Strategic TA focuses on proactively identifying, attracting, and retaining top talent while also considering factors such as workforce planning, employer branding, diversity and inclusion, and candidate experience. By integrating talent acquisition into broader business strategies and initiatives, organizations can effectively leverage their human capital to drive innovation, growth, and overall business impact.
Satish Rajarathnam joins us on this episode of Vodcast where we talk about TA for impact. Satish has over 25 years of global experience in HR Management, across multiple industry verticals and proven expertise in strategizing and transforming business through Human Capital Strategy, He is an avid HR Tech evangelist and digital transformation expert. Known for leading high-impact enterprise-wide HR technology stack re-engineering programs.
What, how do you look at what is strategic HR and how does that play a role in defining business?
It is about how you are going to be at the crossroads between macro, microeconomics, and your business objective. To me, the human side of HR plays a crucial role in adding strategic value. It’s not just about running lifecycle processes, which have become a standard for any organization. When we talk about strategic HR, it’s about elevating HR to the level where it can engage in business conversations, using macroeconomic language during bids, and discussing growth in different geographies. This is a different league altogether compared to the routine hygiene part of HR.
Strategic HR involves understanding the global trajectory, the business purpose, and the business objectives, whether organic or inorganic. It’s about being at the center of these elements and drawing up plans from a people, culture, and talent perspective. That, to me, is the essence of strategic HR.
Can you elaborate on the impact strategic HR can have on the top line of an organization through people practices?
Strategic HR involves forecasting future capabilities, predicting required skill sets, and strategically building, borrowing, or acquiring them. This aligns talent strategies with business goals, ensuring the firm is ready for future demands.
Additionally, strategic HR proactively builds capabilities aligned with the organization’s strengths and future direction. This includes developing internal talent, creating adjacencies, or acquiring new industry capabilities. Engaging with customers, consulting on new areas, and upselling the firm’s capabilities are key. Instead of waiting for customers to express needs, strategic HR proactively offers solutions, changing the business approach.
For example, having the capability to help a customer transition from a mainframe to the cloud or undertake digital transformation not only maintains customer relationships but also drives new business and uplifts margins.
You manage to do a lot of different things – writing a book, being a Forbes top 30 talent acquisition leader, etc. What keeps you motivated to do so many different things, and how do you find the time?
Staying relevant motivates me. I strive to keep up with industry trends and new technologies like generative AI. This ensures I’m prepared for customer bids and presentations and I encourage my team to do the same. I call my team a full-stack HR team because they need to understand their customers’ domains and architectures.
Teaching at universities and business schools is another passion. It requires me to stay updated with the latest technology and trends, which enhances my skills. I don’t want to be isolated in discussions because I’m from HR.
Finding the time is about making conscious choices. Instead of spending hours on social media, I prioritize quick learning sessions to stay updated, while still balancing some social media use.
Being a well-rounded individual, you teach, upskill, and participate in client-bid conversations. How do these activities affect your professional success, and what advice would you give to those in the early stages of their careers?
There’s a direct correlation between my diverse activities and my professional success. Being multifaceted brings significant value to an organization. For example, recently, I took my executive team to a reputed university where I teach. They showed us their incubation center, robotics labs, and AI facilities. This connection benefits both sides. It’s not just about uplifting my personal side but also about bringing that value back to my professional role. Wherever I teach, we also get talent for the firm, making it easier for us to be present from day one.
Similarly, when I perform mentalism shows, I incorporate elements from my IT experience. I mold my storylines and use cases based on real customer problem solutions, creating a unique and engaging experience. This cross-pollination between my personal interests and professional life enhances the credibility I bring to my firm.
These activities help me be at the right crossroads, making informed decisions that benefit my professional journey. I thrive on the philosophy of exploring the road not taken, which often leads to unique opportunities and growth.
For those at the early stages of their careers, my advice is to invest your time wisely. Engage in diverse activities that help you grow both personally and professionally. Stay curious and continuously upskill yourself. Understand the importance of being well-rounded and how it can enhance your professional capabilities. By doing so, you not only contribute more effectively to your organization but also set yourself up for long-term success.
How has technology shaped talent acquisition over the years, and what changes have you observed in its impact on the recruitment process?
Over the past couple of decades, technology in talent acquisition has evolved remarkably. We moved from basic learning management systems (LMS) to AI-driven Learning Experience Platforms (LXPs) that curate personalized learning paths. For example, an HR professional’s profile can generate tailored skill suggestions.
In recruitment, Applicant Tracking Systems (ATS) has advanced significantly. We used to manually enter candidate details and share profiles via Lotus Notes. Now, feedback can be given through audio and automatically converted to text, streamlining the process. AI has revolutionized candidate screening, performing initial screenings and quick assessments to shortlist candidates, saving recruiters time.
Candidate experience has also transformed with video-based welcoming messages, personalized team introductions, and AI avatars. This digital approach enhances the candidate experience, replacing traditional methods. Additionally, biometric-driven assessments and tools for background validation have made the selection process more efficient and secure. The focus has shifted from just filling positions to providing an exceptional candidate experience in today’s competitive talent market.
When you are evaluating and hiring people for your own teams, what are the key qualities you look for?
I’m somewhat of a misnomer when it comes to hiring practices. I don’t follow the traditional method of conducting hour-long interviews and going through the entire nine yards. My approach to hiring is intuitive rather than traditional. I prioritize three key qualities:
Curiosity: I look for candidates who question and understand customer problem statements deeply, showing a willingness to go beyond surface-level issues.
Creativity: I value innovative problem-solving. Candidates should demonstrate analytical and solution-oriented thinking, bringing fresh ideas to the table.
Collaboration: In today’s interconnected work environment, teamwork is essential. I seek individuals who can work well in diverse teams, such as a scrum team with varied expertise.
