TALENT ACQUISITION GROUP AT HCL

TECHNOLOGIES: IMPROVING THE QUALITY

OF HIRE THROUGH FOCUSED METRICS

CASE STUDY 3 ANALYSIS

Submitted to:
Dr. P. C. Bahuguna
Submitted by:
Group 9

Student Anagha Tejas Sorav Aman Aman

Name Makode Devare Samal Lingwal Tariyal
Sap ID 500120011 500122294 500123560 500118252 500117747
Enrolment R020223126 R020223124 R020223059 R020221002 R020223069

School of Business

University of Petroleum and Energy Studies,

Dehradun, Uttarakhand,

India Jan – 2024

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

This created many issues and problems for the TRG team and the management of the company
as the costs of the TRG and the hiring and recruitment of the organization were abnormally
high, which resulted in the decline of profitability of the organization. Moreover, the
management of the company could not achieve the competitive advantage over the competitors
of the company in the industry as the efficiency and effectiveness in the operations of the
organization could not be achieved.

METRICS OF TAG:
The analysis of the case study in correlation with the metrics of the TRG reveals that the
realignment initiative of the management of the company regarding the TRG operations and
functions have contributed positively in terms of the assertiveness and introducing an organized
operations culture and tradition within the organization.
This has assisted the management of the company in introducing a new business culture and
system that is centralized and yet flexible enough to facilitate all the business functions and the
supporting individuals for the hiring of the skilful and technical individuals in the organization.
The assertiveness and well-organized features can be best understood by the fact that the
centralization has reduced the ideal time for generating reports and status about the recent
hiring of the employees in all the business units and functions of the organization.
It previously took more than three days to gather all the information on the request of the
management of the company from the business units regarding the recent hiring and
recruitment of employees in the organization. However, it can be generated almost instantly
due to the centralization and the realignment of the TAG of the company, which has led to the
centralization of all the data and information of the business units on a single platform.

QUESTION-On the basis of the case provided explain how TAG deliver the
$150 million value to the organization, and evaluate its performance.
ANSWER:
The comprehensive analysis of the case study has revealed that the improved functions and
activities supported by the various assisting entities of the organization have positively
supported the target of the company in attracting and retaining the skilful and innovative
workforce for the company in such intense competition in the industry.
The IT industry is over-dominantly a service provider industry and the most critical success
factor or the competitive advantage in the industry lies with the human resource that an
organization maintains. It is in this regard that the TAG has positively assisted in both the long
term and the short-term goals and objectives of the company. The short-term goals and targets
for the management of the company have been to hire the employees on the basis of just-in-
need principles.
According to which the business has to maintain a balanced approach while hiring the
employees for neither the company in a way that neither the hiring should be late nor it should
be before the most feasible timing for the business. This is critical for the business as both of
these will have negative implications on the organizations in terms of costs for the business or
losses for the business.

Solution 1: Talent Management Issues

➢ Talent Acquisition function was aligned to 3 main lines i.e. software, infrastructure,
BPO.
➢ 250 recruiters worked for the recruitment process.
➢ Each business line focused on campus recruitment, lateral hiring, different geographic
regions.
➢ They were isolated from each other.

This created problems such as:

➢ Talent Acquisition and Workforce Management constituted over 70% of the operating
costs
➢ Same candidates being interviewed by different departments.
➢ Competing amongst themselves for slots during campus interviews.
➢ Created lot of confusion and wastage of resources.
➢ There was no uniform reporting, no synergy, no exchange of resources, database,
resources etc.
➢ None of the teams were at the maturity level to define or measure the performance
levers of a talent acquisition function
➢ There was very little visibility of the business functions at the highest level

Talent Acquisition Structure post-integration

➢ Focused on delivering workforce optimization.
➢ Provide singular view on how talent is deployed and viewed.
➢ It provided information the people available on bench, sliced along lines of skill set,
experience levels and geographic distribution.
➢ This was initiated with intention to improve profitability.
➢ It had the potential to become the largest source for increasing profitability.
➢ Despite these measures there were still limitations in the recruitment process.
➢ Still needed many more drastic changes to increase profitability & improve
efficiency of resources.

Solution 2: Evaluation of Performance Metrics

 ➢ A total of 20 Performance Metrics were defined and a TAG rule book was shared with
all stakeholders.
➢ Recruitment Cycle Time: Recruitment Cycle Time had immense financial implications
for HCL. A day saved could help them save $300.
➢ Both Lead Indicators (Sourcing Turnaround Time, Screening Quality and Candidate
Aging) and Lag Indicators (Economic Fulfilment, SLA Fulfilment, Time to on Board
etc.) were measured.
➢ Source Mix: TAG decided to focus on low-cost channel sources (Direct, Social and Job
Portals) in order to reduce the recruitment costs.
➢ Employee Referrals were given importance as such employees easily adapted to
organization culture and gave a sense of motivation and pride to employees making
references.
➢ Offer Renege: Another important metric was Offer Renege and this was hampering
economic fulfilment and leading to loss of revenue owing to delayed employee joining.
➢ A Gamification process was introduced to increase engagement levels of incoming hires
and help TAG estimate the possibility of offer renege. This also helped employees get
a feel of the organizational culture.
➢ Economic Fulfilment: Measuring an employee's contribution to economic fulfilment
gave an objective assessment of the employee in line with the business
objectives of HCL.

¡TAP Metric

➢ It was the most relevant metric used by HCL.

➢ It increased their quality of hire.
➢ This metric was a great way for performance assessment by the company.
➢ It was perfectly aligned with the strategic outcomes of the company

POFU Gamification
➢ Recruitment functions use a thumb rule approach using the average renege ratio, to
mitigate the risk of renege by releasing extra offers.
➢ Improving the resource utilization and minimizing the bench strength.
➢ Hence better understanding of the phenomenon became critical.
➢ To support this TAG team needed to accurately identify which individual (skill),
experience level, location and project team was likely to renege.
➢ TAG used analytics from POFU gamification whose design elicited high engagement
level from potential hires.
Eg: first indication of expected renege behaviour would arise if the potential hire did not
engage in the game.
Measures taken TAG - HCL
➢ TAG team at HCL measured quality of hire by using Hire Vue applications.
➢ They also recorded the responses to these questions and analysed them later.
➢ The detailed analysis resulted in improving quality of hire.
➢ They launched MAD LTD campaign.
➢ The program identified and nurtured innovative skills among candidates.

Solution 3: Efficiency and Effectiveness of Initiatives

a) The Gamification process launched to increase employee engagement helped TAG
estimate the possibility of Offer Renege with 90% accuracy
b) The "Work for Us" App on Facebook launched as part of its targeted advertising to
potential candidates led to more than 8700 job views, 2387 apply clicks (27.4
conversion rates) for 200 jobs posted
c) The "Make a Difference, Lead the Difference" program had a strong impact building
HCL as a preferred employer brand leading to an 8% increase in students preferring
HCL as the employer of choice at Campus Interviews