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Hyatt’s talent strategy transformation

A talent for caring: How Hyatt is activating its purpose and transforming culture to unlock growth for colleagues and the business

Client:  Hyatt Hotels Corporation Our Role:  Help design and implement a Talent Philosophy and an associated Playbook, a resource to allow leaders to move the business forward through consistent, focused, yet flexible Talent management. Industry:   Hospitality and leisure Services:   Workforce Transformation , People and organization

Bringing purpose to life on a global scale

Hyatt had rallied around a unifying purpose— we care for people so they can be their best. Hyatt’s purpose resonated instantly within the organization because “care” is at the core of Hyatt’s DNA. While “care” can be limited to only a feeling, Hyatt sees it as more: It’s an action taken that starts with listening and empathy, resulting in caring action that leads to people being their best. With this in mind, Hyatt began to take a fresh look at how its colleagues could be their best. In doing so, Hyatt realized that managers and their teams needed a clearer framework for understanding their roles and accountabilities. They needed a simpler approach to be more consistent and confident in making people decisions (how they hire, develop, grow and reward colleagues) and how they create a culture where colleagues can be their best selves every day at work through enhanced focus on leading inclusively and creating the right environment for colleagues’ wellbeing.

The starting point? Listening and understanding the root issues by conducting extensive research with colleagues around the world to discover the leadership behaviors that most successfully drive business outcomes. With more than 120,000 colleagues working in more than 875 hotels in over 60 countries on six continents, it was also time to optimize its HR processes, tools and systems; designing around the needs of the business and removing inconsistencies and fragmentation in an effort to improve operational effectiveness and increase colleague and job candidate satisfaction. Hyatt’s HR leaders aspired to create a superior Talent experience to bring purpose to life for every colleague and potential colleagues—and, by extension, for every guest and customer—in its hotels worldwide.

“One of the most rewarding aspects of our work with Hyatt has been participating in the evolution of a significant HR transformation that impacts everyone in the organization on some level, and ultimately, Hyatt guests worldwide. We were inspired by Hyatt’s commitment to including the perspectives of its people in every region.” Jon Glick, Principal, PwC

Design-thinking + analytics + change management = a vision forward

When Christy Sinnott, Hyatt’s Talent Management Leader, first met PwC’s account and HR consulting team and began discussions about their shared passion for purpose-focused organizations, data driven decisions, and culture, none could have known that these discussions would evolve into a multi-year effort to transform Hyatt’s talent strategy. The HR transformation journey has engaged PwC professionals with subject matter experience in every aspect of HR program design and management. Activating Hyatt’s leadership development model through talent development training targeted at Hyatt's top and rising leaders was the first step. With a new set of expectations for leaders in place, Hyatt asked PwC to help design and implement a Talent Philosophy and an associated Playbook, a resource to allow leaders to move the business forward through consistent, focused, yet flexible Talent management. A current state assessment helped identify challenges and gaps; a blueprint for success helped to facilitate alignment of business and people strategies; and plans for the future state supported development of a clear and compelling Talent Philosophy. That Philosophy—a series of six commitments to its colleagues—is grounded in Hyatt’s purpose and values and designed to guide the relationship between leaders and their teams. The Playbook maps Hyatt’s People strategies to specific systems, processes and procedures to support transparent and consistent standards across the organization.

“PwC helped us understand how applying the lens of purpose could transform and focus HR structures and processes to create world-class leaders and, subsequently, to re-imagine the entire talent experience. In a global organization of our size and complexity, this has been an amazing collaboration among so many people, including our colleagues around the world.” Christy Sinnott, Senior Vice President of Talent Management, Hyatt

Re-imagine the talent experience to help Hyatt and their colleagues map a route to growth

With the Playbook underway, Hyatt’s HR leaders realized that while they had done a lot to evolve their strategy and systems around Talent, there was much more they wanted to do. They invited PwC to help them re-imagine the entire talent experience, with the goal of improving internal processes on a global scale to support strategic workforce planning and permit colleagues to pursue their own growth as the organization continues to grow. PwC teams helped Hyatt identify pain points, create diverse personas and stories to envision colleagues’ overall experience from pre-hire through promotion, and map opportunities to promote a clear understanding of, and commitment to, brand and purpose. Along the way of this extended journey, the PwC team helped support Hyatt with a multi-year colleague listening program; create a roadmap for the implementation of digital platforms to support efficient HR processes across the organization; consider strategies to advance Hyatt’s commitment to Inclusion and Diversity; and develop specific tools and methods to measure success and business outcomes.

“Inclusion is a core organizational capability at Hyatt that will continue to drive many aspects of our business, including Talent. Working with PwC to further our inclusion goals has been extremely helpful and timely.” Malaika Myers, Chief Human Resource Officer, Hyatt

Creating an ideal future-state experience

Demographics shift. The business climate changes. Guest expectations evolve. One constant for Hyatt is its culture of care which is at the heart of its business strategy. Scaling an enhanced talent experience worldwide will allow Hyatt to enable colleagues to be their best and achieve business outcomes as Hyatt continues on its growth trajectory.

The team is now actively working to advance care for colleagues in many ways:

• A Global Leadership Performance Model that helps drive the behaviors that drive results creating a high-performing culture that can adapt to the changing business climate.
• A streamlined and improved candidate experience , including a redesigned applicant process, new on-boarding tools and resources, and an evolving new hire orientation program, that Hyatt anticipates to reduce source-to-hire time and increase retention .
• Diversity Business Resource Groups and the Global Inclusion & Diversity Council are helping to develop a robust pipeline of diverse leaders for the future to execute current and future business strategy, increase retention, differentiate Hyatt as an employer of choice and drive greater personalization of the guest experience.
• A New People Leader Curriculum provides new managers with a Talent Playbook that creates consistency across the organization, empowers leaders of people to make the right decisions for their teams , and brings clarity to the supporting systems and processes.

At the center of the work is an intense focus on:

• Eliminating key pain points  for colleagues so we  bring the right roles to the right people at the right time . Transparency around and opportunities for career growth and development, performance measurement and rewards.
• Simplifying HR programs and processes  contributes to a  shared understanding of responsibility for leading talent.  HR managers work closely with people managers to help them proactively build and develop their teams, with flexible customization to support distinct functions, hotels and regions.
• Expanding  talent and recruitment outreach to institutions in diverse communities  to drive an expanded, more diverse candidate pool, and in some cases identify  business development opportunities .

“Participating in CEO Action for Diversity and Inclusion, alongside PwC, has been a valuable part of Hyatt’s inclusion journey, particularly the collective effort of organizations to look at bias and to share challenges and best practices. Creating a sense of belonging and community is especially important in the hospitality industry for both our colleagues and our guests.” Tyronne Stoudemire, Vice President of Inclusion and Diversity, Hyatt

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Inside Starbucks: A Case Study on Talent Management

Starbucks, the brand synonymous with ‘coffee’ shines not just for its iconic drinks and unique experience but also for its exceptional talent management strategies. From innovative recruitment practices to a strong focus on diversity and inclusion, the cafe chain prioritizes building a workforce that reflects its values and serves its diverse customer base.

The company’s emphasis on continuous learning makes sure that employees are equipped with the skills needed to thrive in their respective roles. This case study explores the core elements of Starbucks’ talent acquisition, training, performance management, and succession planning methods.

Starbucks: A Brief Overview

Since its inception in 1971, Starbucks has grown into a global powerhouse, boasting over 32000 stores in 80 countries worldwide. This coffee giant has redefined the coffee experience, setting itself apart with its commitment to quality and community.

What distinguishes Starbucks is not just its coffee but also its culture, grounded in the mission to inspire and nurture the human spirit. This ethos is evident in the coffee giant’s core values, which prioritize creating a culture of warmth and belonging, ensuring that everyone feels welcome.

