1) How HR strategy is linked to company’s strategy?

ITC’s Talent Management strategy is focused on building a 'future-ready' talent bank in the
organisation to ensure a pipeline of high quality managerial talent, specialists and business
leaders. This is premised on attracting, developing and retaining high-quality talent. ITC’s talent
brand "Building winning businesses. Building business leaders. Creating value for India.", reflects
its commitment to nurture world-class talent whilst providing them the opportunity to develop as
leaders and make a contribution to a larger purpose. Our talent engagement approach is
focussed on:
 Attracting and nurturing quality talent supported by significant investments in learning and
development; a culture of empowerment, care and concern supported by systems and
processes that encourage engagement and involvement.
 Creating a responsive, stakeholder-centric and market-focused culture that enhances
organisational capability and vitality.

Building Business Leaders

We recruit quality talent from premier campuses across the country through an objective and
robust selection process. New entrants are assigned to various businesses of the Company and
are deployed across the country. Our strategy of organisation is based on the principle of
distributed leadership in order to unleash the entrepreneurial energies of our human resources.
The strategy of organisation and its on-going emphasis on developing and supporting distributed
leadership have ensured that each of our Company’s businesses are managed by a team of
competent, passionate and inspiring leaders.

2) What are the practices for engaging passive candidates ?

Create and Grow an Inbound Recruitment Strategy

ITC works to make engage their passive candidates by creating a strong online presence through
thought leadership, digital marketing and lead generation tactics. By creating content passive
candidates may be interested in, actively managing social media and engaging on sites like
LinkedIn, you can make candidates care enough to click and attract them.
Nurture Your Network and Talent Pipeline

When ITC communicates with a passive candidate, it tries to send messages tailored towards
each particular candidate and getting to know can help you better understand if they are a culture
and skill match for their open job, if they fit into your hiring goals and whether or not they can fill
any potential talent gaps.

Promote Your Jobs as Positive Career Moves

By describing the job more as a series of a few performance objectives that include potential
challenges and the overall impact of the role, employees want to understand the value
proposition, why the job is important and the benefit to them if they are hired. By articulating their
job as more than just a list of skills, ITC motivates its passive candidates to take action.

3) What are the practices for improving candidate experience?

Shortlisting
The hiring manager for the position in ITC will screen applications to assess candidates eligibility
against the criteria stipulated in the job opening and will produce a shortlist of candidates to pass to
the assessment stage of the recruitment process.
Applicants should note that ITC only considers higher educational qualifications obtained from an
institution accredited/recognized in the World Higher Education
Technical knowledge and skills assessment
Shortlisted candidates may be requested to participate in an evaluation of their technical
knowledge/skills in relation to the functions of the advertised post. These can take the format of a
written test or an asynchronous video interview that are sent to the candidate for completion at a time
of their choice, within a period defined by ITC. Only successful candidates will be invited for the next
stage in the process

References
Candidates who are under serious consideration will receive an email from the HR Recruitment team
to request the contact details of three previous supervisors that can provide a professional reference.

Competency-based interviews
ITC interviews are competency-based (CBI) and focus on the seven competencies that have been
identified as key to the organization and are defined in the UN Competency Framework.

Notification and appointment

At the end of the selection process, the successful candidate will receive an offer of appointment from
ITC Human Resources. Employment with ITC is contingent upon the candidate passing a pre
employment medical examination, and verification of diplomas and personal references.
Roster
If after interview, more than one suitable candidate was identified they are placed on the fixed term
roster. Rostered candidates will receive an email to confirm their inclusion in the roster for similar
posts at the same grade level

4) What is the role of social media in hiring talent?

As part of its multi-dimensional initiatives towards accelerated digitalization, ITC has invested in
setting up a world-class marketing command centre christened Sixth Sense which leverages
cloud-technology, cutting-edge social-media engagement tools and a digital marketing and
analytics platform to drive contextual communication and attracting prospective candidates

5) What are the Unique EVP offered?

ITC focus on employee centricity. It works on employee experience and value professionals who
are passionate about providing solutions by applying their core strengths and are invested in
leveraging opportunities to charter own careers. We are driven by our values in order to win in our
weight category.

