Equal Pay for Equal Work

EQUAL-WORK-EQUAL-PAY

 

Constitution of India as well as ILO (International Labour Organization) are clear about human dignity and fairness in rewarding workers. In spite of all these provisions, various studies have shown that there is a gender pay gap. Women workers tend to earn less than their men counterparts in many industry sectors. The phenomenon is pronounced clearly in industries such as textile, construction, entertainment and agriculture. Women’s day celebration has become a lot more wide-spread, yet the basic principle of fair reward and human dignity continue to be global issues.

Our belief system has to be revamped first

It is easy to say that equal pay has to be implemented. However, it is not possible to apply the principle on the ground because the business owners and senior managers do not believe that women and men can produce equal output. Many a times, they do not have a clear measurement system, rather they go by their mental measures. Further, they believe that a woman is weaker than a man and has many limitations that disables her to produce an output same as a man. These deeply-seated beliefs come on the way of implementation of equal pay for equal work.

If we have to eliminate the gender pay gap, we have to change this belief and make them accept the fact that a woman can produce the same output as a man in the same role.

Demand-Supply issue

Women by their physical being, need breaks from work for maternity and baby-care. Many a times, they share a large share of the responsibilities at home such as elder care, keeping the home tidy, cooking and so on. Thus, they face challenges to balance their time and focus between work and family. Workplaces which can find viable alternatives in staffing themselves will have less demand for employing women. Given the sluggish demand for women workers, it is likely that the principle of equal pay gets compromised. Just economics!

A large part of our population is still below the poverty line in spite of several well-meaning measures taken by the Government. There is a supply of blue collar workers from these families. Sometimes, there are women who are trying hard to get back to work after a hiatus. More often than not, these women are well-qualified and have relevant experience. Still, it is not easy for them to find meaningful work. In all these cases, they are willing to settle for a pay which might be lesser than the fair pay. Again, this is just economics of short-term gains.

Many small enterprises find it expensive in the short term to provide the statutory benefits to women such as paid leaves on maternity. So, they tend to mitigate the risk of such payments by paying lesser to women. Effective social security programmes can take away this responsibility from employers and hence, make it a level playing field for employment for any gender.

Measure Work

Many employers think that women produce lesser than their men counterparts. This is male chauvinistic thinking. There are many cases where women produce higher than men. Industry sectors such as manufacturing, assembly shops, electronic and electrical products, luxury goods, consumer products, education, science which employed only men just a few decades ago have increasing number of women working there. Old norms have to change if we can quantify work and measure them. Employers must find ways of doing this. They may be surprised to find many men working there might be less productive than the women. It could be a paradigm shift in their thinking.

Pay must be a reflection of the work output delivered now and the potential delivery in future. It cannot be a reflection of one’s gender, faith, whims and fancies.

Ref: http://www.cielhr.com/equal-pay-for-equal-work/

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Care about Candidate Experience?

ciel blog - candidate experience

Organizations focus on customer experience and the moment of truth. They invest substantially to deliver superior experience to a customer – prospective as well as existing. It is the employees of the organization who make the difference right from the stage of design to delivery of the product or the service. Attracting the right-fit employees is the first challenge and then, keeping them motivated for a long time is the next challenge. That brings us to the topic of Employer Brand. The stronger this brand is, the easier and economical it is, to attract and retain talent. Like reputation and credibility, employer brand takes time to build. Top leaders of the organization wrestle with all long-term issues and hence, this is one such topic that ought to find time in the Board room. Today, it is yet to find a place on the table because not enough has been done to measure the lost opportunity and the hidden treasure.

Are we attracting the best?

Place an advertisement for an open job and check the response. In most parts of India across sectors, we find many applications. But, are they the best that we can get? More often than not, the best talent doesn’t come forward to apply for a job unless you or the hiring manager is a talent magnet.

Organizations have hiring plans and they have to fill the vacant roles within a certain period of time. The recruiters within the company and the agency partners muster all energies to get people on board. The question remains if we are getting the best. Is the hiring engine well-tuned to pick the best?

