Monday, 14 January 2019

Innovative Automation to launch new Innovations at IMTEX 2019

Satara based Innovative Automation Products is wanting to dispatch their new developments at IMTEX 2019, in its Golden Jubilee Year, at Bengaluru from 24th of January 2019. Set up in 1997, Innovative Automation Products is an organization having some expertise in the plan and make of superior Digital Readout and straight encoders, profile projectors, video estimating machines, facilitate estimating machines, metrology information lumberjacks, LVDT interfaces and so on., which are conservative, ground-breaking and ideally valued. 

During  Imtex 2019, Innovative is intending to dispatch four new items, alongside live demos of their current items. The new advancement of items showed are a committed PLC programming perfect framework for Gauging Application, Intelligent Digital Dial, 10 Height Gauge and an across the board Digital Touch Screen. 

"Every one of these items are attempted and for all intents and purposes connected. Nobody has devoted PLC for checking application", says Yogesh Patil, Director of Innovative Automation. He included, "Likewise we are thinking of the computerized dial item that will have a simple showcase. It can store 50 programs for various segments, will have a WiFi office too, which we hope to make bigger volume, and cost will be estimated monetarily. We likewise plan to enhance our current item with the new applications. "

Friday, 25 May 2018

Redefining the Role of Human Resource Function Making it Measurable

Professionals working in Human Resource Function Often solicit in a belief thattheir role is very descriptive in nature with intangible output; hence their performance cannot be measured accurately. Is it genuine?Definitely not, the performance of HR professionals can be measured like any other employee. Let’s reassess and redefine the role of HR Function.

Whenever HR professionals are askedto describe their role, they often talk about Recruitment, Compensation & Benefits, Performance Management, Training and Development, Managing and Motivating Employees, Succession Planning, Change Management, Organizational Development, so on and so forth. Are these the onlyroles of HR Professionals? Do HR Professionals have freedom to perform following tasks -?

Hire a new employee or terminate the employment of existing employees?

Recommend annual increment or promotion of employeesto the higher level in an organizational hierarchy?

Provide training, coaching or mentorship to any employee of organization on its own?

Approve Paid/sick leave in an organization?

Decide a successor for a manager or a leader on its own?

Decide benefits entitlement for employees?

Create organizational culture or execute change?

The answer is big NO. HR professionals working in any organization cannot do any of the above-listed activities without the consent ofconcerned functional or team manager. So, what is the role of HR Professionals in an organizational set-up?

Consultant – HR Professionals should be a part of solutions and results instead of problems and complications.They should also be well-versed with skills and competencies required to be successful in an organization. They must have the thorough knowledge of all job descriptions existing in an organization. They must provide consultancy services to business and help them find ways to create competitive advantage.

Communicator – It has often beensaid that HR Professionals are a messenger between management and employees OR they create a bridge between employees of organization and management. However, it is not true. They are not mere messengers. They are communicators, which means, they must understand messages correctly, interpret it in the language being understood by other stakeholders, select appropriate medium of communication and communicate it as efficiently and effectively as possible without getting emotionally involved in the communication process. They must be empathetic but not sympathetic. The business place is not a place to demonstrate sympathy. Sometimes they need to communicate tough decisions of management to employees and at times may need to make management aware of impediments of employees. But it is observed that many times they damage the matter by getting emotionally involved in it.

Process owners – HR Professionals are process owners. They must ensure that all processes are followed diligently without exceptions. By cherry picking employees they tend to build resentment among employees and thereby creating an environment of favoritism and bias. They must continuously work towards the improvement of processes, make them simple to understand and follow and thereby improve process efficiency by saving time and resource. They must use Lean Methodology to improve processes. 

Facilitator  – One of the key roles of HR Professionals is to facilitate training and development programs and create an environment of coaching. Coaching is possible in a set-up of mutual trust and respect. As a facilitator, HR professionals work towards improving functional, behavioral and leadership competencies of employees and thereby create successors of existing leaders and high-performing employees to ensure business continuity in case of any unforeseen circumstances.  As a facilitator, while on one hand they work with employees in developing their career plan in alignment with organizational vision and goals; on the other hand they help managers and leaders define talent management strategies to manage employees who are -
High Performers and High Potentials
High Performer and Low Potentials
Low Performers and High Potentials
Low Performers and Low Potentials

Compliance Manager – Organizations often get into trouble for not following applicable legislations as well as failing to comply with Standard Operating Procedures of an organization. Not complying with applicable legislations leads to punishable criminal offense and thereby affects operations of an organization; not complying with SOP’s led to corruption and thereby affects business continuity. 