Starbucks' success is not solely measured by its revenue, which reached USD $29.46 billion in 2023 , but also by its impact on people and the planet. The company has made significant strides in sustainability, with initiatives like the Greener Stores framework and a commitment to reducing carbon emissions by 50% by 2030. This dedication to ethical sourcing and environmental stewardship positions the company as a leader in corporate responsibility within the coffee industry.

As it continues to expand, its dedication to quality, community, and sustainability remains steadfast. The Starbucks experience transcends borders and cultures, fostering connections that enrich lives worldwide.

Talent Acquisition at Starbucks

Starbucks' talent acquisition strategy underscores its commitment to excellence and inclusivity. This helps in setting a high standard in the industry. It leverages technology to access a diverse pool of candidates through innovative recruitment techniques.

The company's forward-thinking approach has yielded impressive results, with a global retail workforce boasting 53% gender diversity and 23.5% representation of people of color in retail and manufacturing roles. This achievement speaks to Starbucks' dedication to diversity and inclusion, setting a benchmark for others to follow.

Inclusion in Hiring Practices

• Starbucks places a strong emphasis on inclusion in its hiring practices. The company strives to create an environment where every employee feels valued and respected, regardless of their background or identity.
• This inclusive approach not only fosters a sense of belonging among employees but also enables the brand to better understand and serve its diverse customer base, driving business success.

Commitment to Learning and Development

• Central to Starbucks' talent acquisition strategy is its commitment to continuous learning and development. This further ensures employees have the skills and knowledge needed to excel.
• The company offers a range of training programs aimed at enhancing employees' skills and advancing their careers. On average, Starbucks employees receive 20 hours of training per year, a testament to the company's investment in its workforce.
• The coffee giant’s dedication to learning and development not only contributes to its success but also sets a standard of excellence in talent acquisition across industries, showcasing its thought leadership in the field.

Training and Development Programs

Starbucks’ commitment to excellence extends beyond its products to its training and development programs. These programs are designed to cultivate skilled and knowledgeable employees who embody the brand’s values.

Comprehensive Training Approach

• Starbucks' training programs are designed to be comprehensive and engaging. This makes sure that employees/partners are equipped with the skills and knowledge needed to excel in their roles.
• The company follows the 70/20/10 model of learning, where 70% of learning happens through on-the-job experiences, 20% through feedback and mentorship, and 10% through formal training programs.

Initial Training Process

• New partners undergo a thorough training process that includes the Starbucks Experience classes, covering the company's history, legacy of social responsibility, and culture.
• These classes are taught by dedicated trainers responsible for ensuring that each partner understands and embodies the Starbucks ethos.

Ongoing Training and Support

• Each store has a learning coach for new joiners. A partner who has shown a passion for training, to guide new hires through the Barista Basics hands-on training program.

Potential Enhancements

• Starbucks could incorporate video-based learning to provide a consistent learning experience across all stores and enable social learning among partners.
• This approach would further enhance the training programs, allowing the company to continue delivering exceptional customer experiences that keep customers coming back.

Overall Impact

• The training and development programs of the brand exemplify its dedication to its employees' success and its commitment to delivering outstanding customer experiences.
• By investing in its employees and fostering a culture of continuous learning, Starbucks has built a talented workforce that drives the company's success.

Performance Management

Starbucks' performance management is a strategic process, integral to fostering excellence, driving growth, and ensuring every partner is equipped to succeed. Unlike traditional reviews, its approach is continuous and inclusive. It emphasizes regular feedback, coaching, and goal setting to empower partners to achieve their full potential.

Some insights into Starbucks’ performance management are as follows:

• Continuous Improvement: The company's emphasis on continuous feedback and coaching helps partners understand their performance, recognize achievements, and identify areas for improvement. This culture of continuous improvement is key to Starbucks' success.
• Utilization of Performance Metrics: It uses performance metrics, such as customer satisfaction scores, to evaluate individual and team performance. These metrics ensure alignment with the company's goals and values, driving overall success.
• Inclusive and Transparent Practices: Partners are actively involved in setting their performance goals, fostering a sense of ownership and accountability. This inclusive approach promotes trust and collaboration, key pillars of Starbucks' organizational culture.
• Extensive Training and Development: The cafe chain provides extensive training and development opportunities. This makes sure that partners have the skills and knowledge needed to excel. The company is highly committed to partner development.
• Motivating Compensation and Benefits: Starbucks offers competitive compensation and benefits packages, motivating partners to perform at their best. This commitment to partner well-being further contributes to the company's overall success.
• Commitment to Partner Success: Starbucks' performance management system reflects its dedication to partner success. By fostering a culture of feedback, accountability, and continuous improvement, it ensures partners are engaged, motivated, and empowered to deliver exceptional results.

Succession Planning and Leadership Development

Succession planning and leadership development at Starbucks are integral components of the company's talent management strategy. These initiatives are designed to identify and cultivate future leaders within the organization. This ensures a strong leadership pipeline and a diverse and inclusive workforce.

The key aspects of succession planning and leadership development at Starbucks are as follows:

• Strategic Succession Planning: The company’s talent management strategy is deeply rooted in identifying and nurturing high-potential employees for future leadership roles. This comprehensive process ensures a consistent pipeline of capable leaders ready to assume key positions as they become available.
• Internal Promotion Emphasis: Starbucks strongly believes in promoting from within its workforce whenever feasible. This approach not only motivates employees but also cultivates leaders who possess a profound understanding of the company's culture and values, fostering continuity and stability.
• Diversity and Inclusion Commitment: Starbucks is dedicated to fostering diversity and inclusion within its leadership ranks. With 47% gender diversity and 18.5% BIPOC (Black, Indigenous, and People of Color) representation in corporate roles as of 2023, the brand is actively building a leadership team that mirrors the diversity of its customer base.
• Comprehensive Leadership Development Programs: Starbucks offers a diverse range of leadership development initiatives, including the Starbucks Leadership Experience program. These programs are designed to equip participants with the necessary skills, knowledge, and practical experience to excel in leadership roles within the organization.
• Cultivation of a Learning Culture: Starbucks promotes a culture of continuous learning among its employees. Through its tuition reimbursement program, partners are encouraged to pursue higher education and professional development opportunities, further enhancing their leadership capabilities.
• Commitment to Talent Nurturing: Starbucks' approach to succession planning and leadership development underscores its dedication to nurturing talent and cultivating a diverse and inclusive leadership team. By empowering its employees to succeed and grow within the organization, it ensures its continued success and growth in the future.

Starbucks' talent management strategy stands as a testament to the power of investing in people. From its innovative recruitment methods to its comprehensive training and development programs, the company exemplifies excellence in talent acquisition and management.

The company's commitment to diversity and inclusion is reflected in its workforce demographics, with significant representation of women and BIPOC individuals in key roles. This dedication not only mirrors the brand’s core values but also enhances its ability to connect with a diverse customer base.

Furthermore, Starbucks' emphasis on continuous learning and development underscores its belief in the potential of its employees. By offering abundant opportunities for growth and advancement, it ensures that its partners are equipped with the skills and knowledge necessary to excel in their roles.

As Starbucks continues to expand globally, its talent management practices will be instrumental in shaping its future. By remaining steadfast in its values and investing in its most valuable asset, its people, Starbucks is poised to uphold its legacy of success for years to come.

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Winning with your talent-management strategy

The allocation of financial capital has long been recognized as a critical driver of an organization’s performance. The value of managing and allocating human capital, however, is less widely known. But the results from a new McKinsey Global Survey confirm the positive effects of talent management  on business outcomes. 1 The online survey was in the field from November 14, 2017, to November 28, 2017, and garnered responses from 1,820 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. According to respondents, organizations with effective talent-management programs 2 We define an effective talent-management program as one that, according to respondents, has “effectively” or “very effectively” improved the organization’s overall performance. have a better chance than other companies of outperforming competitors and, among publicly owned companies, are likelier to outpace their peers’ returns to shareholders.