One of the recent works of research, CIELWorks 2018 shows that employer brand is the 2nd most important challenge before the recruiters while attracting talent. Given the growth of an economy, talent is the competitive advantage that can potentially differentiate the performance of an organization from another. So, the best efforts must be done to attract the best!

Do your top employees receive many headhunting calls? Do you find a very few people in your industry to be better than your employees? Do your customers offer great reviews about your employees? If it’s YES all the way, you are doing well!

Devil lies in the details

Like we are concerned about the moments of truth with our customers, we need to be thinking of the moments of truth with the candidates. Their journey starts right from the time someone speaks or emails them about an opportunity. The candidate does some background work before he or she decides to pursue the opportunity. If it is a top talent, one is likely to deep-dive to understand more about the opportunity. The information about our organization, our top leaders, our plans, our ex-employees, vendors, clients and current employees are all available on the internet. The conversations that we are having with the others and vice versa leave behind trails which are moments of truth for a potential hire. Do we know if they are reflective of who we are? If not, do we do anything about it?

Does the hiring manager take the interest to brief the recruiters who are going to look for candidates? If the recruiters are going to the talent market with a generic job description, we cannot attract the best. Neither can we provide a realistic idea of who we are, what the job is and how the career is likely to shape. Job description document is something created by the HR team sometime in the past to comply with some requirements. That doesn’t describe fully what the line manager is looking for. Most organizations make the mistake of sending out a sample job description to many recruiting agencies. As a result, recruiters play the game of ‘fastest finger first‘ to churn out a few candidates. Naturally, candidates get half-baked or incomplete information about the opportunity. The best-fit might decline it and the organization makes a compromise hire!

Similarly, the way a candidate is received, interacted with, communicated and engaged are all moments of truth. They determine what he or she is going to speak about us in his or her circle. Given the power of social media, the experience gets amplified fast.

These minor details determine the quality of candidates we attract not only today but also in the future. Do we really care about these details of how a vacancy in our organization gets communicated and a candidate is engaged with?

Drive it right from the very top

Perception about an organization’s culture, norms and future prospects sum up its employer brand. It takes time to build. Hence, one needs a long-term approach to define what this employer brand is and what actions must be taken to realize its full potential.

While talking about employer branding, often experts talk about technology and standardised methods such as Application Tracking System, Website, Social Media presence, asynchronous video interviews, rewards for internal referral, Apps to engage with candidates and training recruiters. While these are useful and need to be done, the main hurdle to overcome is to treat this subject as a long-term strategic agenda and paying attention to it as much a strategic topic deserves.

Ref: http://www.cielhr.com/care-candidate-experience/

 

Hire Smart

ciel blog - hire smart

In our world of smart phones, high speed computing and intense communication, everything has to happen fast. Enterprises are often not happy with the pace of execution internally as well as with their external stakeholders. They hate to see positions lying vacant because of the fear of missing opportunities in the market.

Line managers are busy to describe what they need and the HR managers have no time to sit down with the line manager and agree on the requirements. At the same time, candidates look around for possible choices when they decide to apply for a job opportunity. They are not sure what kind of a role and employer they should be searching for. So, there is a lack of planning at both the ends and hence, hiring is damn difficult. How can an organization be smart in dealing with these complexities?

Do not waste time with CVs!

Marquee employers have researched extensively to understand what kind of talent fits them the best. They have tried to perfect their recruitment process by comparing the prediction of a recruitment process with actual performance of the new joiner in 6-12 months’ time. All these studies haven’t yet yielded a formula that is universal.

Normally, companies use a pre-written job description document to kick-off the hiring. Recruiters typically pick a few keywords from the document and dig into several databases to find a few CVs that have a high occurrence of these keywords. They speak to these folks about the job and push them to attend a job interview. Many candidates are open to check their market value and have hardly anything to loose; so, they agree to attend the interview without giving it a good thought. Interviewers normally review 20 CVs and interview 5 candidates before they choose one. Does the process have to start with a CV?

