TALENT ACQIUISITION BEFORE AND DURING COVID

ON
IT INDUSTRY

Project submitted in partial fulfilment for the award of

Post Graduate Diploma in Management.

Under the Guidance of

Dr. Poonam Jindal

Submitted by:
J. PRIYANKA
191226
Batch 27th (2019-2021)

To

Vignana Jyothi Institute of Management

Bachupally, Hyderabad, Telengana-500090

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 Contents Page no
Chapter I Introduction 3
1.1 Significance of the study 5
1.2 Objectives of the study 5
1.3 Scope of the study 5

Chapter 2 Review of Literature 6

Chapter 3 Research Methodology 7

 
Chapter 4 Analysis and Interpretation 11

Chapter 5 Findings 12

Chapter 6 Conclusion & Recommendations 13

6.1 Overview 14
6.2 Implications of the research 14
6.3 Scope for further research 14

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 TALENT ACQIUISITION BEFORE AND DURING COVID
ABSTRACT
Talent Acquisition would be a newly coined word or terminology for many of the people but
not for the HR people. Talent Acquisition can be defined as “Strategic process of identifying,
attracting and on boarding the top talent who efficiently and effectively meet the needs of the
organization”. As companies increasingly compete based on talent, their success will largely
hinge on their ability to recruit, develop, deploy, and retain the skilled people at every level.
Because of this pandemic situation, companies have started formulating strategies and
techniques for acquiring talents. Organisations across the globe have been operating in a
landscape which is volatile, uncertain complex and ambiguous (VUCA). The most recent
example of VUCA has been the spread of Coronavirus (COVID19) pandemic. Organisations
and employees at global and domestic levels are experiencing highest levels of uncertainty
due to the COVID-19 pandemic, the impact of which is unprecedented. There are several
VUCA factors that have emerged due to the spread covid 19. This has created deep
implications for strategic business leaders across the world. The prime goal for any
organisation in the present scenario is survival, well-being, and effective management of the
human workforce. The research method used here is purely qualitative as I could proceed
with secondary data analysis by referring and analysing research projects, journals, and
research papers like this nature. The findings and suggestions are made here based on the
grounded theory approach.

KEYWORDS:
Talent Acquisition, Strategies, E-Recruitment, Human Resource Department, VUCA
(Volatile, Uncertain, Complex, Ambiguous), Pandemic, COVID-19, Information Technology
(IT) Industry.

CHAPTER - 1
INTRODUCTION
Talent acquisition encompasses the entire process of planning, sourcing, hiring, and on-
boarding of qualified and talented individuals into appropriate positions within the
organization. The process applies to all types of employment relationships including full and
part-time employees, contract employees, contingent staff, or outsourced worker
relationships.

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Talent acquisition is an important function in HR which is responsible for recruiting
knowledgeable and hardworking persons through various sources for respective job positions
under deadlines given by company and cost constraints.

Recruitment, selection, onboarding are the subsets of talent acquisition process which allows
the team to recruit the candidates and make them to stay for a long time in the organization. It
also responsible for organization long term achievements and success.

Now a day’s recruitment processes are adapting to social distancing, we know that in this
pandemic situation biggest change is the hiring process. Hiring process from face to face it
completely changed to video calls through skype, Microsoft teams and zoom. Many IT
companies like Google, Microsoft, Infosys, Wipro, Oracle, Cognizant, IBM etc... already
adopted this method to ensure the given the projects are completely done by the organization.

Some parts of the hiring process have taken longer to complete as clients are prioritizing their
measures to manage the COVID-19 situation. HR professionals are also heavily involved in
managing business continuity plans. As a result, some interview processes have slowed down
or been put on hold for now.

Onboarding is another area of talent acquisition which has gone now virtual and
organizations will face the risk due to engagement and communication of employees will
dramatically affect the company performance. companies are using technology and offers
such as animated explainer videos, interactive webinars, and podcasts to improve the
onboarding process.

Companies are using virtual technology as much as possible to evaluate job candidates. They
are focusing on the hiring manager and candidate experience. The online systems leverage
technology helps to connects the recruiters with virtually. It is an important channel to
connecting candidates with the specific organization members. These online tools help to
connect the employees with candidates in this pandemic situation and adds an important level
of human interaction to keep candidates engaged. Hiring forms can be filled through emails
or web-based platforms.