Brand Ambassadors – HR professionals communicate with several external agencies as well as job candidates, educational institutes and government bodies. They need to always represent values, culture, and ethics of an organization. Also, those employees who decide to separate from organization become its de-facto brand-ambassadors. HR must ensure that all employees who resign should be treated as per policies of an organization and with respect. The way HR professional conduct themselves in an organization is followed by all employees. Hence, it is a responsibility of HR professional to keep their conduct professional and follow values of an organization all the time. 

Project Managers – Every sub-function of HR is a project. Campus hiring is a project and so do performance management, compensation benchmarking, cost-benefit analysis of new and existing benefits, and leadership development. Each of these projectsrequiresa thorough planning, information gathering, stakeholder’s management and execution. HR Professionals shall be efficient project managers.

All of the above-discussed activities are measurable. The success criteria of employees must be based on quantity, quality or other pre-meditated deliverables. In order to execute these roles, HR professionals must have a thorough understanding of the business model of organization, products or services of an organization, human psychology, and behavior, and awareness of competitions.

HR professionals need to understand that they are not Social Reformers or Human Right Activists working on the payroll of an organization. They are working for business. Their efforts must make the business profitable.  Their primary role is to safeguard the interest of organization against all adversities.

Being well-versed with business model plus Thorough understanding of products or services of organization plus Ability to communicate effectively across hierarchy plus Attributes of a Consultant plus Project management abilities = Your Ticket to the Topmost Role in Organization

Do you still believe that HR is a messenger between employees and management?

Do you still believe that HR plays an important role in your selection or termination or performance appraisal? If yes, then you are being misguided by your managers.

Do you still feel that performance of HR Professionals cannot be measured? In that case, please take help of HR Analytics. Anything that can be measured can be manage

About Us

As a Principal Consultant, Sanjeev is credited with pioneering best practice HR systems and processes for clients. As a Talent Strategist, Sanjeev partners with organizations hiring managers to find, select, and hire top talent which provides a foundation for organization's future growth

Contact Us

No: 22, C2, 6th Floor
Hermes Heritage – II
Shastri Nagar, Yerwada
Pune – 411006
Phone no: 9975689991

Six Challenges Faced by Chemical Industries for measurement and control of level

Best-In-Class Level Measurement and Control Instruments by Pune Techtrol Owing To meticulously Engineered Instruments!

Continuous upgrading of environment & safety standards, stringent quality requirements of products and cost effective operationsare some of the varied and complex challenges that chemical industries have to deal with.To meet the ever-increasing demands of customers the chemical industries have to advancetechnologically to maintain lead in the market withreliable products. For implementation of advanced technology, one needs to have expert know-how of the instrumentation and automation market, to choose the proper instruments required for the level measurement of liquid and solid materials.

Pune Techtrol is the perfect companion offering acomprehensive range of products inlevel measurements and control instrumentsas well as expert know-howfor process automation. Chemical industries need accurate and reliable level measurement and control instruments to overcome following challenges normally encountered in their operations.

1. Corrosive liquids and environment

Handling of corrosive and aggressive liquids is inevitable in chemical industries. The chemicals needed to be handled may have strong acidic and strong alkaline properties. Very often corrosive fumes may be present in the storage tanks/vessels. Level measuring instruments installed on such storage tanks must be able to function accurately for long periods. Mechanisms of high and low-level monitoring, instruments must be able to sustain corrosive environments.Manual methods of monitoring level have a risk factor resulting into human injury.To assure the smooth functioning of processes, it is essential to design instruments with precision. The cutting-edge technology provided in Pune Techtrol instruments is highly precise.Measurement Technologies:

Various “Material of Construction (MOC)” of thelevelmeasuring instruments such as SS304/316/ PP/ PVDF, PTFE coated with SS are provided to suit the corrosive nature of chemicals.
Direct reading level gauges use stainless steel, PVDF, Teflon as MOC, particularly for corrosive and toxic chemicals.