The survey also sought to uncover the specific practices that are most predictive of successful talent-management strategy. While there is no one-size-fits-all approach to the effective management of human capital, the survey results reveal three common practices that have an outsize impact on the overall effectiveness of talent management as well as organizational performance: rapid allocation of talent, the HR function’s involvement in fostering a positive employee experience, and a strategically minded HR team. The survey results also point to underlying actions that organizations of all stripes can take to cultivate these practices and thereby improve their talent-management strategy and organizational performance.

Why effective talent management matters

According to the survey responses, there is a significant relationship between talent management—when done well—and organizational performance. Only 5 percent of respondents say their organizations’ talent management has been very effective at improving company performance. But those that do are much more likely to say they outperform their competitors: 99 percent of respondents reporting very effective talent management say so, compared with 56 percent of all other respondents. 3 Figures were calculated after removing the 3 percent of respondents who answered “don’t know” when asked how their organizations’ performance over the past three years compared with competitors’ performance.

What is more, the effects of successful talent management seem to be cumulative. Like an overall effective talent-management program, the abilities to attract and retain talent appear to support outperformance (Exhibit 1). Among public companies, we see a similar effect on total returns to shareholders (TRS). At companies with very effective talent management, respondents are six times more likely than those with very ineffective talent management to report higher TRS than competitors.

Three drivers of successful talent-management strategy

To support these outcomes, the results suggest three practices that most closely link with effective talent management: rapid allocation of talent, 4 We define rapid allocation of talent as the fast or very fast movement of talent among strategic projects as priorities arise and dissolve. HR’s involvement in employee experience, and a strategically minded HR team (Exhibit 2).

Respondents who say all three practices are in place—just 17 percent—are significantly more likely than their peers to rate their organizations’ overall performance, as well as TRS, as better than competitors’ (Exhibit 3). They are also 2.5 times more likely than others to rate their organizations’ overall talent-management efforts as effective.

Rapid allocation of talent

Only 39 percent of respondents say their organizations are fast or very fast at reallocating talent as strategic priorities arise and dissolve —a practice that leads to a 1.4-times-greater likelihood of outperformance. And while it is well established that companies with rapid capital allocation are likely to see higher TRS , our findings show that the same holds true for talent allocation. At public companies that quickly allocate talent, respondents are 1.5 times more likely than the slower allocators to report better TRS than competitors. 5 Respondents who say their organizations have rapid talent reallocation are 2.2 times more likely than those who say their organizations have slow or very slow talent reallocation to report better TRS than competitors, as noted in Mike Barriere, Miriam Owens, and Sarah Pobereskin, “ Linking talent to value ,” McKinsey Quarterly , April 2018. The link between rapid allocation and effective talent management is also strong: nearly two-thirds of the fast allocators say their talent-management efforts have improved overall performance, compared with just 29 percent of their slower-moving peers.

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To allocate talent more quickly, the survey results point to three specific actions that meaningfully correlate with the practice (Exhibit 4). The first of these is the effective deployment of talent based on the skills needed , which has a direct impact on the speed of allocation. Respondents are 7.4 times more likely to report rapid talent allocation when their organizations effectively assign talent to a given role based on the skills needed.

Second is executive-team involvement in talent management. Respondents who say their leaders are involved in talent management are 3.4 times more likely to report rapid talent allocation at their organizations. The frequency of leaders’ involvement also makes a difference. At organizations that quickly reallocate talent, executive teams usually review talent allocation at least once per quarter (Exhibit 5). Finally, the results suggest that organizations where employees work in small, cross-functional teams are more likely than others to allocate talent quickly.

HR’s involvement in employee experience

A second driver of effective talent management relates to employee experience—specifically, the HR function’s role in ensuring a positive experience across the employee life cycle. Only 37 percent of respondents say that their organizations’ HR functions facilitate a positive employee experience. But those who do are 1.3 times more likely than other respondents to report organizational outperformance and 2.7 times more likely to report effective talent management, though our experience suggests that the HR function’s role is just one of the critical factors that support great employee experience .

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A couple of key actions underlie the HR function’s ability to ensure better employee experiences. One is quickly assembling teams of HR experts from various parts of the function to address business priorities. Just 24 percent of respondents say their organizations employ this characteristic of an agile HR operating model , and they are three times likelier than other respondents to report a positive employee experience. Second is deploying talent and skills in a way that supports the organization’s overall strategy. One-third of all respondents say their organizations’ HR business partners are effective at linking talent with strategy in this way, and those who do are over three times more likely than other respondents to say the HR team facilitates positive employee experiences.

Strategic HR teams

The third practice of effective talent management is an HR team with a comprehensive understanding of the organization’s strategy and business priorities. When respondents say their organizations have a strategy-minded HR team, they are 1.4 times more likely to report outperforming competitors and 2.5 times more likely to report the effective management of talent.

The factor that most supports this practice, according to the results, is cross-functional experience. When HR leaders have experience in other functions—including experience as line managers—they are 1.8 times more likely to have a comprehensive understanding of strategy and business priorities. Also important is close collaboration among the organization’s chief HR officer, CEO, and CFO . 6 Dominic Barton, Dennis Carey, and Ram Charan, “People before strategy: A new role for the CHRO,” Harvard Business Review , July–August 2015, pp. 62–71, hbr.org. Fewer than half of all respondents say those executives work together very closely at their organizations, 7 The question “How closely, if at all, does your organization’s chief HR officer work with your CEO and CFO?” was asked only of respondents in vice president and C-level roles. but those who do are 1.7 times likelier to report a strategy-minded HR function. The findings also point to the importance of transparency with all employees about strategy and business objectives. Respondents who say their organizations’ employees understand the overall strategy are twice as likely to say their HR team has a comprehensive understanding of the strategy.

In summary, effective talent management—and the practices that best support it—contributes to a company’s financial performance. No one approach works for every company, but the survey results confirm that rapid allocation of talent, the HR function’s involvement in fostering positive employee experience, and a strategic HR function have the greatest impact on a talent-management program’s effectiveness.

The contributors to the development and analysis of this survey include Svetlana Andrianova, a specialist in McKinsey’s Charlotte office; Dana Maor , a senior partner in the Tel Aviv office; and Bill Schaninger, a senior partner in the Philadelphia office.

They wish to thank Laura Lee, David Mendelsohn, and Trevor Young for their contributions to this work.

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Please note you do not have access to teaching notes, a case of talent management practices in motivating fast food service employees.

Publication date: 31 July 2017

Teaching notes

Subject area.

Food service management, human resource management, hospitality strategic management and, international business and management.

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Graduate students.

