Accentures war for talent in IndiaPresented by Group 11

Accentures war for talent in IndiaAccenture is a global management consulting, technology services and outsourcing company In 2007 it was planning to enhance its management consulting work in India. For this purpose Jill Smart ,Accentures global head of human resource was planning to hire 2000 new management consultants within an year Problems involved consultants business in recruitment of management

Unlike IT management consulting was not a readily scalable

Competition for India technical, intellectual and managerial talent

is intensified with the rapid growth of off shoring by leading international organization and professional service firm that served them.

Rise of Offshoring in IndiaIndia emerged as a leading global IT off shoring destination with over $18 billion in revenue and 44% share of the global market in 2005. Three underlying factors that help India becoming the clear leader were Availability of highly educated ,English speaking workforce Technological advancement Indian programmer conversant in older software language ,who

had cheaply written code eliminating Y2K problem for mainframe user around the world. Accenture,EDS and IBM were the first to open their delivery centre in India.

Accentures Approach: A Global Delivery Networky 2001 implemented Global Delivery Network y Global Delivery Centers located across 5

continents. y Currently, there are 141,000 professionals in more than 50 centers.

Global Delivery Center Hiring in Indiay 2001 hired 60 software programmers to staff

its first Indian IT services center to serve a financial services client. y 2002 more than 1000 professionals working at its Indian delivery centers.

BPO Hiring In Indiay Different & Diverse Talent Pool y Skills And Aspirations Different From IT Employees y Change In Candidate Sourcing, Management & On

boarding Processesy Buddy Assigned To Retain Candidate In Competitive

Environmenty Induction Programs For New Recruits

RECRUITMENT MODEL

Sourcing

Candidate Management

Onboarding

CAPABILITIES

CANDIDATE SOURCINGy Mapping Business Demand To Marketing

Intelligencey Creating A Market Plan To Meet this Demand y Managing Various Recruitment Channels To

Optimize Supply Of Resumesy Conducting Initial Screening & Verification

CANDIDATE MANAGEMENTy Screening & Organizing Tests to access Suitability y Three Level Of Interview:Initial

Interview With HR

Technical Interview Final

Interview

y Ensuring That Process Runs Smoothly

ONBOARDINGy Structured Onboarding Process y Multiple Touch Points With Candidates y Buddy Program For Peer & Joiner y Technology Portal To Help Candidate Know

About Company Processes

CAPABILITIESy Looking At Various Aspects Of Recruitment

Quality Of Cost Per

Delivery Cycle Time Monthly Joiners Per

Demand Fulfillment - Number Of Times Team Was Successfully Able To Hire Hire Capabilities Of The New Recruit

Joiner Total Recruitment Cost To Candidates Recruited Time Between Hire Request & Onboarding Recruiter - Joiners Per Recruit

Restructuring HRy Decentralized Model with Respective HR Teams

For IT, BPO & Consulting

Measuring Employee Engagementy Three Step Employee Engagement Model

SAY - Employee Spoke High For Their Firm To Colleagues, Clients &Potential Recruits STAY - Employee Showing Keen Desire To Be A Member Of The Organization STRIVE - Employee Puts Extra Effort & Demonstrate Behavior that Contributes To Company Success

y Employee Showing All Three Is Engaged y Engagement Survey Having 71 Questions Done On Six

Main Matrices (Score Required -3.65 Or Above)

Upgrading performancey Accentures HR team decided to adapt the

PCMM model . y The PCMM was an 1995 adaption of Capability Maturity Model(CMM). y Its main objective is to enhance human capital capabilities so as to influence business outcomes.

Implementing PCMMy Accenture India choose to apply PCMM to help

institutionalize its HR processes.y The challenge was to embed organizational

capability to enable growth.y Its adoption and experience with CMM globally

in software delivery lifecycle made them to feel that PCMM was natural progression in growing these needed capabilities.

y Prithvi Shergill, the HR lead and his core team of

three full time and two part-time HR professionals began working on certification process in February 2005.y In 2006, Accenture obtained level-five PCMM

certification in record time of only 15 months.

y Functional recruitment model and continuous

evolution of HR organization played an important role in achieving this feat.y HR organization, driven by specialization and

metrics, easily had sophistication required to respond quickly to PCMMs needs.

CONSULTING: THE GLOBAL NETWORKy Needed Management Candidates To Look After

Consulting Business Worldwidey First Company To Offer Offshore Consulting

Servicesy Labeled It As Global Talent & Innovation

Network(GTIN)y Management Consultants To Perform Roles Across

Seven Functions

NEW CHALLENGES IN TALENT MANAGEMNTy Accenture Perceived To Hire For IT And BPO

Servicesy Needed To Hire Industry Specialists, PhDs, CAs To

Look After Different Business Functionsy Needed To Determining Correct Sources For

Advertising & Attract The Right Talenty Needed To Offer Value Proposition To Attract And

Retain Talent