Understanding Fit

Learnings from Last Session

• Organization’s D&I initiatives flow from:
• Business needs
• Environmental pressures for isomorphism
• To have an adequately diverse workforce, organizations must:
• Ensure the underlying talent pool shows adequate D&I (especially in
computer engineering)
• Ensure recruitment process are gender-neutral
• Ensure affirmative action policies are gender neutral
Questions from Case
• Please provide the background details of BCA
• What is the recruitment philosophy of BCA?
• What are the components of BCA way?
• What are the values that BCA focuses on?
• Customer focus
• Integrity
• Teamwork
• Continuous pursuit of excellence
Questions from Case
• What is the recruitment philosophy of BCA
• What are the recruitment channels employed by BCA?
• What is the preferred recruitment channel?
• What are the selection mechanisms used by BCA?
• What are some of the innovative recruitment and selection
processes followed by BCA?
Questions from Case
• What are some of the talent pool-related problems faced by BCA?
• What do we mean by an employer branding strategy?
• Does BCA require an employer branding strategy?
• How would you design an appropriate employer branding strategy
for BCA while ensuring fit?
• How would the employer branding strategy inform the recruitment
and selection process?
• https://harver.com/blog/organizational-fit/
• https://harver.com/assessments/cultural-fit-assessment/#:~:text=The%20H
arver%20cultural%20fit%20assessment,your%20culture%20for%20the%20f
uture.
Outcomes of Selection Process

Good

A: True Positive B: True negative

Performance
Potential

C: False Positive D: False Negative

Poor

Selected Outcome Not Selected

Selection
• What are some factors that can contribute to B or C?
• Which is more detrimental to an organization?
• How can we link nature of organization to desired employee
competencies and presence of biases?
• What are soft and hard skills?
• What are problems in gauging soft skills?
• Instruments not well-developed
• Innate conservativeness tends to low dispersion in scores
• Actual weightage decreases
• What is the solution?
Questions from Tata Case
• What is the post under consideration?
• What are some additional complications in this case?
• What are the roles and responsibilities of the post?
• What is the relationship between Tata Sons and Tata Group companies?
• Which type of fit would be most relevant for the selection decision?
• What will be some issues of concern to the post-holder?
• What will be some competencies one would look in a potential post-
holder?
• Who are part of the selection committee?
• Will you add/subtract anyone from the selection committee?
Potential Questions to Candidates
• What is the purpose of Tata Sons?
• What are the major challenges you foresee in the next five years?
• What will be your response to those challenges?
• How will you build managerial talent?
• What problems do you see in the current portfolio of companies?
• How do you plan to rejig the portfolio of companies?
• Will you make any changes to the governance of organizations? If yes, why?
Classification of Candidates
Tata Family Tata Group Employees Outsiders
Noel Tata Ishaat Hussain Indra Nooyi
R Gopalakrishnan Arun Sarin
B Muthuraman
Ravi Kant
S Ramadorai
Additional Questions
• Have the external candidates actually agreed for the past?
• Is string pulling by Tata family members a concern?
• How can that be tackled?
• How many of the prospective internal candidates are from TAS?
• What is the experience of prospective candidates across industries?