Chapter II: SHRM issues and challenges faced

1.Recrutment of Talent
ITC
Challenge in new hiring/Recruitment

Todays challenge is not only finding individuals with skills to create a business impact but also
distributing the work force & inter generational issues.

Hiring Manager Issues

Often, the person in charge of designing job descriptions or making the final decision about who is
hired puts in insufficient effort to find the most qualified candidate, picks a candidate based upon
personal characteristics rather than professional competence or fails to use effective interview tactics.
For this reason, the companys HR departments opt to play a more direct role in recruitment or use a
full-time hiring manager within the department.

Quality of Candidates

Candidate quality is almost always an issue, particularly in a changing economy where new
technologies, awareness of global economics and increasing educational requirements are in high
demand. High-quality candidates are quickly snapped up, and it can be difficult to lure them to a new
job, particularly if the job doesn't have a topnotch benefits package. When the hiring process itself
takes a long time, the best candidates are sometimes offered -- and opt to take -- a job from another
firm. Further, many businesses do not have a hiring and recruitment strategy and instead simply seek
a new employee when there's a vacancy. This can decrease their access to the job pool and make it
more difficult to recruit a quality employee when there's a vacancy.

Job Incentives

Compensation, benefits and working environment are all significant factors in employee recruitment.
In a tough economy, many businesses cutt back benefits, which makes it much more difficult to
attract the best candidates. HR departments often have to find creative strategies to make a job or job
listing more appealing.

Employee Retention

Retention is as important as recruitment, and many employees leave their jobs for greener pastures
only a few months after starting. Corporate culture and working environment play a major role in
retention. Further, when a benefits package isn't excellent, employees may leave as soon as they get a
better offer. HR departments are often tasked with the challenge of screening employees for loyalty
and determining whether an employee is likely to leave in the first year.

Today’s world is about digital interactions to build a human connection and to create an
individualized experience around behaviors, preferences and patterns of individuals.
This growing class of AI-powered solutions will gain dominance in 2020.
As a result, roles in Data Science, AI architects, Dev Ops Engineers, Cloud Architects, Java Full stack
Architects will be in demand.
The challenge is not only finding individuals with the skills who can connect the dots to create
business impact.
A distributed workforce and inter-generational context were factors that needed to be accounted for in
learning.
 Here is how the company addressed the challenge
 A key business challenge that the L&D department had to tackle was to deliver consistent
learning programs for all the employees spread across 18 countries and 10 global
development centers.
 The challenge in delivering consistent training was accentuated by the fact that a number of
employees were also working on client engagements at a client’s location.
 This meant that atleast 30 percent of the company’s workforce missed out on the necessary
training requirements.
 In order to tackle this challenge, the company experimented with learning strategies while
keeping in mind the necessary skills, the context of an inter-generational workforce and the
various modes of learning available.

Cultural Issues at ITC

 There are very negative reviews for work culture at ITC.

 HR and employee assistance programs are of poor quality.
 Irresponsibility, Onboarding issues, Low salary packages are some of the issues of ITC
culture.
 Moreover, lack of transparency, long working hours, working at weekends are some more of
the issues faced by employees.
 There is less Management Information available about employees or consultants than
would be necessary to adopt a fully strategic approach to HRM.
 In particular information about consultants is limited and the roster of consultants and the
format for Curriculum Vitae needs to be reviewed.
 There is little evidence of strategic thinking about HRM within the organization.
 It is not obvious that steps having been taken to address the connection between individuals’
work and the mission of ITC;
 There is little evidence of forward thinking in terms of the kind of staff the organization needs
to employ, how they need to employ them, how to maintain their skills, etc.
 Combined with the administrative role of the HR section, this means that there are few people
in the organization looking at the “bigger picture” in terms of HRM.
 There is little evidence of forward thinking about the role, composition and skills required by
the management team.