evaluating the work of their employees. The aim of performance management is to create an atmosphere in which people can perform to their full potential in order to achieve the highest-quality work in the most productive and successful manner possible. A comprehensive performance-management programme ensures that managers and staff are on the same page when it comes to priorities, objectives, and career advancement, as well as how individuals' work fits into the company's overarching vision. Individuals are treated in the sense of the wider workplace structure when it comes to performance management. In principle, you want to achieve the highest possible output level, but this is considered impossible. How Performance Management Works Traditional methods for performance improvement include setting and tracking targets, priorities, and milestones. They also want to identify what constitutes successful performance and improve performance measurement processes. Performance management, on the other hand, uses any encounter with an employee as an opportunity to learn, rather than the conventional paradigm of year-end evaluations. Managers may use performance improvement software to change workflow, suggest new actions, and make other decisions that will help workers meet their goals. As a result, the organisation is able to achieve its objectives and perform at its best. For example, a sales manager can allocate revenue goals to her team that must be reached within a certain time 139 CU IDOL SELF LEARNING MATERIAL (SLM)

frame. Along with the numbers, the manager will have instructions to help the salespeople excel in a performance management system. Why Performance Management Matters Continuous transparency fosters a healthier, more open workplace, and frequent meetings will help to enhance overall communication. Everyone has a better understanding of the standards since performance management sets concrete guidelines. The workplace is less stressful when goals are simple. Workers aren't attempting to please a boss by performing any arbitrary job, and supervisors aren't concerned about how to inform employees that they are underperforming. They possibly already know if the system is working. KEY TAKEAWAYS • Performance improvement tools enable people to work to their full potential in order to deliver the highest-quality work in the most productive and successful manner possible. • The core tenet of performance management is to see employees as part of a wider workplace structure. • Accountability, openness, and a consistent definition of standards are all critical aspects of performance management. Types of Performance-Management Programs Although there are performance-management software packages available, most templates are personalised to a particular business. Effective performance-management systems, on the other hand, have some universal components, such as: • Aligning employee practises with the vision and priorities of the organisation. Employees should be conscious of how their priorities relate to the company's overall performance. • Defining realistic job-performance targets. What kind of products or services does my work generate? What impact does my job need to have on the company? What do I say to customers, coworkers, and supervisors? What procedures do I have to follow in my job? • Establishing performance-based goals that are observable. Employees should be interested in deciding how performance is described. Results—the products and services that an employee produces; actions—the procedures that an employee uses to create a product or provide a service; and behaviours—the demeanour and principles that an employee exhibits at work—are all examples of expectations. • Creating proposals for job creation. Supervisors and staff should work to identify a job's obligations. Employees should have a say about what they learn and how they use what they've learned to the company's gain. • Holding monthly meetings. Managers and staff should participate regularly year-round to assess success, rather than waiting for an annual appraisal. 8.4 TOTAL REWARDS 140 CU IDOL SELF LEARNING MATERIAL (SLM)

A total compensation strategy is a business strategy that rewards workers for achieving specific business goals with monetary, non-monetary, and developmental rewards. Compensation and rewards are paired with opportunities for professional development within a motivated work climate in this approach. A large-scale approach that drives organisational change is needed to plan and execute a total rewards strategy. A total rewards strategy's success hinges on top executive and management buy-in. To ensure that your solution is well-rounded and meets the needs of everyone at the table, the project team should include both decision-makers and front-line staff. If you work in a unionised environment, you should be mindful that collective bargaining will have an effect on how your plan is implemented. Creating a total rewards plan is a four-step process that includes the following steps: Assessment: A project committee assesses the current benefits and incentive programme and determines its effectiveness in assisting the organisation in meeting its goals. During the appraisal phase of the process, you can survey your employees about their opinions and expectations about their wages, benefits, and opportunities for growth and development, as well as review current policies and procedures. The most important outcome of the appraisal process is the project team evaluation report, which contains suggestions for the new total rewards scheme. The appraisal report should contain suggestions for answers to questions like: Who should be eligible for the prizes? What are the types of actions or beliefs that should be rewarded? What kind of incentives would be most effective? What is the company's plan for funding this? Design: The senior management team examines and assesses various reward schemes to decide which would be most successful in their business. It determines how employees will be paid and rewarded for their achievements. In a total compensation strategy, pay bonuses for meeting targets will not be the only factor. According to HR strategists, achieving the defined company goals would give employees additional benefits (flexible job schedules, additional time off) or personal development opportunities (training or promotions). The HR department is in charge of implementing the most recent reward scheme. It sends out documents to employees that clarify the most recent strategy. Learning starts as well, so that managers and decision-makers can quickly measure success and workers can understand what they must do to obtain the benefits. Evaluation: The viability of the new proposal must be measured, and the results must be communicated to company decision-makers. Based on this, improvements to the proposal for future implementation might be suggested. 141 CU IDOL SELF LEARNING MATERIAL (SLM)