These days, CVs are not a good indication of what the candidate brings to the table. There are several resources which help a candidate produce a CV that matches the job requirement well. Secondly, interview as a tool is not highly reliable and hence, an applicant who answers well in an interview is not necessarily going to be a successful employee.

Can we define the business challenge the role has to deal with and the outcome expected? Based on these, can the recruiter develop a job description for the role, interview the candidate accordingly and provide a few paragraphs about the applicant justifying why you should interview him?

We do not need CVs. Let us conserve the time which is normally used to read up CVs of applicants. Rather, ask your Recruiter to give you a note of recommendation for the candidate. This note will be a good overview of the candidate and at the same time, triggers thoughts for the interview.

Go beyond the obvious!

We know there is no perfect-fit in this world. We have to always settle with a close-fit or the best-fit. All line managers do not like to believe this. They keep interviewing candidates with the hope of discovering the jackpot. It becomes an endless loop!

Sometimes, interviewers go along predicted lines of matching qualifications and past experiences of the candidate with their mental picture of an ideal candidate. One can manage the impressions of the interviewer in such a context because the desired responses are well-known.

One has to go beyond the obvious and deep-dive into the realms of behaviours, beliefs and attitudes of a candidate. Interviewers must be trained to ask open-ended questions, follow-up conversations, hold the discussion in an unbiased manner, rate the fitment as per pre-agreed rating scale and write a good summary of the findings. This is easier said than done. Organizations with mature HR processes invest on these infrastructure. Ideally, each interview must focus on specific aspects and explore deeply on just two to three aspects.

More than one conversations are essential

Google follows a Rule of Four where 4 experienced Googlers interview a job applicant and the total of their scores forms the base of hiring decision. There are similar such practices in other organizations as well. The idea here is to look at the fitment from a diverse perspective.

Candidates prefer a quick conclusion to their application process. Enterprises want quick closure of their open positions. Yet several challenges leave both the employer organization and candidates frustrated with the long cycle times.

One of the ways to deal with this dichotomy is to schedule multiple discussions back to back at one go. This helps candidates and the employer organization to assess one another holistically for a potential fitment. Moreover, the interviewers or assessors get an opportunity to compare between the candidates and firm up their mind.

Senior leaders play an important role in making the hiring process smart. Their commitment to make the process stable, reliable and robust is the first step. Else, the war for the best talent remains as a rhetoric and doesn’t reflect on the ground.

Ref: http://www.cielhr.com/hire-smart/

Future of the Job of a Recruiter

ciel blog - future of a Recruiter's job

Automation by bots is getting ubiquitous. Artificial Intelligence and Machine Learning are catching up fast across industry sectors and a variety of jobs therein. More often than not, we are talking to a bot to enquire about a gym membership, buying a house, fixing an appointment with a doctor, checking availability of our favourite sauce in the store, placing a dinner order, booking a movie ticket, playing a game of chess and so on. The buy-suggestions that we see in our emails, the recommendations of trading an equity or a bond that we receive on our phones, the pop-ups that come on our screens are all by machines and algorithms. They know what products we are buying, the topics that we have an interest in and the people we are in touch with. They know with a fair degree of accuracy what we are most likely to do at a point of time. Does this phenomenon potentially render millions jobless?

As usual, there are two schools of thoughts here. Let’s focus on the job of Recruiters today. Researchers at University of Oxford published a paper in Sep 2013 on future of employment. Please refer to a graph in the study. 47% of the US jobs are most likely to be automated. The study says, the probability of automating the job of an HR Assistant is 90%; that for payroll and timekeeping clerks is 97%. What about the job of Recruiter?

ciel blog - graphic - future of a Recruiter's job

The Real Recruiter will always be in demand!

