TALENT ACQUISITION GROUP AT HCL TECHNOLOGIES:Â IMPROVING THE QUALITY OF HIRE THROUGH FOCUSED METRICS Case Solution
The teams of all these organizations pursued their own separate hiring and recruitment initiatives for the employees for their respective needs and had no co-relation among each other. This significantly increased the expenses and resources of the business for the hiring of the talented and skillful individuals for the company.
LACK OF CO-ORDINATION AMONG DIFFERENT TAG TEAMS:
The other critical issue with the hiring and recruitment policies of the management of the company was that the saturated teams of the TAG for all the functions of the business had no co-ordination among them at all.
This resulted in the segregation of the data and information itself. The segregation of the data due to the lack of co-ordination caused immense problems for the management of the company and this affected the decision making process within the organization due to the fact that the information was not readily available for the management of the company for decision making regarding any issue that may occur or the appraisal of the overall hiring and recruitment in the organization for the month or a quarter.
The generation of such information in terms of reports took time for the relevant authorities as the desired information had to be collected from all the three entities separately and then given a combined report form for the management of the business. This time consuming process of gathering relevant information caused immense lead times for the management of the company and as a result, the timing of the decision got affected and compromised the effectiveness of the decision.
NO COMMUNICATION AND INFORMATION SHARING AMONG THE TAG TEAMS:
The other most critical issue with the previous TAG policies and working structure of the business that were practiced and implemented by the management of the company were that there was literally no communication and information sharing between these independent and segregated TAG teams of the business. This resulted in a lot of confusion and in-efficiencies in the system of the business and negatively affected the economies of the operations and revenues of the business.
The different functions and departments of the business had no clue as to what the other function of the organization was and there were many cases in which most of the individuals had applied for vacancies in all the functions of the business.
Due to the lack of information sharing and communication, these individuals were simultaneously and repeatedly called by all the departments of the business. This resulted in an expense of costs for the business that were avoidable.
THE REALIGNMENT OF TAG OF THE COMPANY:
The realignment and synergy in the TAG department of the organization has brought several benefits and opportunities for the business and the management of the company to cash on. The centralization of the TAG department of the organization has facilitated the management of the company in achieving the economics of scale and at the same time, it helped in improving the performance of the business in terms of increased the number of hiring and the availability of skillful and technical workforce for the business………………….
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