8.5 CAREER MANAGEMENT A person's career can be described as a general course of action that they want to follow during their working lives. We may describe a career as \"a series of occupations held by an individual over a long period of time.\" Many people reflect on their lives, recognising that they accomplished what they set out to do and that their career objectives were fulfilled. Others, on the other hand, are less fortunate and believe that their lives and opportunities were not realised, at least in their professional lives. Employers have a huge influence on the futures of their staff. Some companies have structured career management systems in place, while others do not. Career management can be described as a process that enables employees to better understand and improve their career skills and interests, as well as to use those skills and interests most effectively both inside and outside the business. Providing realistic work-oriented appraisals, posting open positions, and offering structured career development programmes are all examples of career management activities. A lifetime of activities (such as workshops) that lead to a person's career discovery, establishment, achievement, and fulfilment is referred to as career growth. Career planning is the deliberate process by which an individual becomes aware of his or her personal abilities, preferences, experience, motives, and other characteristics; gathers information about opportunities and choices; determines career-related goals; and develops action plans to achieve those goals. Definitions: Career Management is the combination of structured planning and the active management choice of one's own professional career. \"Lifelong, self-monitored process of career planning that involves choosing and setting personal goals, and formulating strategies for achieving them\". ----businessdictionary.com Career management as a process for enabling employees to better understand and develop their career skills and interests, and to use these skills and interests most effectively both within the company and after they leave the firm. How Career Management Benefits to the organisation? Well-planned and executed career programmes will benefit both the organisation and the employees in a number of ways. These include the following:  Staffing inventories. Effective career management will help ensure a continuous supply of professional, technical and managerial talent so that future organisational goals may be achieved.  Staffing from within. Because of the many potential advantages of promotion from within, most organisations like to promote employees when positions become available. But recruitment from within requires a strong career management programme to guarantee that employees can perform effectively in their new jobs. Promoting employees before they are 142 CU IDOL SELF LEARNING MATERIAL (SLM)

ready to assume their new jobs will result in unsatisfactory performance, as predicted by the Peter Principle. Peter Principle: Observation that in an hierarchy people tend to rise to \"their level of incompetence.\" Thus, as people are promoted, they become progressively less-effective because good performance in one job does not guaranty similar performance in another. Named after the Canadian researcher Dr. Laurence J. Peter (1910-90) who popularized this observation in his 1969 book 'The Peter Principle.'  Solving staffing problems. Certain staffing problems may be remedied through effective career management. First, a high rate of employee turnover may be caused, at least in part, by a feeling that little opportunity exists within the organisation. Second, recruiting new employees may be easier if applicants realise that the company develops its employees and provides career opportunities.  Satisfying employee needs. The current generation of employees are very different from those of generations past. Higher levels of education have raised career expectations. And many workers hold their employers responsible for providing opportunities so that those expectations may be realised.  Enhanced motivation. Because progression along the career path is directly related to job performance, an employee is likely to be motivated to perform at peak levels so that career goals may be accomplished.  Employment equity. Guidelines demand fair and equitable recruiting, selection and placement policies and the elimination of discriminatory practices concerning promotions and career mobility- Many affirmative action programmes contain formal provisions to enhance the career mobility of women and other formerly excluded groups, including the development of career paths and the design of formal T&D activities. 8.6 EMPLOYEE ENGAGEMENT STRATEGIES Employee involvement is a strong business practise, but it's easier said than done. Your first instinct could be to design a new benefits package with exciting features like cold brew on tap or an on-site wellness centre. Although your team would certainly enjoy the new items, these improvements are more about increasing job satisfaction than increasing commitment, two concepts that are connected but not the same. If you're searching for ways to inspire your workers, look no further than these eight tried- and-true employee engagement methods. WHAT IS EMPLOYEE ENGAGEMENT? Let's go back to the beginning and identify employee engagement before we get started. Although job satisfaction and engagement are often confused, engagement refers to an 143 CU IDOL SELF LEARNING MATERIAL (SLM)

individual's emotional investment in and commitment to the business where they work. Employee engagement refers to a person's level of motivation, excitement, and investment in their job and the company where they work. Since it is an intangible principle with real implications for a company's success, staff engagement is difficult to understand. A highly engaged workforce has been shown to improve productivity, wages, and minimise turnover. Long-term success necessitates a systematic and constructive employee engagement strategy that is customised to each employee's unique needs. Let's look at some of the most common and successful employee engagement strategies and how they've been applied in real businesses. EMPLOYEE ENGAGEMENT STRATEGIES THAT WORK UPHOLD YOUR CORE VALUES: Your company's core values should be at the forefront of its community, and they should be conveyed to all employees from the outset. Your company's core values should describe what matters most to your employees and the principles you'll aspire to uphold as you grow. Employees must feel a sense of belonging to the organisation in order to be fully committed, and having a set of standards to adhere to will aid them in this endeavour. You'll build a cohesive positive work atmosphere and inspire workers to form an emotional bond to your company if you actively communicate your core values to the entire team. Real Example: IntelePeer IntelePeer, a Colorado-based messaging network, makes it simple for workers to understand and carry out the company's core values. “All new employees receive core values training from our CEO,” says Ana Milian, Director of Human Resources. “From the top, he sets the tone of relevance and dedication by sharing real-life examples of workers practising our values.” CARVE OUT CAREER PATHS AND PROVIDE OPPORTUNITIES FOR GROWTH 94 percent of workers claim they would remain at their current job longer if they thought the company was genuinely investing in their professional development. Providing opportunities for workers to expand their skill set keeps them involved, and giving them a goal to strive for keeps them motivated. Not only that, but learning and development programmes show that you respect your workers as individuals by choosing to invest in them rather than replacing them with applicants who possess the skills you want. Real Example: CB Insights CB Insights, a business research platform located in New York City, provides its employees with a range of professional development opportunities. “First, after six months with the firm, we give all workers a $1,000 education stipend,” says Amanda Gerhardt-King, People 144 CU IDOL SELF LEARNING MATERIAL (SLM)

