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Accenture'S War For Talent in India

Accenture implemented a new recruitment model in India to address a major hiring problem in 2003. The new model focused on candidate sourcing, management, and onboarding capabilities. It standardized processes for mapping demand, screening candidates, conducting interviews, and onboarding new hires. Accenture also restructured its HR department with centralized and delivery teams, and introduced metrics to measure employee engagement and competency development. As it expanded into consulting, Accenture faced new challenges in attracting specialized talent from diverse fields.

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Varun Tandon
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2K views14 pages

Accenture'S War For Talent in India

Accenture implemented a new recruitment model in India to address a major hiring problem in 2003. The new model focused on candidate sourcing, management, and onboarding capabilities. It standardized processes for mapping demand, screening candidates, conducting interviews, and onboarding new hires. Accenture also restructured its HR department with centralized and delivery teams, and introduced metrics to measure employee engagement and competency development. As it expanded into consulting, Accenture faced new challenges in attracting specialized talent from diverse fields.

Uploaded by

Varun Tandon
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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ACCENTURE’S WAR FOR

TALENT IN INDIA

SUBMITTED BY:
ROHINISH CHATRATH
ROHIT KAPOOR
SUDEEP SINGH
TUHINA KAKKAR
VARUN TANDON
VIBHOR AGARWAL
ABOUT ACCENTURE
• Global Management Consulting, IT Services & BPO Company

• Headquarters – Dublin, Ireland

• Present In 200 Locations In over 50 Countries

• Employees – More Than 2,14,000

• Current Clients Include 96 Of The Fortune Global 100


GLOBAL DELIVERY NETWORK
• Relocating And Managing Operations In Different Parts Of

The World
• 2001 – Accenture Implements Global Expansion

• Expansion To India (Low Costs, Easy Communication)

• Initial Hiring Traditional Methods

• Major Hiring Problem in 2003 ( 500 People To Be Recruited

In 5 Weeks)
• Move To The New Recruitment Model
RECRUITMENT MODEL

CANDIDATE ONBOARDING
SOURCING
MANAGEMENT • Tracking
• Agencies
• Relationship & • Engaging
• Employee
Assessment • Inducting
Referrals
• Managing
• Internet
Interviews & Tests
• Advertisements
POTENTIAL CANDIDATES NEW HIRES

CAPABILITIES
CANDIDATE SOURCING
• Mapping Business Demand To Marketing Intelligence

• Creating A Market Plan To Meet this Demand

• Managing Various Recruitment Channels To Optimize

Supply Of Resumes
• Conducting Initial Screening & Verification
CANDIDATE MANAGEMENT
• Screening & Organizing Tests to access Suitability

• Three Level Of Interview:

• Initial Interview With HR


• Technical Interview
• Final Interview

• Ensuring That Process Runs Smoothly


ONBOARDING
• Structured Onboarding Process

• Multiple Touch Points With Candidates

• Buddy Program For Peer & Joiner

• Technology Portal To Help Candidate Know About Company

Processes
CAPABILITIES
• Looking At Various Aspects Of Recruitment

• Demand Fulfillment - Number Of Times Team Was Successfully Able

To Hire
• Quality Of Hire – Capabilities Of The New Recruit

• Cost Per Joiner – Total Recruitment Cost To Candidates Recruited

• Delivery Cycle Time – Time Between Hire Request & Onboarding

• Monthly Joiners Per Recruiter - Joiners Per Recruit


BPO Hiring In India
• Different & Diverse Talent Pool

• Skills And Aspirations Different From IT Employees

• Change In Candidate Sourcing, Management & Onboarding

Processes
• “Buddy” Assigned To Retain Candidate In Competitive

Environment
• Induction Programs For New Recruits
RESTRUCTURING HR
• Decentralized Model with Respective HR Teams For IT, BPO
& Consulting

NEW HR SRTUCTURE (3 COMPONENTS)

HR SERVICE CENTRALIZED HR CENTRALIZED HR


DELIVERY TEAM ARCHITECTURE
• Induction
BACK OFFICE –
• Resource Staffing & TEAM “ATLAS”
• Compensation • Personal File
Scheduling
• Capability Management
• Training
• Career Management Development • Data Management
• Policies Of Business
• Employee Retention
MEASURING EMPLOYEE ENGAGEMENT

• 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

• Employee Showing All Three Is Engaged

• Engagement Survey Having 71 Questions Done On Six Main

Matrices (Score Required – 3.65 Or Above)


PEOPLE CAPABILITY MATURITY MODEL
5. OPTIMIZED
Continuously Improve Methods Workforce Innovation, Coaching,
To Develop Competency Personal Competency Development

4. MANAGED
Manage Organizational Growth
Performance Alignment, Team
in Workforce Capabilities
Building, Mentoring

3. DEFINED
Identify Competencies
Participation, Competency, Career
& Align Workforce
Development, Workforce Planning,
Skill & Knowledge Analysis

Providing 2. REPEATABLE
Compensation, Training, , Staffing,
Basic
Communication, Performance
Discipline
Management, Work Environment

1. INITIAL STAGE
CONSULTING: THE GLOBAL NETWORK

• Needed Management Candidates To Look After Consulting

Business Worldwide
• First Company To Offer “Offshore” Consulting Services

• Labeled It As “Global Talent & Innovation Network”(GTIN)

• Management Consultants To Perform Roles Across Seven

Functions
NEW CHALLENGES IN TALENT MANAGEMNT

• Accenture Perceived To Hire For IT And BPO Services

• Needed To Hire Industry Specialists, PhDs, CAs To Look

After Different Business Functions


• Needed To Determining Correct Sources For Advertising &

Attract The Right Talent


• Needed To Offer Value Proposition To Attract And Retain

Talent

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