Case overview

The purpose of this case study is to determine whether the practice of talent management serves to motivate fast food service employees. It aims to determine employees’ perceived level of awareness and importance of talent management practices; current practice of talent management within the fast food service sector; and to assess the level of motivation of employees from talent management practices. The survey method employing the use of questionnaires was used to ascertain data from a fast food service establishment in Jamaica, a developing island destination located in the Caribbean region (Sinclair-Maragh and Gursoy, 2015). Jamaica is chosen for the study, as there has been an increase in the number of both local and international fast food entities over the years (Collinder, 2014). The focus on fast food service is important, as they have been providing employment to a significant sector of the population. This type of business operation is classified as a tourism related hospitality area (Purcell, 1996) and as indicated by Christensen and Rog (2008), talent management presents an intriguing opportunity for hospitality organizations to attract employees with requisite skills and experience. The industry is also challenged in maintaining motivated employees (Baum, 2008). Talent management can assist organizations that have long-struggled with high turnover rates and the ability to attract and engage employees that are considered assets and not liabilities. Lockwood (2007) points out that engaged employees are loyal, hardworking and passionate about their work. Motivation theory is used to provide theoretical support for the findings of the study. This is because behavioral theorists such as Abraham Maslow suggested that survival, safety, belonging and self-esteem are factors that can be used to motivate employees and Sigmund Freud believes that people need to be rewarded to get work done (Nohria et al. , 2008). This theory is plausible to the study, as it is postulated that talent management can enhance employee engagement, through highly motivated employees (Christensen and Rog, 2008). The study finds that majority of the employees understood the meaning of the term “talent management”. In terms of their personal and professional development, the employees believe that these are highly influenced by the organization’s culture. They pointed out that skills are usually developed through training, cross-training and succession planning. Financial assistance is given for further training and skill development. The performance evaluation process is used to identify employees’ specific skill. Although this is done, the majority has not been placed in other departments that would benefit more from their skills. Only 7.6 per cent reported that this was ever done. Employees’ emotional wellbeing is also important. Although majority of the employees (44.7 per cent) are happy about their work, they indicated that they could be motivated by coaching, mentorship and empowerment initiatives. Overall, the employees’ sense of belonging through their engagement and development, and self-esteem through their morale and competence are important to their motivation levels. They are also motivated when support is provided for training and skill development as explained by the motivation theory.

Expected learning outcomes

The learning outcomes are intended to guide the teaching-learning process and stimulate students’ understanding of the concepts of talent management specific to fast food service employees’ motivation. The case study is a useful resource for graduate students to enable and develop their critical thinking and solution-oriented skills. Students should be able to critically analyze the case and respond to the questions to garner and improve their understanding of talent management and its applicability in the fast food service sector. Further understanding of the concept can be derived from developing dimensions and measures of talent management that can be generalized to the food service sector.

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Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Subject code

CSS 6: Human Resource Management.

• Workforce planning
• Enterprise resource planning
• Employee commitment/motivation
• Employee participation/engagement
• Labour market/skills shortages
• Resource-based view/core competencies

Sinclair-Maragh, G. , Jacobs-Gray, N. and Brown-Roomes, N. (2017), "A case of talent management practices in motivating fast food service employees", , Vol. 7 No. 3. https://doi.org/10.1108/EEMCS-07-2016-0153

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Springer Handbook of Automation pp 1451–1458 Cite as

Case Study: Infosys – Talent Management Processes Automation with AI

• Parasuram Balasubramanian 3 &
• D. R. Balakrishna 4  
• First Online: 17 June 2023

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The IT industry has been a pioneer in the use of Automation and AI. Infosys, a global leader in next-generation digital services and consulting, has expanded the use of automation across their internal processes and offers these capabilities to their clients. One of their outstanding success stories has been in recruitment.

As a large-scale recruiter, the recruitment function at Infosys was complex, voluminous, and highly manual. From over 130,000 employees in 2010, the firm had nearly 260,000 employees in 2020. They were processing over 2,140,000 in 2020 that was 2.5 times the applications received in 2010. This created a tremendous workload for the recruitment team.

The automation journey of the Recruitment function at Infosys has been arduous. During their solution building, they were hit by new challenges arising out of a global pandemic in early 2020, when they had to suddenly move to a virtual environment. The disaster also created the need to expand their workforce as the number of IT projects grew.

The automation program was executed at speed to respond in time to the continuously changing landscape. It resulted in transformational changes, bringing both high efficiency and effectiveness. For example, the time taken from sourcing to making an offer is reduced by 86%. The project demonstrates the structured approach to discovering, developing, and democratizing AI and automation, thereby encouraging its adoption. Infosys continues to invest in the technology as they believe it plays a critical role in staying relevant to their clients by delivering industry-leading business solutions.

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Acknowledgments

We would like to thank Ashok K Panda, Anie Mathew, and Meghna Chatterjee from Infosys for their contribution in collating and curating this case study. See Chapter 46 for broader content of automation in data science, software, and information services.

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Parasuram Balasubramanian

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Shimon Y. Nof

Appendix 1: A Detailed Look at Major Activities and Their Intricacies

1.1 sourcing: raising hiring requests and finding resumes.

Hiring Requisitions, which were earlier created manually, are now automatically created by directly fetching data from talent indent tools. Job descriptions of common roles are predefined and auto-populated with recruiters having the option to manually intervene. Once a new job is posted, various sourcing channels are automatically updated.

Sourcing Applications: Earlier recruiters had to wait for candidates to apply or search and download best-fit resumes from different channels to create candidate profiles in internal system. With InTAP, resumes are uploaded in bulk, which are then automatically parsed for profile creation.

The integrated talent platform sends recruiters a list of AI-enabled recommendations of candidates picked from internal databases as well as external job boards. They are ranked in the order of their fitment to the job/skill with 95% accuracy. These candidates are matched for their skill, experience, location, proficiency, accreditation, and other criteria. The best candidates can then be tagged by the recruiter for the job. This cuts down nearly 80–90% of the sourcing time.

Candidate experience is also enhanced as most of the fields in application form are prepopulated.

1.2 Screening: Prescreening, Shortlisting, and Prescheduling

Prescreening: Weeding out duplicate applications, applicants from blacklisted companies, or alumni who do not qualify to be rehired was earlier done manually using excel comparisons. Removing exact duplicates is now fully automated based on AI logic with auto-rejections. Blacklisted candidates are auto-flagged based on organization policy. For rehires, system pulls past employment details from internal applications such as the separation tool and makes recommendations.

Screening: The resume parser throws up a list of recommendations and ranks them based on the match between candidate’s profile and job requirement. The ranking logic is driven by explainable AI, and an 80% match indicates high probability of the candidate being a good fit for the role. The parser has eliminated recruited team’s task of sifting manually through thousands of resumes.

Prescheduling: A background check is run prior to interview, to validate academics, check references and past employment history, and scan social media interactions, and liaison with specialized vendors. The Infosys Fraud Detector (IFD) plays a big role by using machine learning and deep learning-based Long Short-Term Memory and Feed Forward model for handling textual and numerical inputs, respectively. For fraudulent image detection, it uses Optical Character Recognition and Named Entity Recognition.

1.3 Interview: Scheduling, Panel Management, and Conducting Interviews

Interview scheduling: With on-campus hiring now moved to online platforms, InTAP offers the capability to organize large-scale hiring. Once hiring event is created in the system, it fetches relevant candidates and tags them to it. The platform matches slots between panelists and candidates. InTAP uses RPA to automatically schedule and trigger invitations. Automated reminders through messaging apps, SMS, and IVR can be sent to candidates to reduce cancellation and no-shows. RPA has significantly freed up recruitment team’s effort in scheduling.

The system sends an invitation to tagged candidates and a notification on messaging apps offering them to choose a slot for the event. Once slot is selected and assigned, candidate needs to submit minimum set of data for verification. Final invitation to the event with required details is extended to shortlisted candidates. System notifies panelists of their upcoming commitment and blocks their calendar. Details of candidates are shared with the panelists.

Vimmy Thaman , a candidate who got selected through the new recruitment process, says, “ Every step was intuitive, and I received timely notifications and reminders to ensure I did not miss my interview or any submissions. The virtual arrangements and management was so smooth that it made the onboarding process effortless. ”

Panel management and interview: Traditionally, recruitment was conducted in person at an Infosys campus. With virtual interviews, panelists now use an online interview platform that is integrated with recruitment portal for a seamless experience. Lobby feature keeps candidates engaged while they await their turn and provides visibility to the recruiter on the number of candidates waiting to be interviewed. Panelists validate the candidate by checking an identity proof and capturing photograph / screenshot of the screen. Gamification to create incentives for panelists is being considered, which can be integrated into the interview platform.