Jobs which require creativity, social skills and perception or intuition require human capabilities, robots are unable to match yet. Though Artificial intelligence has been rapidly developing, robots are yet to match our abilities to take a decision based on the gut-feel, intuition and emotions. Winning hearts isn’t yet in the domain of robots! Sophia has been granted citizenship, but in the near future, we aren’t likely to marry a robot; a robot is unlikely to conceive life, understand human feelings, sense deeper meanings in the words spoken, express them in the form of an art and so on any time soon.

A typical day of a recruiter has quite a few administrative tasks such as reaching out to the clients who have a need for talent, scheduling meetings, making notes of conversations, preparing documents, maintaining database of candidates, reviewing pipeline of orders, sending proposals, preparing offer letters and so on. Automation is already catching up on all these facets.

The interesting parts in the life of a Recruiter are to build one’s own credibility with the hiring manager and a candidate, ask exploratory questions, listen to the unspoken words, interpret human motives, study behaviours of individuals and groups, connect the dots to build a picture, use it to match an individual’s aspirations with the beliefs and values of an employer.

Are you the Real Recruiter?

Many recruiters these days have a very low level of skills in recruiting. They look for a detailed job description, use job boards to advertise the role, receive applications and manage the pipeline. This is excellence in execution of administrative tasks, soon a bot will do all of these without a glitch.

The Recruiter who works in the realm of discovering real needs, consulting the client on the ideal fit and advising the candidate on the ideal career choice is getting rarer. This is the Real Recruiter who will always be in demand!

It’s not late. Develop now!

Business world is getting increasingly competitive. Talent is one of the most crucial ingredients of the success recipe for an organization. They need the right-fit talent who is not necessarily from the best of colleges and the highest-paid in the market. The right-fit for a company is someone who matches their context well.

The Recruiter must be creative to spot all possible sourcing grounds and reach the target candidates. He or she needs to bring up all the insight about the industry to be able to understand the context of a candidate perceptively. Further, he or she needs to observe various events in an organization and the behaviours of its leaders to comprehend the operating values there. Last but not the least, the recruiter has to mix these perceptive abilities, insights and intuition with one’s social skills to be able to emerge as a credible advisor for the organization and the talent.

One has to consciously build these skills to emerge as a Talent Architect who is coveted by the Top Leaders of any organization.

Ref: http://www.cielhr.com/future-of-the-job-of-a-recruiter/

Shaping Careers

ciel blog - shaping careers

Business has been changing fast due to changes in technology and socio-economic trends. The concept of life-time employment is changing to gig work. Engagement between employee and employer is getting redefined. One is valued as long as he or she is able to deliver an impact in the business and shows the flexibility to adapt to the changing contours of the business.

In the recent times, we see hectic activities in various industry sectors in the form of mergers, new investments and acquisitions to keep pace with changes in the external environment. One of the recent studies by CIEL on Indian Telecom sector shows, 69% of the employees have received less than 7% hike in their annual salaries; 50% of the companies are experiencing higher attrition levels and a significant proportion of the employees do not have a job offer at hand while leaving their employer. This clearly shows, they have to script a new path and shape their careers differently.

Agile Thinking

As the legendary story goes, elephants can dance; but, it is not easy to stay nimble all the time. As time passes, we gain experience, sharpen our saw in a particular way and tend to get into a particular groove. We tend to lose the edge. Many people do not keep an eye on the developments around them. At times, the developments could be internal such as the business desiring to change its focus; and some times, it could be happening in both the worlds : internal as well as external. We need to keep our eyes and ears open to the signals around us. We get caught in the trap of activities and lose our sight of the signals of change.

After taking notice of the changes, one has to believe in the fact that one could change course and get onto something new. Some times, the change required could be huge such as leaving a full-time job to starting a new venture. CIEL’s study shows that entrepreneurship is a serious career choice for people leaving a job in Telecom sector (73% subscribe to this view). One has to be courageous to take the risk of making the shift.

Continuous Investment

Some people see the writing on the wall. Yet they do not act on it. Acquiring new skills, reading relevant material, discussing with colleagues to make meanings out of the changes and planning alternate options are not easy. But, given the volatile world that we live in, they have to be done. We have to continuously invest on learning and development.

