HRM LEARNING JOURNAL

LEARNING JOURNAL- 1
Name: Kumar Ravi
Enrolment Id: 20PGDM00B010
Email ID: m20kumarr@nsb.ac.in
Faculty: Dr. Alka Rai

1. Metrices for measuring the performance of the acquisition function.

Solution: The three-key set of metrices which uses to measure the performance of the acquisition
in an organization is as follow:
(i) The first set dealt with recruiting. Significant among recruiting metrics were the overall
scores of demand fulfillment, turnaround time, cost per person hired, person hired per
recruiter, quality of the employee hired, and candidate experience noted earlier.
(ii) The second set of metrics measured the effectiveness of core HR functions. Here the
most important metric was attrition rate, comprising both involuntary and voluntary
attrition, the latter including “regrettable attrition,” or cases where Accenture
recognized the departing employee as a high performer.
(iii) The last set of metrics dealt with employee engagement, as measured by Hewitt
Associates three-step engagement model. The assumption underlying the model was
based on research showing that increased employee engagement enhanced
performance, which in turn had a positive impact on a firm’s financial performance.
• Employees completed the initial “SAY” step of the model when they consistently spoke
highly of their firm to colleagues, clients, and potential recruits.
• They achieved the “STAY” level of the model when they demonstrated a keen desire to
be members of the organization.
• They reached the “STRIVE” level when they put in extra effort and demonstrated behavior
that contributed to the company’s success.

Employees demonstrating all three elements were much more likely to have a positive impact
on overall business results.

2. Different stages /function in people acquisition at organizations.

Solution: There are four stages in acquisition at organization from sourcing to onboarding which
are as depicted below-
(i) Candidate sourcing—In the first component, HR professionals identified, and initially
screened candidates based on the resumes submitted.
(ii) Candidate management—In this component, candidate relationship experts processed
the candidates the HR professionals had approved in the sourcing function. They used
standardized selection processes, resulting in delivery that was overly sensitive to time
and quality. This step included administering level-appropriate tests to candidates and
scheduling and executing interviews by both HR and business managers.

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HRM LEARNING JOURNAL

(iii) On-boarding—Here, the HR team and line managers remained in touch with candidates
who received job offers via e-mail or phone, both to ensure that they joined organization
after accepting the offer, and that they quickly came up to speed in their new role.
(iv) Capabilities—The fourth component was a support pillar for the overall model, focused
on metrics, processes, compliance, and training.

3. How these functions may vary for recruitment for IT people vs Management Consultant.
Solution: The recruitment process for management consultant somehow differs with the IT
people that the existing functional recruitment model, with a few tweaks, would not be enough
to industrialize the hiring of management consultants as well. This has some key points which
kept in mind while recruitment of management consultants, given below-
(i) Recruiting management consultants, an entirely different challenge, requiring an entirely new
approach that was far more focused on a highly sophisticated skill set.
(ii) The issue was not just making the organization a brand appeal to management consultants.
The broader challenge was to find, assess, and hire consultants in short span of time.
(iii) In IT projects that have a duration of one or two years, it is very possible to keep some basic
skills ready and hire project-specific skills closer to the start of the project or even as you begin
the project. Organizations do get some time at the beginning of the project to staff the
concerned team. However, in management consulting, typically a client wants organizations
to start the project tomorrow, so organizations need to staff ahead of demand is very crucial.
(iv) Organizations also do not get any lead time to staff the team because, at times, the duration
of the project is only weeks as opposed to years in IT. This puts a lot of pressure on recruiting
and even more on the need to accurately forecast demand for different types of skill sets.
(v) These are complex hires with skill sets that may not be easy to find. Additionally, considering
the profiles, it would need an enriched ‘high touch’ recruiting process. Organizations can’t put
these hires through an industrialized process as we do in BPO or IT services.
(vi) Internet job portals and print advertisements, which worked very well in the IT and
outsourcing environment, might not be equally effective here, since the profile of target
candidates was vastly different, and ideal candidates might not be using such channels
aggressively while searching for alternative job opportunities.

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