Puru Bhandarkar , Delivery Head of a Business unit, says, “ The virtual hiring process is seamless and smooth, and the collaboration between my resource planning team and recruitment team has now become much faster because everything is flowing through the automated InTAP system. Interview process has also become hassle-free with virtual mode, and InTAP is a great application that has resulted in considerable effort reduction for my team. ”

1.4 Selection: Offer and Acceptance

Offer: The talent acquisition platform runs the required algorithm to calculate compensation and benefit details and generate an offer letter to the candidate, who gets the option to reject or accept the offer online.

Acceptance: Once the offer is accepted, candidate is guided from the career site to the onboarding application known as Infosys Launchpad. The candidate data from InTap, the acquisition platform, is automatically updated into Launchpad.

Infosys also has an application exclusively for engineering students in India, called InfyTQ, that serves as a digital learning platform to create talent readiness at an industry level. It is an opportunity for the organization to groom and hire the future technology workforce of India. Students who qualify for hiring are seamlessly moved into the InTap platform.

1.5 Allocation: Onboarding, Training, and Project Allocation

Onboarding: Infosys Launchpad offers a one-stop onboarding solution to assist new joiners to complete formalities and guides them through their first few weeks at work.

The application focuses on information assimilation, seamless enablement across all systems, timely payroll processing, and preparing for day one at work with tools such as smart cards and access to all relevant work applications. As the application is prepopulated with data captured during interview and selection process, smooth and seamless experience for candidate is ensured. The application is highly configurable and can be customized as per organizational and country-wise policy mandates. Infosys Launchpad has significantly reduced time in payroll and ID card issue processes across different countries.

Syed Ahmed , Delivery Manager of a Business unit, says, “ With increased hiring this year and in the virtual post-pandemic scenario, the automated hiring process was a boon for our team to speed up recruitment and get skilled talents onboarded quickly to meet our client demands. What earlier took 50 days for us to onboard a new employee, is now completed in 10 days. ”

Engagement, training, and allocation: Once a part of the organization, an Infosys employee continues to be enabled with AI-based solutions that are highly employee-centric. InfyMe is an app developed as part of the “Employee Experience” program which allows employees to conduct key business transactions on the go. Culture-sensitive training modules are also embedded into their training plan. Employees can define their growth and aspirations as well as progress in their career. Earlier, learning, training, and accessing work-related applications were through multiple systems which was painful, and this is now entirely seamless.

Rushiraj Desai , who recently joined Infosys says, “ I applied for job opening in Infosys during the 2020 pandemic situation. I was doubtful about the onboarding process but at the same time had trust on digital capabilities that IT companies offer. Infosys, true to its reputation, completely digitized the whole experience - from applying for job opening, interview schedule, selection, onboarding & document submission for background verification. Launchpad is a great tool and easy to interact with, workflow is very well laid out for employees to submit all personal / professional data and necessary documents online. Great to experience that data and documents flow to internal finance and HR systems automatically. The 2-day onboarding program was also well organized & completely virtual from introduction to giving access to employees to Infosys IT systems/applications. ”

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Balasubramanian, P., Balakrishna, D.R. (2023). Case Study: Infosys – Talent Management Processes Automation with AI. In: Nof, S.Y. (eds) Springer Handbook of Automation. Springer Handbooks. Springer, Cham. https://doi.org/10.1007/978-3-030-96729-1_70

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Case study: Getting nonprofit talent management right

Can a nonprofit build a strong team culture when strapped for resources arpan's talent management practices present a way forward..

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Arpan is a nonprofit organisation based out of Mumbai that works on the prevention of child sexual abuse. When they started 15 years ago (in 2007), the team comprised three people. For the first six years (up until 2013), the team had 18 people and no firm HR processes or policies in place. Over the last 10 years, however, they have added another 120 members (bringing the team strength close to 140) and increased their budget 14-fold—from INR 1.2 crore in 2013 to approximately INR 16.5 crore in 2023.

At the heart of this growth is their intentional and continuous investment in people.

Pooja Taparia (Founder, CEO) says that some of the drive to think about HR came from the team itself. “We had started loosely thinking about HR in 2011 when the team began to grow. We sort of recognised the need to put some processes in place; the team was asking questions, but we didn’t have any answers. I don’t think we even had a proper appraisal system at that time.”

This is where Hemesh Sheth (Director, Support Operations) came in. He joined the organisation in 2013 and started looking at HR and finance seriously. Until then Pooja had mostly worked on these functions alone, sometimes with the help of consultants but never with a full-time dedicated team member. Having Hemesh join has allowed the team to grow, processes to become more structured, policies to become more robust, and ultimately impact to happen at a scale that would not have otherwise been possible. (In fact, Arpan has been awarded the Great Place to Work Certificate for five years in a row.)

Here’s how they did it.

Covering the basics and starting early

At a foundational level, Arpan made sure that they kept up with all the laws in the country. Pooja says that as the laws in the country changed, the organisation incorporated all of them. For instance, when the laws around pregnancy and parenthood were amended—with paid maternity leave increasing from three months to six months, and the introduction of paternity leave and miscarriage benefits law —Arpan included the changes in their HR policies. The organisation also has a POSH committee and child protection policy , which are both legally mandated and critical for a team doing the kind of work that Arpan is engaged in.

However, in addition to following the laws around HR, what sets Arpan apart is the discretionary benefits they provide their team members. All staff are given an annual training allowance so that they can upskill, and a therapeutic allowance, which permits them to invest in their own well-being. Both these provisions have been in place for over a decade now, much before it became standard practice at most other organisations.

Given the difficult nature of the work Arpan does, there are high chances of burnout—which is why they offer the therapeutic allowance.

Hemesh says that this focus on team well-being and skill building is a result of Pooja’s belief in the importance of mental health. “She keeps promoting counselling, even in our quarterly reviews. Now, on a quarterly basis, we have started tracking how many people are availing this allowance and how it is benefiting them, while respecting their privacy of course.” Arpan provides INR 1,500 per month as therapeutic allowance to every team member.

Pooja says that given the difficult nature of the work Arpan does, there are high chances of burnout—which is why they offer the therapeutic allowance. Despite this, not everybody takes it. People don’t understand the need for self-care. “I guess it’s a cultural thing, and especially because the majority of us at Arpan are women, we don’t take care of ourselves as individuals. It’s always the children, the family, everything else becomes more important, and then eventually burnout happens,” she says.

Building a second line of leaders and investing in a leadership pipeline

Unlike many other organisations, Arpan started building out a second line/director level early on in their journey. In 2014, the organisation brought on senior leaders to look at programmatic as well as support functions such as HR, finance, and monitoring and evaluation. The organogram changed as a result.

With a senior leadership team came in hierarchy. While for the first four years Arpan maintained a flat organisation structure, they soon had to think about who would report to whom and what was the best way to organise the team. And as the organisation has grown, the organogram has continued to change.

Having seven to eight people at the director level is critical to building resilience in an organisation.

“We’ve worked towards making the senior leadership stronger. Usually at a team size of 140 people, most nonprofits will have a maximum of two to three people [at the director/senior level]. We have seven to eight people at any point in time. This is critical if we are to build resilience in an organisation, so that if one person leaves there’s another who can take on the role in the interim and make sure that nothing drops. We also realised that when we have senior people focused on a specific vertical, the amount of time invested in it is far greater. This explains our exponential growth over the last decade,” says Pooja.

From 2009 to 2018, Arpan grew their personal safety education programme 20x to reach 40,000 children, parents, and teachers. The number of cases they dealt with increased by 30x, and they started providing training and capacity building for teachers and nonprofit professionals throughout India. From working with 1,000 people in 2015, they now train 35,000 people across the country.