The study of project is about the current talent acquisition process i.e. analyse methods,
sources of recruitment and selection procedure in the organization and identify areas for
improvement which was changed due to covid. The recruitment strategy by corporates is
totally changed virtual platforms. This study presents insights into the Indian Information

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Technology (IT) Industry in the context of a pandemic landscape. While the outbreak of
COVID pandemic in the year 2020 has led to the rest of the industries struggling, business for
tech industry has been steady.

The Talent Acquisition process involves various complex steps. The most important steps
are:

 Lead Generation.
 Recruiting and Attracting Top Candidates.
 Interviewing and Assessment.
 Evaluating References.
 Selecting the Best Candidates.
 Hiring and On-boarding.

1.1 SIGNIFICANCE OF THE STUDY

The main challenge at IT industry is to have a talent acquisition policy in line with the business trends
and Pandemic situation changes. Their HR strategy is- it is all about people ‘―Our people are our
greatest asset: they shape our Group ‘s future. As Sourcing and hiring the right talent is vital for
business success, this study is aimed at giving a solution at mitigating the problems involved in the
process during covid and to help increase the success rate of the selection process by reducing the
number of visibly under qualified or overqualified job applicants and hiring people whose skills fit the
company‘s values. The supply side requirements and the technology imparted in the transport
infrastructure industry puts pressure on the company to attract the best talent and ensure that
employees join the company .The study evaluates the effectiveness of various recruiting techniques
and sources for all types of job applicants in these covid days. The study also identifies areas of
strength and opportunities for improvement of the process which will help in hiring and retention of
top talents in the pandemic situation

1.2 OBJECTIVE OF THE STUDY

 To know about the methods that are followed in traditional methods or before covid
 To know about the methods followed during covid
 To determine the models to the VUCA environment
 To analyse recruitment and onboarding in the pandemic situation.

1.3 SCOPE OF THE STUDY

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The scope of work that can be done anywhere going forward in a post-pandemic
environment, organizations are rethinking the physical workspaces that employees will return
to when the time comes. The project covers few main areas of the organization ‘s strategy;
recruitment strategies, selection techniques, on-boarding in VUCA environment.

METHODOLOGY:

This paper is based upon review of literature and secondary data collected from various
articles websites, journals, magazines, and reference books. From the Literature review the
research work done in this area.

CHAPTER – 2
REVIEW OF LITERATURE

LITERATURE REVIEW
Human resources management generally needs to retain employees for a long time and
should increase the efficiency of hiring in IT industry. Organizations spend more money to
recruit high performers to achieve and meet organization goals. Managers are required to
ensure consistency in recruitment and reduce risk to retain the employees. Every organization
requires the ‘right’ people to drive their endeavour to succeed. ‘Right’ people mean the talent
which not only has the required skills and competencies but also, which fits into the
organizational culture well. Traditional practices of recruitment have become less effective
over the years because they provide constrained and selective information about any
candidate which leads to his/her inefficient evaluation by the employer. Candidate pools
across the world are growing rapidly but the number of talented candidates is not increasing
at the same pace, thus finding the right match for the organization becomes even tougher.
Impact of pandemic driven VUCA Environment on Indian IT Industry
Although Indian technology sector is one of the fastest growing industries in India and has
played a major role in increasing India’s visibility in the global market, still this growth is not
free from several challenges and VUCA factors that have been impacting the industry.
Research conducted by Annapoorna and Bagalkoti (2015) analysed the growth, features,
reason for growth and challenges faced by IT Industry. VUCA factors faced by the IT
Industry are extreme export orientation (60% of software export is to the United States),
emerging competition, inadequate attention to domestic market, high attrition, and shortage
of manpower. Some of the challenges faced by the Indian IT sector in the wake of COVID 19
are working remotely. The delivery centres for many companies are struggling to adapt to
work from home. Other challenges include meeting client requirements such as discounts of
20%-30% on project fees. (Vakil,2020). According to Infosys CEO, challenges faced by
Indian IT Industry due to Corona virus are inability of Indian IT organisations to deliver on
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site, ramping down of projects related to airline, retail, hospitality, financial services industry,
impact on revenue growth etc. [MITIKA NANGIA, 2020]
A study on the effect of talent management centred on the performance of organizations was
carried out in the listed companies in the Nairobi Securities Exchange in Kenya. The study
was focused on an in-depth analysis of the impact of talent attraction, the retention of talents,
learning and development and the management of careers based on the performance of the
organizations listed in NSE in Kenya. The findings of the study were that there was a positive
immense impact between talent management and the performance of organizations. The
study suggests that if talent management is heavily put into practice, the results will be a
performance that is of superior significance in the organization world. [ Dr. Shweta S.
Kulshrestha]

