The current recruitment environment is transforming, with organizations revamping their talent selection strategies in response to the impact of social platforms and diversity and inclusion initiatives. They focus on building a strong employer brand and delivering a positive candidate experience. This vodcast discussion centers around the evolving industry of talent acquisition and the strategies companies need to embrace to stay competitive.
In this episode, the Talent Superheroes Podcast features Shravan Kumar, who leads Talent Acquisition for India and Southeast Asia at TE Connectivity. Shravan brings over two decades of experience to global talent acquisition and management. He’s a thought leader in his field, and Forbes named him one of India’s Top 30 Talent Leaders in 2024. His skill in creating high-performance teams has put him in the spotlight within the industry. He advocates for a more diverse and inclusive industry, leveraging technological solutions to enhance human resources processes.
Can you share the story of how iSoft grew from 90 to 1000 people around 2010?
In 2010-2011, we faced the challenge of ramping up hiring for a major UK healthcare project. At the time, social media recruiting wasn’t available, so we relied heavily on newspaper ads, particularly in The Hindu and Times of India. We also used Naukri for mass mailers, yahoo groups, and employer referrals, alongside participation in job fairs, especially for hiring ASP.NET, Java, and other niche skills. Hiring events were conducted in various cities, where candidates would wait in hotel lobbies for hours. Despite limited digital tools, we successfully onboarded 100 people monthly through newspaper branding and in-person recruitment efforts.
How do you, as a TA leader, leverage experiences and stories to motivate your team while ensuring the same diligence in maintaining candidate communication?
The method of sourcing has greatly improved with advancements in technology. Previously, we used paper-based methods to attract talent, but now, social media provides job opportunities instantly at people’s fingertips. Recruiters can access profiles easily, reflecting how much things have changed. Just as children now use apps to book rides instead of traditional methods, sourcing has transformed. It’s essential to adapt to these evolving trends, especially with the growing influence of AI and machine learning, which will significantly impact the future of talent acquisition.
How did you use employer branding to attract mechanical engineers to TE Connectivity? What initiatives did you implement?
In today’s job market, candidates often question what they gain by joining a particular organization. At TE, our employee value proposition, encapsulated in the hashtag #LifeAtTE, emphasizes what employees can expect when they join us. This includes a focus on work-life balance, career advancement, and personal growth.
We highlight that life at TE goes beyond just work and research; it’s about a holistic experience within our culture. This commitment is reflected in employee tenure, with many staying for an average of 7 to 10 years, and some even for 30 to 40 years. Our culture fosters growth, allowing individuals to progress from roles like engineer trainee to positions such as CTO.
How have you improved candidate experience and reputation management while scaling your organization?
At TE, we prioritize candidate experience from the moment they apply for a job. We provide timely feedback and ensure candidates feel comfortable throughout the interview process. We offer detailed information about the interviewers and the focus of their interviews, making the journey as smooth as possible.
Post-interview, we emphasize the onboarding experience, as it greatly influences employee retention. We measure how well we provide comfort and support during both the interview and onboarding phases. We also encourage new hires to share their positive experiences on platforms like Glassdoor and LinkedIn, which helps enhance our employer brand and attract more talent.
How did you convince IT professionals to join a mechanical engineering company?
For mechanical engineers, TE has gained recognition, although it was previously not well-known in the industry. When I joined, the visibility of TE, formerly Tyco Electronics, was limited. It was crucial for us to communicate to new hires, including mechanical, electrical, electronics, and mechatronics engineers, that our clients are not just traditional manufacturing companies but product companies. This perspective encouraged employees to consider joining us directly rather than working through a service provider.
As the industry evolves, many are now drawn to product companies, recognizing that the work environment and benefits we offer are comparable to those in IT. We emphasized that working for our company means being part of a product-focused team, which resonates with candidates seeking similar benefits and workplace experiences. This shift has positioned us favorably within the IT sector, showcasing that there’s little distinction between IT and manufacturing roles today.
How did you achieve 40% representation of women in your mechanical and IT teams? What initiatives and strategies did you implement to encourage diversity and inclusion in these fields?
Improving diversity is a journey that takes time and consistency. It’s not enough to simply announce a desire for diversity; companies must build trust with the target audience by communicating what sets them apart. Potential candidates need to understand why they should join your organization and what benefits they will gain compared to their current employer. This requires consistent messaging over time to build visibility and comfort.
Identify where diverse talent pools exist, understand what they are doing, and craft a strategy to attract them. Success comes from persistent efforts and a strong commitment from leadership, which gradually encourages candidates to consider your organization.
How long is the candidate experience journey span; one, three, or five years, and what are the best practices for converting diverse candidates after hiring?
A minimum of two years of consistent messaging and focus is needed to make an impact on candidate experience. One year is too short to gain visibility, but by two years, candidates start noticing and engaging.
To reassure diverse applicants, we include another diverse candidate on the interview panel to create a more comfortable environment. This allows candidates to ask questions they may not feel comfortable addressing to a non-diverse interviewer. Additionally, during interviews, we highlight the flexibility and work-life balance at TE, such as remote work options and support for employees with children.