Both Pooja and Hemesh say that Arpan’s ability to do many things simultaneously without diluting quality was possible because it had such a strong leadership team. Investing in team members with significant years of experience allowed them to monitor their work thoroughly, think critically, and invest in building the capacities of people who deliver on the ground. For example:

• Arpan’s content and curriculum now has a team of its own, which allows them to build the right, age- appropriate pedagogy for delivering personal safety education to children.
• Research, monitoring, and evaluation is a separate team as well. “We brought in a person at the director level about six years ago. And today, our research, monitoring, and evaluation team has 13 members. Earlier, this was a part of the programme team; we separated that out. Now, as a result, we have continuous evidence being generated to support programme strategy. This helps us make sure we’re on the right path in trying to solve the issue of child sexual abuse.” 
• In addition, in 2019, Arpan brought on a fundraising director. Prior to this, Pooja was doing all the fundraising with support from Hemesh. But with the director on board, they have been able to focus on better donor management and getting new funders. As a result, their budget has doubled.

Pooja says that all of this has been possible because they have different people leading focused and diverse aspects. “Everyone is concentrating on just one or two things and not trying to do everything, because you just can’t do everything.”

Both Pooja and Hemesh talk about how important it is to make the right senior hires. “Cultural fit is important as we recruit across levels but it is even more critical when we are hiring senior people. In their case, the recruitment process is intense and takes time,” says Hemesh. The board is involved, the candidates have to take tests and interact with both the team and their future peers. “It’s a lengthy process, and sometimes we have gone wrong, but largely we’ve been fortunate with the senior people we’ve hired,” says Pooja. At Arpan, recruitment takes an average of two to three weeks for a junior team member and six to eight weeks for a senior team member.

Providing learning opportunities

Arpan has an annual training allowance (INR 5,000 for the first year of joining, and this amount increases every year) that encourages team members to continually invest in skill building. This can be used by individuals to upskill themselves in any area that is relevant to their role in the organisation.

In addition, Arpan creates several learning opportunities within the organisation. One of these is getting the team to do case study discussions. Pooja facilitates the HBR case studies from Dasra’s leadership programme ( DSILP ), using these to expose the team to a range of learnings and insights from other organisations on leadership, talent management, strategy, and more. “We really believe that we can’t do good work without building people’s capacities. Additionally, this will enable them to grow into the next leadership position that they are aspiring for,” says Pooja.

Senior leaders conduct capacity-building sessions for the entire organisation on diverse topics.

The organisation also provides coaching to managers and senior leaders. Pooja says it helps them handle the day-to-day issues around people, conflict, etc. Senior leaders in turn conduct capacity-building sessions for the entire organisation on topics as diverse as finance and advocacy with the government to fundraising and monitoring and evaluation. These are open to the whole organisation and aimed at helping them understand areas they don’t work on.

Lastly, Arpan uses a number of strategies to boost team morale. Some of these include an annual Appreciation Day (where team members acknowledge and appreciate one another’s contributions), rewarding good performance through awards, and reimbursing all team members (both in the field and in office) for expenses related to travelling to and from work.

Recognising that culture is critical

Arpan’s culture is built on team values. Hemesh and Pooja both highlight how important it is to be clear on your organisational values and to ensure that they are constantly reiterated. At Arpan, they organise a teamwide session on culture, values, and philosophy every year. This session is not just a PowerPoint presentation. “We divide people into groups and take on practical real-life challenges. And we use these to see what values people exhibit while working,” says Hemesh. In addition, the conversation around values gets reinforced at the time of induction when a new person joins, and then again during quarterly reviews.

“The real test for organisational values is whether you are demonstrating them in your day-to-day actions and decisions. Do they form the principal basis of your work? Constantly communicating this and reiterating it to the team is critical. That’s why an employee’s alignment to Arpan’s value culture is also incorporated in the organisation’s performance management metrics,” Hemesh adds.

Facing the challenges

Investing in people is not without its challenges. According to Pooja and Hemesh, the two biggest ones Arpan has faced, and continues to face, are managing individual growth and compensation.

1. Employee growth

A challenge that many organisations encounter as they grow is, what happens when people who were part of the initial team—the pillars of the organisation who carry the legacy—are unable to skill up as the organisation expands?

These are the employees who are dedicated, loyal, and very passionate about the cause and the organisation. However, as the organisation grows, while some manage to learn the new skills needed to grow in their careers and move up to become managers, there are several others who struggle, and a career path within the organisation becomes difficult to envision. This can be frustrating for both the employees and the leaders. “They want to move to the next level, but are not able to because whatever potential they have might be exhausted, or they are not willing to upgrade themselves. So you’re not able to give them the next jump in grade because they don’t have the skills to function there,” says Hemesh.

“We’ve tried giving people options. One is to work in different teams, so that there is a change in role—it helps break the monotony. Sometimes we realise that while a person might not be able to scale up to be a manager, they can contribute very well individually. So we carve out roles that allow them to do that. We try all these things because we really want to retain them since they are absolute assets. But we can’t always manage it,” says Pooja.

Hemesh says they also encourage these team members to use their annual training allowance to build skills. “It’s tricky. You don’t want to lose them but it’s also partly an individual’s responsibility to gear up for organisational growth and opportunities.”

2. Compensation

Benchmarking salaries in the sector is difficult. There are some compensation studies , but Pooja points out that it’s difficult to refer to them because salaries in the sector vary significantly based on the work organisations do, their location, team and budget size, and more.

“Finding a benchmark to see where you are on the compensation spectrum has been difficult. There are always some employees who are unhappy because they think other organisations are paying more. Arpan pays really well, and we’ve tried to be on the high end of the spectrum because our area of work is difficult, but this has been a constant challenge,” says Pooja.

Hemesh says that they try to benchmark themselves with organisations who work on child protection as they probably have a similar structure, despite the fact that most of these organisations aren’t as large as Arpan. “Because we can’t compare ourselves to funding organisations or CSR salaries,” he says. Despite this, Arpan has faced pushback on the need to have so many senior leaders, and ‘high’ salaries across the board. “They compare us to nonprofits doing other work and say our leadership salaries are very high. A CSR funder even used that as a reason not to fund us this year,” says Pooja.

Arpan’s advice to nonprofits

1. recognise that people are your biggest assets.

Pooja says that taking care of people in your organisation should be the number one priority. “When you take care of your team, the work that they go out and do is also better. This culture of care passes on to the people you serve. If you want to do quality work on the ground, make sure that your team feels respected and cared for.”

2. Invest in senior leadership

Getting the right people on board, even if they come at a higher cost, is absolutely critical. Pooja says that senior leadership salaries (for example, that of programme director) should be built into the programme budget. “Yes, it might rock the boat a little bit with different people being paid different amounts, but a market correction can be made for current employees in the next financial year to bring them up to par. Your programme expenses will increase but if you want impact, it has to be done. Skilled people with experience are necessary.”

Once these senior leaders are on board, the organisation has to invest time in integrating them with the rest of the team, supporting them to make decisions, and giving them what they need to carry out their roles successfully.

3. Create open communication channels, seek feedback, and act on it

Having feedback processes in place, hearing what employees have to say, and taking their inputs seriously is critical. “We are constantly asking our team what we can do better. If the intent of a nonprofit is to make it a great place to work and retain people, we need to make sure that the environment is such that people enjoy working in your organisation. Equally important is constant communication with the team, telling them that ‘these were suggestions you made and this is what we’ve put in place’.  Arpan has done this in different ways.”

Just like the Great Place to Work initiative has an anonymous suggestion/feedback form, Pooja administers an anonymous feedback form separately at Arpan. Moreover, she does skip levels with the entire team once a year. “Last year our HR consultant also did a feedback process at the manager and director levels. So constant feedback mechanisms are introduced and we are continuously hearing from the team.” 

4. Put HR processes and policies in place

In smaller organisations, things work even if there isn’t much structure to activities and work. But Pooja says that the minute you start growing and hit the 20-employee number, it’s important to put HR policies and communication processes in place.