It is important to excel in the chosen field and sharpen the saw; at the same time, one has to take a little longer term view, say three to five years to assess if the current path looks clear and obstacles on the way are surmountable. If the path doesn’t seem clear, one must evolve alternatives to achieve goals of the career, allocate certain time of the day or week to focus on these priorities.

Happiness at the core

Shaping careers is not limited to reading the signals of change and investing time and energy to learn new things. Rather, it is about gaining happiness and joy through one’s achievements and results.

Many of us think that a successful career is about by the financial wealth, the job title and the endowments. However, the fact is that the core of a successful career is happiness; and the other factors such as money, authority and power are the outer layers. If one is filled with coats of outer layer without a strong core, it crumbles fast.

Hence, it is important, while shaping a career, we must discover what brings us into life, strikes a chord with the soul and injects energy. The ideal design is to align these with the environmental changes and opportunities.

ref: http://www.cielhr.com/shaping-your-career/

3 ways to spot a Fake Resume

ciel blog - spotting a fake resumeWe see professional resume-writers at work. There are websites which guide applicants to fake their resume in the name of presenting their credentials in a polished and professional manner. It is a global phenomenon that candidates glorify their resumes in order to make it impressive. Experience shows that some of these glorification or polishing leads to fabrication of facts and hence, lying. To make matters complicated and interesting, the resume is not a legal document and hence, the employer cannot do much after discovering a lie in the resume. Background verifications are mere postmortem; they do not replace the time and effort lost in recruiting the liar. So, it is crucial to be diligent right at the start than doing a postmortem. How can we suspect a resume to be fake?

Make the Right Start

Recruiters are often running against time. They have to meet their target number of resume submissions each day. Almost every role that they fill, needed to be filled yesterday! Given this backdrop, they are looking to complete a conversation with a potential candidate quickly.

The first conversation with the candidate is complex because the recruiter has to establish her credibility, build rapport, understand the candidate’s profile and aspiration, pitch the opportunity to attract the candidate, do a quick assessment of the fitment with the role and check the veracity of the information in the resume. All of this in one call!

Few years ago, it was a common practice for the recruiter to have a preliminary conversation with the candidate and follow it up with a personal meeting. However, the speed of business has increased tremendously and often the candidates do not have the time to have a detailed discussion. So, the recruiter has to accomplish the objective of finding a suitable candidate with a believable resume over a call.

Go over the details along with the candidate

As a common practice, one has to connect the dots between various pieces of information in the resume such as date of birth, age, educational qualification, colleges, universities, years of passing the examinations, full-time courses, part time courses, employment history, companies worked for, the salaries drawn, the accolades won along the way and the references. In the process, one can notice mismatches between information furnished in the resume and the statements of the candidate.

Given the experience of the recruiter, one can focus on the last five years to judge if the career graph makes sense and the pay at each stage seems commensurate with the positions held. Further, one can observe if the references are forthcoming, the degrees and the colleges seem genuine and the depth of experience is reflected in terms of the candidate’s knowledge of the industry, the company and the domain. This part is tricky and can be confusing for recruiters who are relatively less-experienced. So, when in doubt, one must get the senior to speak to the candidate for another round of discussion to take the final call on the candidature.

Evaluate and Discuss

Recruiters need to ask open-ended questions to the candidates. They need to understand the aspirations of the candidate and link them with the career graph. If the aspirations do not match the career graph in a pragmatic way, the recruiter must discuss openly with the candidate and reset his or her expectations. At this stage, the candidate can see that the recruiter is not impressed and his or her attempts of exaggerating the profile are visible to the recruiter. Most often, the candidate drops off the selection process suo moto and hence, saves time for the organization. Alternately, the recruiter drops the candidate. In either case, the search for alternate candidates starts immediately.

Had the recruiter not probed the aspirations and matched them with the career graph, the candidate would have gone ahead in the hiring process. In the event, the candidate successfully clears the next rounds, the organization would have set a bad precedence.