PROPOSITIONS
There is extensive literature available in the form of journals, research papers, organisational
reports, government reports, media reports and articles available on web around VUCA
environment and challenges faced by global as well as Indian economy in the wake of a
pandemic. There have also been studies and literature describing the impact of pandemic
driven VUCA landscape on Indian IT/IT’s industry in specific. However, there is a lack of
research that elucidates the various talent management practices that have been adopted by
the sector to sustain through a pandemic driven era. After discovering that the existing works
will be insufficient to draw conclusions, researchers pose the following research questions:
• What are the various talent management practices undertaken by organizations across
Indian IT industry operating in a pandemic driven VUCA environment?
• How can the identified Talent Management practices help other industries, which are going
through a similar VUCA environment? [DR. FARHAT MOHSIN,2020]
Traditional practices of recruitment have become less effective over the years because they
provide constrained and selective information about any candidate which leads to his/her
inefficient evaluation by the employer. Candidate pools across the world are growing rapidly
but the number of talented candidates is not increasing at the same pace, thus finding the right
match for the organization becomes even tougher. With limited potential talent and high
competition amongst employers, talent acquisition has challenging times ahead. Engaging
candidates, stimulating interest in your company, ensuring diversity, accommodating
evolving preferences and expectations of employees, and finding a cultural fit requires
interaction and information about the candidate which is beyond paper applications, resumes
and interviews. Disruption in recruitment practices is in the form of social media, big data
analytics, network groups and referrals. This transition from traditional to modern ways of
recruiting should not only be gradual but also overlapping and parallel. (Srivastava, et al.,
2015).

Chapter – 3
Research Methodology
METHODOLOGY:

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The Research work done here was completely the Secondary Research. Secondary sources of
data like journals, existing research projects, research papers, articles from various websites,
etc. helped to complete this Research Project.
Secondary Research is also called as Desk Research. Secondary Research is the method
which involves usage of already existing data like journals, articles, etc. As most of the
organization will not be able to spend a lot of money on the research, for such organizations
secondary research is very useful. The secondary data can be collected in the following ways:
 Data available on the internet : As the technology has improved and everyone can
access the data from the internet, people prefer the collection of data from the internet.
 Public Libraries: As most of the data related to the research work will be available in
the libraries, people will be able to get the available data from the library.
 Educational Institutions: As we observe many people do their research works in
colleges and universities. The primary data and the researched data can be collected
from the colleges. It can also be provided from the specified websites suggested by
the college.
 Commercial Information Sources: As local newspapers, journals, magazines, and TV
stations are a great source of secondary data; the commercial data have the
information regarding the economic developments, political agendas, demographics,
segmentation, and similar things.
The Secondary Research can be done in the following way:
 Identify topic of Research: Before beginning the secondary research, identify the topic
which needs research. Once the topic is identified, list down the topic attributes and
its purpose.
 Identify Research Sources: Narrow down on the research sources which will provide
most relevant data and information which are helpful and applicable to the research.
 Collect Existing Data: Once the resources are found, check for any previous data
which is closely related to the topic. Data can be from various sources like
newspapers, articles, libraries, etc.
 Combine and Compare: Once the data from various sources is collected, combine all
the data relevant to the topic and compare with the exiting data to find the
duplications. Make sure that the data collected is from authentic sources. Once the
comparison is done, align the data in a proper format.

 Analyse Data: Analyse the data which is collected and identify if all the attributes
were made, if it was not done, repeat the process and then take proper actions.
 Choosing Analytical Data: Understanding opinions, experiences, perceptions, and
attitudes of the individuals who had confronted the challenges and obstacles.
As there are various methods used to draw the conclusions, I would like to use the
Comparison method, swot analysis, pestle analysis to conclude the results of the research.
Also, as I am working on the part of Talent Acquisition, most of the process followed will
be same but there will be minor changes that are done. For that purpose, I am doing the
comparison here to know in detail regarding the methods or the process used before the
pandemic and after the pandemic.