“I feel the biggest angst employees can have is ‘this is not fair to me’. But when you have set processes and policies, the message that goes out is that ‘this is for everybody’. That clarity is really important. Whether it’s about induction, recruitment, or termination, whether it’s about leaves or compensation—everything must be documented in a structured HR document that everyone has access to, and it should be reviewed periodically and communicated.”

Arpan’s advice for donors

1. look at the work, and not the salaries.

Pooja says that funders must look at the work that an organisation is doing instead of nitpicking salaries, questioning why they have so many senior leaders, or why they need to spend on training and capacity building. “We’ve been lucky as we’ve not had many funders question our salaries. But I see it happening more and more, especially with CSR funders. I want to tell them, ‘Don’t question the salaries. Instead, look at the work that’s happening. And if you think there’s a mismatch, that the work is not good or impactful but the organisation is still paying well, then you have every reason to question. But otherwise please trust the organisation.’ Also, for an organisation to continue to do the good work they’ve been doing at a larger scale, the team’s skills and capabilities need to grow. So investing in building the capacity of the team is critical as well.  Which means that donors must not second-guess their grantees’ costs on training and capacity building.”

2. Invest in long-term funding

Once donors have worked with a nonprofit and seen the impact of their work, they should actively consider long-term and core funding because it helps plan capacity and expenses better. This is especially important when an organisation is building a strong leadership team.

“If you want to get a senior person on board, one-year funding isn’t helpful. Funders must be willing to commit for three years. This allows us to hire leaders with experience who can take the organisation to the next level,” says Pooja.

About Pooja and Hemesh

Pooja Taparia is the founder and chief executive at Arpan, a nonprofit working towards the elimination of child sexual abuse in India. She is also on the board of Sol’s ARC, which addresses the challenges experienced by struggling learners and works towards improving their life outcomes.

Hemesh Sheth is a senior management professional with more than 25 years of experience in establishing strong sales and distribution networks, team management, business development, leadership, and building organisations. He has hands-on experience in business planning, operations, and team building. He has been associated with Arpan for more than a decade and leads the support operations team, which consists of finance, human resources, administration, and IT functions.

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• Read this article to learn how organisational culture affects talent retention.

What does it mean to build a strong team culture at a nonprofit organisation? How can you do so when you are strapped for budgets and resources? And why is […]

Devanshi is co-founder and director at IDR, where she oversees audience growth, dissemination, global partnerships, and talent.In six years since IDR's launch, she grew the organisation's digital audience 82X times to 10 million people monthly, making it the largest independent media platform in Asia.

Smarinita Shetty is co-founder and CEO at IDR. Prior to IDR, Smarinita worked at Dasra, Monitor Inclusive Markets (now FSG), JP Morgan and The Economic Times. She also co-founded Netscribes–India’s first knowledge process outsourcing firm. Smarinita has a BE in Computer Engineering and an MBA in Finance, both from Mumbai University.

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Related Papers

Asian Journal of Business and Management Sciences (AJBMS)Vol . 1 No. 4 Year 2011

Bidayatul Akmal Mustafa Kamil

This research was carried out using method of interview among selected human resource practitioners of six Malaysian companies. This research explores talent management practices particularly on the implementation and the effect of the practices on employee engagement and retention. It was found that talent management is considered as the strategy of organization to retain employees. The strategy involves the human resource activities such as recruitment, selection, training and development and performance management. The engagement and retention talented employees needed in order for an organization to success and improve performance. In highly competitive market, having the right employees is the way to ensure organizational succeed. The impact of this research will create an opportunity to develop talent management strategy. It is expected that the identification and development of talent management strategy would result in additional benefits for the organization and its employees.

Refereed paper submitted to the Leadership, Management and Talent Development track of the 16th International Conference on HRD, University College Cork, Ireland, 3rd-5th June 2015.

oghale ayetuoma

Abstract Purpose: This paper reports the preliminary results of a study looking at how three organizations in the UK public and private sectors identify high potential employees. Specifically, the paper looks at how talent is constructed and identified and the barriers and challenges encountered with talent identification from the perspectives of both management and ‘talented’ employees. Design/methodology/approach: Three in-depth case studies involving multiple informants in the Civil Service, local government and retail were written based on 21 interviews with HR/Talent & leadership development managers as well as managers on talent schemes. Additional data was obtained from corporate documentation. Findings: All three companies had different drivers for talent management which influenced the constructions of talent used and frameworks for talent identification. The civil service and retail sectors used a categorising tool that enabled a common language for defining potential and facilitated identification practices. Despite this, definitions of potential and competency frameworks in both the retail and civil service sectors differed as well as their processes for identification. The challenges and barriers to talent identification appeared more similar than different but notably and in contrast to the public sector (the civil service and local government) which had an exclusive talent management practice, the retail sector operated a more inclusive talent strategy which was driven by a culture of openness, honesty and a rigorous talent identification framework. Research Limitations: Talent management practices were mostly in their start-up phase being two to five years old and still evolving. Inclusion of the views of employees not in the talent pools would create a broader perspective on the process of identification. This paper reports work in progress and further analysis of case data is continuing. Originality/value: This empirical study contextualises talent definition and identification practices from the perspectives of HRM specialists, line managers and high-potential employees. Since the majority of research on talent management concerns practices from the U.S. or Multi-nationals, this study adds value to the limited research on talent management outside these contexts. Keywords: Talent, talent management, talent identification

jeevan Jyoti

Talent management (TM) has received lots of attention of academics, practitioners, researchers, scholars, and competitive firms in recent years, but there are many gaps left for further theoretical and empirical development. One of gap is lack of clarity of definition of TM, and the ongoing debate about whether it is merely repackaging of already existing human resource management (HRM) practices or a new concept. In this context, this paper concludes that TM practices are distinct from the traditional HRM practices. The authors have consolidated the existing literature on TM for designing an integrated model of TM including its antecedents and consequences. The study calls future research to empirically test the derived propositions. The paper includes various theoretical, economic, managerial, and future research implications.

Asia Pacific Journal of Human Resources

Sharna Wiblen , David Grant

This paper addresses the Talent Management challenges in Public Sector of India. Initially, the paper will discuss both the public and private sectors to identify the ongoing challenges and limitations taking place currently. The paper will then address how these challenges are interconnected with the problems occurring in different states of India on a regional level. Measures of recruiter competency and organization's position in having a say on the recruitment of the individuals both directly and indirectly will be observed. The methodology used is both quantitative and qualitative as it will help in getting a better information on the hiring policies and practices in both private and public sector and thus, be able to give a better overview of the deficiencies in the public sector over private sector along with looking at the drawbacks in their policies and procedures. Finally, our research will provide a better understanding on talent retention, management and acquisition practices with the needed methods required to make the best selection of the right candidates for the right position; along with suggesting the scope of further revision of the talent acquisition practices among public sectors to meet the challenges and demands from the private sectors.

Human Resource Management Journal

Revista Acadêmica Ciência Animal

O objetivo deste estudo foi determinar os efeitos da inclusão de grãos secos de destilaria (DDG) de milho sobre os parâmetros de termorregulação de frangos de corte. Utilizaram-se 700 frangos de corte da linhagem Coob 500, machos, com 1 dia de idade, distribuídos em um delineamento inteiramente casualizado com cinco tratamentos, sete repetições e dez aves por unidade experimental. Os níveis de DDG estudados foram 4, 8, 12 e 16% de inclusão nas dietas, além do tratamento controle sem inclusão. No final de cada fase de produção (7, 28 e 42 dias de idade) foram coletados os dados relacionados às variáveis termorregulatórias das aves. As médias obtidas a partir dos parâmetros avaliados foram submetidas à análise de variância a 5% de probabilidade, utilizando-se o programa SAS. O índice de temperatura e umidade (ITU) se apresentou na faixa de 68,49 a 71,65 durante o tempo de produção. Não houve efeito (p > 0,05) para as variáveis, temperatura cloacal, temperatura média corporal, tempe...

