In today’s talent acquisition landscape, efficiency is no longer enough. The most successful organizations are considering a talent supply chain management approach, which integrates talent acquisition and resource management functions. This vodcast dives into the advantages of this approach, probes effective resource allocation strategies, and delves into leadership tactics for navigating difficult decisions. You will also get insights on achieving significant hiring success through employee referral programs and managing the talent acquisition process during a merger. This vodcast explores the importance of strong interpersonal bonds within talent acquisition teams.
Mr. Satyen Kulkarni marked his presence on this illuminating episode of this vodcast where he enlightened us and the audience about strategies for Talent Acquisition and Resource Management. Satyen has over 25 years of flourishing experience in the People Supply Chain. He is the Global Head of talent acquisition and workforce management at LTIMindtree. He is a high-performing tech professional recognized for his leadership and positioning in the top 30 talent of 2023 by Forbes India.
How does talent supply chain management (TSC) integrate Talent acquisition and resource management functions, and what are the potential benefits of this approach?
The terms “talent supply chain” and “resource management group” (RMG) have become outdated because they focus too heavily on efficiency. Today’s talent acquisition (TA) function needs to consider not only efficiency but also skill development, re-skilling, and up-skilling to prepare for the future. Therefore, I prefer the term “talent solutions” which reflects our ability to deliver faster, better, and cheaper services to meet business needs.
One of the biggest advantages of combining TA and RMG teams is their proximity to the business. This allows for a quicker response to business needs and changes. For example, a combined team can understand the context behind a hiring decision and make exceptions to salary grids if necessary to fill a critical role.
Ultimately, from a business perspective, the source of the talent doesn’t matter – they just want their needs fulfilled quickly. By combining TA and RMG into a “Workforce Management” (WFM) team, we create a single point of accountability for fulfillment. The WFM team works collaboratively with the TA team to develop a fulfillment plan that considers not only skills but also cost competitiveness. This integrated approach ensures that the business gets the talent they need when they need it.
How do you prioritize resource allocation decisions in a resource-constrained environment with competing demands?
I believe, there’s no one-size-fits-all answer to prioritizing resource allocation, particularly when faced with conflicting demands from hiring managers. While it can be tempting to prioritize the largest project or most urgent need simply, I find it more effective to take a broader organizational view. This means considering factors like project length, revenue continuity, and criticality alongside immediate needs. Unfortunately, this often leads to situations where someone will be unhappy with the decision. The key, however, lies in clear communication. By carefully explaining the rationale behind the allocation choice, we can make even difficult decisions more palatable for those who may not receive the resources they initially requested.
Effective leadership in large organizations often involves navigating difficult decisions that may not please everyone. How can leaders balance transparency and tact when communicating such choices?
I think one of the most valued leadership qualities is consistency. People appreciate knowing what to expect from their leader. While making decisions strive to be clear and consistent, even if those decisions aren’t always popular. This consistency helps to build trust and minimizes the perception of bias. I believe that ensuring consistent decision-making is a key responsibility of leadership.
You’ve eliminated the primary job board from your talent acquisition strategy. This is a significant move that many talent acquisition leaders struggle with. Please share your thought process and approach to achieving this.
It was a difficult decision to walk away from a major vendor because the proposed value wasn’t aligned with our needs. While it caused initial anxieties and concerns within the team, we had strong leadership support and a high-performing team. We focused on acceptance of the situation and used it as an opportunity to build stronger partnerships and internal capabilities.
We implemented several key strategies. First, we leveraged existing partnerships with companies like LinkedIn to fill the immediate gap. Second, we established a Center of Excellence for sourcing to improve our ability to mine our own database and generate a readily available talent pool. Finally, we adopted creative techniques like talent pool tagging and employee referral programs to expand our reach.
Looking back, this challenging situation became a catalyst for positive change. We not only delivered on our goals but also emerged with a more self-sufficient talent acquisition strategy and a stronger network of partners. We were also able to re-establish a positive working relationship with the original vendor, demonstrating our commitment to moving forward.
LTIMindtree achieved a significant increase in monthly new hires through its employee referral program. Can you elaborate on the rationale behind this investment and the strategies that led to a 20x growth in referrals?
As far as I have seen, employee referral programs are a win-win for both the company and the employees. They bring in qualified candidates through trusted networks, which leads to better hiring decisions and increased retention rates. However, just implementing a program isn’t enough. To truly leverage its potential, you need to address both employee and recruiter concerns.
On the employee side, it’s crucial to address frustrations and provide clear communication. This includes efficient referral processing, timely updates, and recognition for contributions. We implemented a self-service portal and a referral champion program to address these needs.
For recruiters, faster processing and dedicated hiring panels streamlined their workflow and ensured referrals weren’t getting lost in the system. Furthermore, the gamification of referral metrics with leaderboards and significant rewards fostered healthy competition within the recruiting team.
Leadership involvement is also key. We encouraged leaders to promote the program and celebrate diversity referrals. Publishing referral data by department also created a sense of friendly competition and motivated teams to improve their numbers.
Eventually, recognizing that people are motivated by more than just money, we partnered with our CSR team to plant trees in the name of our top referrers. This initiative resonated with employees and underscored the company’s commitment to social responsibility.
By focusing on these elements, we were able to significantly increase our referral program’s effectiveness and make it a popular channel for hiring qualified candidates.
Can you elaborate on the talent acquisition process from a talent supply chain perspective? Specifically, what learnings can you share from this unique experience of managing an acquisition while also having a talent supply chain focus?
I think while having these two systems together, the biggest challenge was integrating the people from both companies. While designing systems and processes is important, it’s the human element that truly matters for a successful merger.
One key takeaway is the importance of managing dependencies effectively. During the integration, I realized that meeting deadlines relied on contributions from other functions. Clear communication and escalation were crucial to overcome these hurdles.
Another important lesson is to focus on what’s best for the combined organization. You need to overcome your attachment to previously used systems and choose the most effective solutions for the new entity.
Finally, addressing people’s fears and anxieties is essential. We held town halls to communicate openly and reassure employees that no jobs would be lost due to the merger. We also built cohesive teams by mixing people from both companies to foster knowledge sharing.
To address concerns about leadership bias, we created clear KPIs for teams and communicated the overall talent acquisition strategy. Regularly tracking and reporting on these metrics helped to build trust and transparency.
While talent acquisition leverages metrics (scorecards) for tracking progress, what is the key challenge in ensuring these metrics are used effectively to align team behavior?
A key takeaway from building successful teams is the importance of strong interpersonal bonds. I recently heard an analogy that resonated deeply – a new hire’s first day is like a wedding, a celebratory event. But a successful, long-term relationship, like a marriage, requires trust, partnership, and respect for the individual. While technology and processes are important and evolve, the human element remains the foundation. Investing in building strong relationships with our team members is what fosters success in the long run.