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 CHAPTER - 4

MODEL OF TALENT ACQUISITION

It is very much necessary for the HR manager to identify the predictive Index which is known
as PI for the organizations. To identify the PI helps the rm to recognize the right talent
according to the requirement of the rm which helps to smoothen the further working process.
More than 10,000 companies along more than 145 countries are using these PI to identify the
talent before acquisition. The PI Index includes the parameters such as Recruitment and

Figure 1 Model of Talent acquisition

selection, behavioural interview, Succession planning, Coaching and Mentoring, Team

building, Conflict resolution, Retention, Performance management, leadership development,
Business analytics, Increasing sales performance

and the influencing ability of the organization. Talent acquisition has a long-term vision,
identifies future business needs, and creates groups of talents for that future. It is a
component of talent management and includes other strategic elements, each with its own
subset of elements and activities. When done well and adapted to the business strategy, the
acquisition of talent improves performance, growth, and competitive advantage. Very few
organizations have a real talent acquisition engine, from multinationals whose practices vary

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from one country to another, to regional organizations that are not yet aligned with global
best practices. This is compounded by resistance to change.

Figure 2 Recruitment as a subset of talent acquisition

Recruitment is a subset of talent acquisition that is often the instinctive response to a

resignation or newly created role with a rigid set of skills and competencies to full. While
some organizations have internal capacity, and rely on active job boards and incoming
applicants, many tend to rely on contingency search rms to meet their needs. This results in
organizations not reaching passive candidates, leading to inconsistent hiring quality and an
ever-increasing full time.

Transforming the acquisition of talent is essential for organizations to achieve their business
objectives. They need the right talent, the right role, and the right time to innovate, grow,
launch new products, or simply compete and survive. The first step is to recognize that they
need to go beyond recruiting and implementing a talent acquisition engine. That is only
possible if organizations understand what talent acquisition is and how it differs from hiring.
The next step is to understand the elements of talent acquisition and can advise to build the
engine in the company and execute it well.

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 CHAPTER 5
ANALYSIS
Talent Acquisition means hiring the right person at right job at right place at right time at
right number at right cost. Before the pandemic i.e., before the outbreak of the corona virus,
the Talent Acquisition in the IT Industry is a changed. The significant changes in TA during
Pre - during covid-19 are as follows:

PRE COVID-19 DURING COVID-19

A talented person is been recruited for a A multi-tasked/talented person is been
required area. recruited not only for required area but also for
the other areas to decrease human capital as
well as to make the work easier at given time.
There is the scope of many ideas from the To fulfil the task, number of ideas was
number of employees, to fulfil the task. No decreased but creativity in the work will be
scope for the creativity. taken place.
Time utilization and implementation for the Time utilization and implementation for the
given task is more. given task is less.
Teamwork is not recognized in this time. Step Teamwork is taken place.
by step process is taken place.
Manual work and hard work are combined. Smart work and technical work are taken
place.
Old methods are used to complete a task. Technology has replaced the old methods.
Interviews were taken directly. Interviews are taken through video calls.
Promotions & transfers are taken place. Promotions and transfers are withheld.
Training is given at the place of employment Training has been stopped and is recruited
and is recruited according to their with their problem solving/ critical / creative
performance. thinking levels.
Career planning is taken into the count. Career planning is also withheld.
Job retention is more. Job retention is less.
Job firing is less. Job firing is more.

TRADITIONAL APPROACH V/S CURRENT SCENARIO OF TALENT ACQUISITION:

Traditional approach basically includes hiring a recruiter, posting job vacancies, tracking
candidates, short listing through interviews and hiring. It consists of using traditional hiring
process with traditional questions like, “why should we hire you? What are your strengths
and weakness? Why do you want to work here?” etc. Though these types of questions do not
help us to identify best candidates as people can easily recite these top interview questions by
visiting various sites giving them suitable answers to these questions. Nonetheless it has been

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analysed that solely relying on traditional methods of hiring will not generate qualified
skilled workforce in sufficient number to succeed the business. Now a days, Talent
acquisition is considered as an essential HR service and is significant to the success of
business. A detailed study conducted to identify the changing dynamics in Talent Acquisition
gave us an insight on recruitment trends, marketing strategies and emerging software and
services for HR Analytics. It focuses on long-term human resources planning and finding
appropriate candidates for positions that require a specific skill set. So, the key element in
talent acquisition is to build an attractive organization and for this, HR managers and
managerial leaders must work together to make organization the best place to work.

CHAPTER 6

FINDINGS & RECOMMENDATIONS

If we follow these, we can overcome the pandemic situations like covid etc.