In 2012, Yahoo had to let go of its CEO on the issue of exaggerated resume. In spite of multiple discussions with experienced members of the Board and other agencies, the inconsistencies in the resume could not be spotted. The organization had to face embarrassment and lost precious time in the process. Hence, it is easier said than done.

The recruiter has to be unassuming, hold in-depth conversations with the candidate, pay attention to the details and apply one’s knowledge about the talent market to spot potential lies in the resume!

ref: http://www.cielhr.com/3-ways-to-spot-a-fake-resume/

3 ways to minimise Offer Declines

ciel blog - 3 ways to minimise offer drop-outs

Until the early 2000’s, 90% of the offered candidates accepted the offer and joined work. As IT and Outsourcing industry boomed in India, opportunities increased significantly, especially at the junior and mid levels. Naturally, candidates maximized the gains for them. They shopped around looking for the best offer; current employers threw in a few interesting sops to retain the resigning employee.

These days, recruiters keep guessing if an offer will convert into a joinee. I have noticed, in certain sectors in IT, 40 – 50% offers drop off. Some organizations report 80% of their offers do not convert into joinees. 40% or 80% … it is crippling and unbelievably depressing! It is a major concern for the recruitment industry as well as for talent acquisition process. What can one do to minimize offer drop-outs?

Give the best offer

Candidates drop the offers due to several reasons. Most common reason cited by them is a better offer having come their way. We must go under the skin of this ‘better offer’. If we can make our offer the ‘best offer’, it will be hard to resist. Best offer is not necessarily the highest salary, rather it is the offer that matches the candidate’s wants and needs!

We have to understand what the candidate is looking for. Often, the candidate is not clear what is the best for him (or her) and what one must ask or demand. A recruiter must play the critical role of listening to the candidate, developing the vital rapport with him (or her), helping the person give a finite shape to those expectations and re-calibrating them along the lines of realism.

Gaps in this step point to the fact that the recruiter is shooting in the dark; the candidate might or might not find the offer interesting; there is all likelihood of the candidate going for a window shopping once he or she has received the offer from you.

It is critical to position the offer right in the mind of the candidate. The offer appears to be the best when it matches with most of the needs. It is the intelligent recruiter who discovers the needs well, redefines them, checks how the opportunity matches with the needs and then highlights how the offer is the ‘best offer’.

Get the Right start

The opening conversation is the most crucial in the entire life cycle of engagement with the candidate. Several times, the recruiter makes the mistake of offering the opportunity with a detail description and does not make an attempt of discovering the needs of the candidate. Naturally, the opportunity of consulting with the candidate to define and calibrate the expectations is lost.

The start is right when the recruiter is able to establish her credibility, gain attention from the candidate and listen to what could be a great career move for him or her. It calls for confidence of the recruiter, knowledge about the talent market, practice of having such discussions and ability to listen deeply.

Give a realistic preview of the Job … Do NOT oversell!

Some recruiters tend to over-promise. Candidates get impressed and start visualising the work environment, the boss, colleagues, future opportunities and so on. After they start on the new job, they encounter the reality which is hugely away from what they dreamt about. This disenchantment grows; at a certain point in time, one starts exploring other opportunities and walks out of the job. The employer organization loses invaluable time and hence, money. The candidate suffers from emotional distress, loses time and works hurriedly looking for alternatives. Sometimes, it may not be possible to find another opportunity and hence, one forces oneself to a sub-optimal engagement and hence, a disappointing result for the employer organization.

It is critical that the recruiter does not adopt any shortcut in the recruitment process. Rather one must invest time and effort in discussion with the candidate such that a realistic preview of the job is there in front.

In sum, the needs of the candidate have to match with the job offer and the candidate must have a realistic picture of the job. The recruiter must have a good knowledge of the talent market and listen to the candidate deeply so that she becomes the trusted advisor of the candidate. Offer drop-outs become less of a trouble!!!

courtesy: http://www.cielhr.com/3-ways-to-minimise-candidate-drop-out/