What are the key challenges for HR professionals today? Picking the right talent, the onboarding process and ofcourse the retention of the existing employees.
Retention of the existing employees is a huge subject in itself and is an ongoing learning process for organizations worldwide. The other two – talent management and onboarding can be managed better with keeping in mind a few checklists. Let’s look at some best practices that the industry believes will help in a right talent management.
1. Nurture in-house or Hire
An integral part of managing demand uncertainty is comprehending the costs involved in over- or underestimation. Assessing the trade-offs between training an existing employee for the vacancy and hiring from outside include an estimation based on the questions such as the duration for which you need the talent for, accuracy of your forecast of the duration and is the skill trainable to an employee from another job profile? Based on the answers to these questions take a call on the effort and cost to hire from outside vs. in-house training – the rest should be smooth.
2. Adapt to Uncertainty in Demand
Decide on the count you need to hire. Just because the candidates are available ‘now’ for a niche skills, hiring many of them isn’t the right decision probably. Employee’s on bench is a bigger problem to deal with and you pay for free! Forecast the demand for the skill and plan the hiring accordingly. The best way is to keep hiring periodically rather than a bulk hiring for sure. Bring in small batches if you are not able to predict demand so far out.
A human capital management software can help in forecasting and in managing existing resources better.
3. Start onboarding before your hire
Sounds confusing? What it means is that onboarding is the first step of getting a hire into your organization and the HR professionals should make sure that it is as smooth for the candidate as the internal processes are for your employees.
Is your applicant tracking system a user-friendly one? Is it comfortable to the candidates to understand and know where to go and click what? The HR professional who is the face of your organization is portraying the right and professional behavior? Is your recruitment strategy and company culture, both aligned? If not, expect your new hires to be in shocked with a ‘cultural-difference’. The initial experience are strong enough to decide where your new hire will head – towards the entry or the exit door.
4. Employee-Employer Interests
Employees today don’t worry about the years they spend with an organization, if they don’t like the job, they move on and the most talented get more opportunities to do so. While employers want the skills they need when they need them, delivered in a manner they can afford, employees want possibilities for advancement and control over their careers. The societies in which they operate and the economy as a whole needs higher levels of skills which are best developed inside companies.
5. Realize Potential and Training needs
Evaluating the potential of your employees cannot be done via a blanket rule. It has to be individual-based and the further nurturing of employees should also be done as per the assessed needs. Train your managers to help in this as they work closely with them and are the better evaluators of their talent. The training need assessed by the managers and the employee’s training interest should match for an effective training.
In a Nutshell
A cautious planning is required for a successful talent management and onboarding and will help if this becomes a part of an organization’s culture and practice. Checks at each level of onboarding and employee management is crucial and will help in identifying the problem areas, if any.
Helping your new hires to get comfortable with company’s culture and all aspects of their job profile should be a priority for all talent managers.