CHANGING TRAITS OF RECRUITER:

Relying solely on traditional hiring methods did not produce qualified candidates in sufficient
numbers to drive business successfully. Thus, the hiring pattern of the Recruiter changed
from traditional approach. Key aspects considered by Recruiters in present scenario are

1. Data-Driven Mindset - Good data analysis informs and guides decisions throughout the
recruitment process. Recruiters now a day's uses digital assets like company's website, career
pages, web and mobile apps and even third-party recruitment tools to analyse data. Thus, it is
essential that we put data at the centre of our recruitment practices and collect data from all
sources.

2. Focus on Applicant Tracking System (ATS) - it is essential to maintain Talent pools in the
organization which provide employers with a constant source of talent to absorb in. To be
effective, Talent pool must rely on Applicant Tracking System that meets company's
demands and align with company's talent acquisition strategy. ATS allows recruiters to post
vacancies, view CVs, collect candidate information and track where candidates are in the
hiring process; meaning less time spent on admin!

3. Emphasize on Employee referrals -the hiring rate for employee referrals is 55% faster than
the rate for candidates applying through company's careers site. In today's scenario recruiters

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use sophisticated recruiting software and social network to recruit skilled candidates and
promote their company's brand.

4. Diversity Hiring- Maintaining diversity is one of the major trends of talent acquisition. It
not only helps organizations to have better workforce dynamics, but clients to ask for teams
with diversity. A point to remember here is diversity is not restricted to gender.

5. Major contribution of Social recruiting – recent trend adopted by recruiters is social

recruiting where recruiters use technology like LinkedIn, Face book, Snap chat, Video calls
etc. According to the 7th Annual Social Recruiting Survey by Jobvite, 95% of all recruiters
and hiring managers search for candidates on LinkedIn where 79% have hired candidate
through LinkedIn.

6. Mapping Talent Acquisition with Performance Management – Recruiters keep an eye on

the performance of Talent Acquisition. The performance of Talent acquisition should
improve not only the performance of candidates but also the overall business performance.

7. Acts as Marketer – recruiters keep company's website and online proles active, publish
relevant information and participate in conversation online especially through social
networking sites.

Technology has had a major impact on the evolution of hiring practices. Talent acquisition
strategy should be a balanced mix of traditional and modern hiring techniques, even though a
professional resume screening or an interview will remain to be the crux of any recruitment
process but social media can be used as an extension of the resume and give a better
understanding of the candidate. It’s based-on use of technology, social recruiting, mobile
technology and third parties like consulting practices, search rms, recruitment process
outsourcing, and more. We also see a trend for talent acquisition managers to take on more
responsibility for the supervision and development of their employees besides their
traditional role to help employees with the overall interpretation of HR policy. Also, Data
Analytics is going to play a major role in forthcoming years which needs to be looked by all
Talent Acquisition Professionals.

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 CHAPTER 7
CONCLUSION AND DIRECTIONS FOR FUTURE RESEARCH
It was observed from the preceding analysis that the appropriateness of HR practices as
Talent acquisition perceived by the managerial employees holds an important place
pharmaceutical unit under study. These 12 things that are mentioned above are observed
according to the research that has been done for the talent acquisition. From the Analysis of
Variance (ANOVA), I drew the inference that the perceived appropriateness of the factors for
talent acquisition. Due to the time availability during covid-19, there is the much scope for
the employees to build up their respectable talents, to increase their standards in their
employment. Talent acquisition increases the ability, motivational spirit, and opportunities of
the individual.

Talent Acquisition has emerged with many innovative changes and in context of India, a
developing country; there is huge potential to become the global hub for talent. VUCA
landscape. There are several VUCA challenges that have emerged in this era impacting many
organisations and industries. While the outbreak of COVID pandemic in the year 2020 has
led to the rest of the industries crippling, business for tech industry has been steady.
Organisations across the technology sector in India have implemented creative talent
management practices that has helped them sustain and provide a competitive edge in this
rapidly changing pandemic environment.

The Talent Management framework suggested in this study can serve as a base model for
organisations in other industries that have been facing similar VUCA conditions and have
been struggling to sustain through this period of global crisis.

The impact of talent management practices on various VUCA factors and understand the
relationship between the two which will in turn, facilitate HR managers to recommend best
practices for their organisations

LIMITATIONS OF THE STUDY

The limitations of the study have been related to time and biases of opinions gathered from
primary and secondary sources. it was not possible to conduct personal interviews due to the
nationwide lock down.

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The process of data collection was time consuming.

The study is limited to a single industry operating in Indian economy (Information

Technology) due to time and resource constraints.

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