The Journal of Indo European Studies

Stefan Zimmer

JURNAL WIDYA LAKSANA

I Wayan Redhana

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Dr John Sullivan Talent Management Thought Leadership

Latest article, the dumbest reasons for rejecting job applicants (questionable rejection factors that hurt hiring results).

April 14, 2024

How many of your qualified candidates are being rejected for these questionable reasons?

Article Descriptors | Recruiting /rejection factors – How to – 4 min read

It’s no secret that most hiring processes suffer because they are mostly intuitive and use assessment factors that don’t predict new hires’ on-the-job performance. As a result, new hire failure rates average 46%.

One primary contributor to this ridiculously high failure rate is the use of questionable “knockout factors” that result in the instant rejection of a candidate. Of course, it’s okay to reject a candidate because they don’t meet one of the critical job requirements. However, you will unnecessarily lose a number of great candidates when you reject them based only on a highly subjective knockout factor that does not even appear in the job description.

Those questionable knockout factors include being overqualified, first impressions, and cultural fit. 

The Dumbest Reasons For Rejecting Otherwise Qualified Candidates 

Below are the 5+ dumbest reasons for rejecting a job applicant. The ones that cause the most damage appear near the beginning of the list.

Rejected because the candidate was “overqualified”

Rejecting an overqualified candidate can be illegal because, in practice, it means periodically rejecting older applicants who are often the most qualified.

Rejecting the overqualified happens more often when there is a large candidate pool. When managers can be choosy, it is not unusual for them to reject candidates that exceed the job qualifications. This dumb rejection is based on the faulty assumption that a candidate with excessive capabilities will likely quickly get bored and set a bad example by loafing. Or based on the assumption that they will quit the minute they come across a better opportunity that more closely matches their qualifications. Some managers also worry about the possibility that the differences in qualifications will create friction with other teammates. 

• Why overqualified shouldn’t be a rejection factor – first off, managers shouldn’t use overqualified as a rejection factor. Because it carries with it the real threat of age discrimination complaints. Next, if you couldn’t justify the rejection of a 7ft 4 basketball player because they were “too tall.” Why would you even consider rejecting an overqualified candidate for a moment? Therefore, hiring managers should view an overqualified applicant as an opportunity. In addition to their own higher performance, a properly coached, overqualified new hire can be a productivity booster for the whole team (if they agree to coach and train their teammates). And if their manager proactively keeps them engaged and shows them a path to a promotion, any turnover concern should go away.

Rejecting a candidate based on their “cultural fit”  

One of the most common assessments made by managers is the cultural fit of the candidate. Where cultural fit covers how well a candidate is likely to blend in or fit with the current team.

This dumb rejection is based on the assumption that candidates who differ significantly in values, attitudes, and behaviors will end up disrupting the cohesion and smooth operation of the existing team. Because they will quickly realize that they don’t fit, they are also likely to become an early turnover statistic.

• Why cultural fit shouldn’t be a rejection factor – research has revealed that there are multiple problems related to using cultural fit in hiring. Including the fact that “fit” is poorly defined and that untrained managers are not good at accurately assessing it. It should also not be used because it is not a good predictor of on-the-job performance. It turns out that fit is not often a problem with new hires. Because top candidates are almost always able to adapt to a different team or company culture. Next, realize that if your goal is to increase diversity in hiring, using fit as a rejection factor certainly won’t help. Fit is almost always highly discriminatory because it frequently screens out diverse candidates (who are, by definition, different). Even knowing that you assess cultural fit may by itself scare away some diverse applicants.

Rejected because the candidate exhibited “bad body language”

Even when a candidate scores high in each of the major job qualification areas. The manager may still reject them when their body language doesn’t meet their expectations. This dumb rejection is based on the assumption that body language during an interview is an indicator of what the new hire will be like on the job. 

• Why body language shouldn’t be a rejection factor – the primary reason not to use body language assessment (like eye contact, hand gestures, and body posture) is that these assessments are not valid indicators of the future behaviors, attitudes, and capabilities that the candidate will actually bring to the job. It is also not an accurate assessment tool because there are no fixed descriptions of good and bad body language expectations. The “good expectations” are often discriminatory because they are modeled after how a white male would normally act during an interview. As a result, most of these assessments unfairly hurt the chances of female, diverse, and international candidates. Another limiting factor is that managers haven’t been trained on how to assess body language accurately. Finally, the view of the candidate’s body is limited during remote interviews. The body language assessment of a candidate will vary depending on what the interviewer can see.

Rejecting a candidate based on the manager’s “first impressions”  

First impression assessments are common because busy hiring managers often take the easy road and make their hiring decisions based almost exclusively on their first impressions. Managers often feel comfortable with this type of assessment because they haven’t been educated with data showing that first impressions are not an accurate predictor of on-the-job success.

Why first impressions shouldn’t be a rejection factor – in fact, one researcher labels it as “the #1 cause of hiring mistakes.” These impressions are a bad rejection factor because they are highly influenced by unconscious biases. And many managers inaccurately assess first impressions. Once again, managers are not even trained on how to assess and judge first impressions accurately. Another problem is that these first impressions are often limited to non-job related factors, which may also be discriminatory. Including a candidate’s greeting, handshake, dress, physical size, and how old they look. Of course, all of these problems don’t mean that you shouldn’t assess first impressions. However, it does mean that this first assessment must be supplemented with many additional impressions that are gathered throughout the hiring process.

Rejected because the candidate’s performance was “too perfect”  

Although it’s not common, there are managers who reject final candidates because their interview performance was “just too perfect.” And even though doubting perfect interview performance runs counter to the basic goal of hiring (which is to hire the best person). This dumb rejection decision is usually based on the not-always-true premise that the candidate outperformed during every interview. Not because of their superior capabilities but because their performance was a result of their “extensive practicing.” 

• Why being too perfect shouldn’t be a rejection factor – the most desirable candidates prepare for everything. And in the cases where a candidate is suspected of “over-preparing.” The hiring manager needs to realize that this could be a result of either a strong interest in the job or the fact that they over-prepare for all important tasks (a good thing). And if you’re concerned that a candidate may only be good at interviews, but not at the job. During your interviews, verbally give them a challenging work problem to solve.

Rejecting a candidate based on “their generation”

Managers on either the older or younger end of the age spectrum often feel that they don’t understand or know how to manage candidates from more distant generations. They might also be worried that when they hire from generations that differ from those of the existing team, the different generations won’t be able to get along. 

• Why a candidate’s generation shouldn’t be a rejection factor – those who define generations do it by age. Making decisions based on age is problematic because it is often discriminatory. Everyone should, in all cases, avoid relying on stereotypes because generational descriptions clearly assume that the available descriptors of the different generations are narrowly based on American middle-class stereotypes. As a result, the descriptors won’t be accurate for candidates from different genders, cultures, religions, and countries. So, instead of even considering stereotypes. The best practice is instead for the manager to learn whatever they need to know about each individual candidate during the hiring process. And a candidate should be selected or rejected based on that individual profile. It’s also important to realize that there’s plenty of evidence to show that teammates from different generations can and do adapt and learn to work with each other.

Final Thoughts

Although it’s common for hiring managers and recruiters to use a single “knockout factor” to completely eliminate a candidate. Instead, I urge caution in the use of any single “you’re out” factor. Because even the use of something, like having a criminal record, as a knockout factor, can have severe legal and discriminatory implications. So, my advice is to consider only factors that are clearly job-related. And those factors that predict on-the-job success. Instead of weighing them as a knockout factor, only assign these questionable assessment factors the same weight as other primary assessment factors. 

Author’s Note  

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