The five elements that we measure the Employee Value Proposition (EVP) at ITC Infotech are
respect, trust, and inclusion, growth, wellbeing, and rewards and recognition. The behavioral
attributes are anchored through CREATE: our Values.

The EVP elements are reflected through the 9 moments of Truth across employee life-cycle
experiences and the intended impact in each of the areas.

6) What are the Employer branding initiatives taken?

ITC Infotech assessed current state by interacting with recruitment and marketing teams, as well
as with pilots serving the organization. Based on the inputs received from various departments
and key stakeholders, ITC Infotech designed a 6 week activity timeline, clearly defining the
objective and deliverables at the end of every week.

As a part of the engagement, a comprehensive assessment was conducted based on in-depth

interviews with different group of pilots, i.e. newly hired, long term and currently serving pilots, as
well as pilots who have resigned but serving their notice period. This exercise was carried out to
obtain in-depth insights into the current situation within the company, to gauge areas of
improvement and to ensure that the pilots are at the center of decision-making.
Based on the inputs obtained, an employer branding framework was created to encompass an
end to end process flow and activity calendar for an entire year.
This process included conducting various initiatives for attracting as well as retaining pilots and
creating a positive employer brand image within the market. The goal was to create an
appropriate brand pull and facilitate better hiring. A comprehensive list of industry best practices
was created to attract talented candidates and hire niche employees. A list of hiring and retention
best practices being followed by competitors was also provided. An efficient process model and
process document was also developed containing end to end process flow, clearly stating
responsibilities of respective stakeholder

7) What are the unique hiring practices by the company?

ITC has consistently fostered a culture that rewards continuous learning, collaboration and
development across the organisation to meet the challenges posed by ever- changing market
realities

ITC Talent Management strategy is focused on building a high quality 'future-ready' pool of
managers, specialists and business leaders. Our talent brand embodies our commitment to
developing managers with functional expertise, leadership capability and a desire to contribute to
a larger purpose. The approach is based on:

 Attracting and nurturing quality talent supported by significant investments in learning and
development. This is backed by a culture of care and concern and is supported by systems
and processes that encourage proactive engagement and involvement.
 Creating a responsive, stakeholder-centric and market-focused culture that enhances
organisational capability and vitality.
 Providing multiple platforms across the organisation to enable information sharing and to
encourage employees to discuss, engage and learn from functional experts and from each
other
 ITC believes that diversity at the workplace creates an environment conducive to
engagement, alignment, innovation and high performance. This is achieved by a policy that
ensures diversity and non-discrimination across the Company.

8)   Adoption of automation/chatbots in hiring?

IBM recently announced its strategic partnership with ITC Infotech,  for deploying a
comprehensive recruitment system that will automate all the recruitment processes at ITC while
managing the cost and time that goes into these time consuming procedures.

ITC was looking for an end-to-end global recruiting platform to improve the efficiency of its HR
functions that could in turn, also reduce its hiring cost while saving cycle time from requisition to
deployment of its employees, leading to increased business productivity.
Further a single platform for global recruitment will give ITC a full demand to dollar cycle. This will
create visibility in social media and provide real time data and dashboards. We hope that this will
also help us improve recruitment efficiency in terms of cost, productivity and time to fulfil

It allows automating the overall recruitment system which includes the managing of its requisition
process, including job creation, approval and advertising. It also provides an integrated platform
for applicants, recruiters and agencies to view and apply for jobs. In addition, the
software’s IBM BrassRing Talent Gateway application helps standardizing application process,
branding on career portal and allowing for accessibility over a range of devices.

9) Measuring recruitment effectiveness – Quality of hire, ROI?

• To review the performance of the employees over a given period of time.

• To judge the gap between the actual and the desired performance. • To help the
management in exercising organizational control.
• Helps to strengthen the relationship and communication between superior
subordinates and management – employees.
• To diagnose the strengths and weakness of the individuals so as to identify the
training and development needs of the future.
• To provide feedback to the employees regarding their past performance.
• Provide information to assist in the other personal decisions in the organization.
• Provide clarity of the expectations and responsibilities of the functions to be
performed by the employees.
• To judge the effectiveness of the other human resource functions of the organization
such as recruitment, selection, training and development.