Operations Manager at CB Insights. “We also hold monthly peer-to-peer learning opportunities, through which one of our colleagues teaches a new ability to the rest of the group.” But the storey doesn't end there. “In addition, we host a female-focused professional development lunch every quarter, and managers attend 'Chubbybrain Sessions,' which teach lessons on core and strategic management skills,” says Gerhardt-King. “We're also launching a curriculum for new recruits and entry-level workers that will help them meet their career goals and teach them how to be professional employees.” RECOGNIZE TOP PERFORMERS Employees are more committed when they think their job is important to the organisation and helps it achieve its long-term objectives. Showing workers that you consider and respect their efforts on a regular basis is a small gesture that goes a long way toward making them feel respected. Reward top performers with a cash prize, a free day off, a gift card to their favourite lunch place, or a massage gift certificate — whatever works best for the team and is consistent with your core values. Additionally, provide employees with a platform to recognise their peers; employees who feel supported and valued by their coworkers are more likely to be engaged. Subsplash is a real-life example. Employee appreciation is a part of day-to-day operations at Subsplash, a pioneer in church interaction technology. “Our employee appreciation scheme, named ‘Animal of the Week,' includes tiny flamingos and lions,” says Office Experience Manager Melanie Leué. “Employees are given the opportunity to nominate someone in the organisation who exemplifies our core values of modesty, creativity, and quality on a weekly basis. Our all- hands company meeting honours and celebrates the winner of ‘Animal of the Week,' which involves a lot of clapping and cheering!” PROMOTE TRANSPARENCY A highly successful employee engagement strategy is to bring workers into the fold as much as possible. Your team won't be able to completely invest themselves and their resources in the business if they don't know what's going on behind the scenes. Furthermore, if they believe they are being deliberately left out of the loop, they will begin to resent management and lose faith in leadership. Of course, you have every right to remain silent as events unfold or goals shift, but you should try to notify team members as soon as possible about decisions that directly impact them. All Web Leads is a real-life example. 145 CU IDOL SELF LEARNING MATERIAL (SLM)

All Web Leads (AWL) in Austin, Texas, is working to boost transparency in the workplace. “At AWL, openness ensures there are no secrets on how we run our company, how our business performs, or how any of us, as individuals, perform against our team and personal goals,” says Bill Daniel, President and CEO of AWL. “We interview and recruit for trust, perform annual 360-degree assessments, and score our employees on how well their actions contribute to our \"trust\" culture, and we work hard every day to be honest with our employees about our business.” ALLOW FOR HONEST FEEDBACK This is a two-pronged approach. The first step is to develop a forum or framework that allows workers to express their ideas and ask questions of the appropriate individuals. This would most likely be your HR department, but all employees should have access to C-Suite executives, even if it's only for a few days a quarter and only by appointment. The second move is to put your team's input to good use. Nothing can irritate and disengage your staff more than feeling as if they are wasting their time by revealing information that is truly important to them. Pay attention to what your teammates have to say and take action. BRD is an actual case study. Feedback is an important part of the community at BRD, a Chicago-based cryptocurrency platform with an app. Bob Lehto, BRD's Vice President of Human Resources, says, \"Our leadership team ensures workers have daily one-on-one check-ins with their boss.\" “Status reports are handled in stand-up meetings so that one-on-one conversations can concentrate on long-term objectives.” HOLD EMPLOYEES ACCOUNTABLE Employees who are engaged are able to go the extra mile, but you shouldn't expect them to perform at an above-average level all of the time. They aren't the only one on the squad, so don't leave them in the dark and ask them to act on behalf of their colleagues. Employee burnout is likely if you rely solely on the contributions of your most committed workers. Catalant Technologies is a real-life example. Accountability and versatility are the cornerstones of success for the engineering team at Catalant Technologies, a Boston-based software company. Vice President of Engineering Laura Miyakawa says, \"I have two goals for any engineer on my team: provide regular customer satisfaction and contribute to the team.\" \"Better transparency and flexibility result from these expectations.\" Engineers follow through with their promises, communicate what they're doing, and ask for assistance when necessary. To keep the team focused and going, a few of our scrum teams have started having stand-up meetings twice a day.” HOLD YOURSELF ACCOUNTABLE 146 CU IDOL SELF LEARNING MATERIAL (SLM)