2. Safety Norms and Regulations

Safety is a critical parameter inchemical industries. Some plants in chemical industries have inherent dangers because of the reactive chemicals stored in the tanks/vessels. Measurement and control operations in respect of such processes must have minimal human involvement and hence have to be automatic or remotely controlled. Some chemicals are flammable and can cause fire hazard.  To comply with safety requirements,Techtrolinstruments are designed to meet all the safety standards. Pune Techtrolhas wide range of approved,verified, certified and tested products thatmeet all the safety standards and environmental norms and regulations.

3. Materials having Different values of viscosity, specific gravity, dielectric constant

Values of viscosity,specific gravity, dielectric constant of materials whose levels are to be monitored are very important in design and selection of appropriate instruments for particular operation.Techtrol manufactures level measuring instruments based on various principles. While designing and manufacturing the instruments the precise values of these parameters must be available from the users. Accurate values of viscosity, specific gravity, dielectric constants in turn ensure accuracy and reliability of the level monitoring instruments.Measurement Technologies:
Float type switch are based on Archimedes principle where density is important.
In case of capacitance & radar type instruments, dielectric constant must be known.

4. High temperature & pressure conditions

In chemical industry there are endothermic and exothermic processes where high temperature & pressure conditions can occur. Working in such critical conditions, plant operators require accurate &reliable solutions for monitoring applications.In such varying temperature and pressure and the aggressive media, Techtrollevel measurements and control instrumentsare capable of working satisfactorily under such conditions

Measurement Technologies:

Appropriate selection of material with sufficient mechanical strength is ensured for the instruments subjected to conditions of high temperature and pressure.

Direct reading level gauges are tested for 1.5 times the operating pressure and certified by Inspectorate of Boilers wherever necessary.

5. Presence of fumes, dust and fire hazards

The tanks storing fly-ash haveextremely hot and dusty environment. Also, some chemicals/ materials can generate fumes which may lead to fire hazards in thechemical plant. When a fine dust suspended in air is ignited a dust explosion occurs which causes a very rapid burning and can injure people.The results of the instruments must be helpful to avoid the undesired conditions. The level instruments provided by Pune Techtrol come with a robustflameproof  housing and are designed to provide accurate results in extreme conditions.

Measurement Technologies:

For fuming liquids, seal pots are provided in FBG, FDG & FTG.
For hazardous applications instruments are provided with flame-proof & ATEX certified enclosures
Non-contact type instruments based on radarprinciple have antenna made up of PVDF material..
Selection between contact and non-contact type radar is done by taking into consideration the presence of dust/fumes and dielectric constants of the chemical materials.
Zener barriers are provided for isolation wherever required.

6. Improvement in Plant Efficiency

By virtue of their accuracy and reliability Techtrol level measuring instruments play vital role in improving operational efficiency of the plant. Techtrol uses modern technology to meet the challenge of continuous improvement in level measurement in turn helping the industry to improve product quality & efficiency. Following instruments are examples of such advanced technology.

Ultrasonic transmitters an guided wave radar

Radar type level transmitter using FMCW technology

Magnetostrictive transmitters

Displacer type transmitters

A final word

Pune Techtrol, a leading manufacturer in the field has set the benchmark by its precise and reliable instruments.The team of professional and skilled engineers of Pune Techtrol, who have expertise in theselection of the appropriate level measurement and control instruments, take into account various factors required and specified by the customers.

About Pune Techtrol

Pune Techtrol,a leader in designing and manufacturing the innovative Process Automation, Level measurement and Control instruments for liquids and solids. Used by many industries and professionals for more than three decades, Pune Techtrols’ quality equipment is trustedaround the globe.

Contact Us

Pune Techtrol Pvt.Ltd

S-18, MIDC Bhosari,

Pune - 411026,India

Phone No- 020 66342900


Thursday, 24 May 2018

Using Level Transmitters for Waste Water Management- Pune Techtrol

Campaigns for water preservation and saving water are running all across the world. People are being urged to take precautionary measures while using water.Is there really a need to make such hassle around a common thing called water? The answer is an obvious yes, the reason for which stands same as our previous blogs on waste water management

Pune Techtrol Pvt. Ltd. believes in making a difference while running a company. Thus, this leading manufacturer and supplier of level measurement and control instruments customizes its products such that they serve useful in applications like waste water management.

The in-house motivation for the same can be seen when Mr. Ramesh Pabalkar, the General Manager at Pune Techtrol Pvt. Ltd. says, “The ‘water crisis’ will hit us much before the‘energy crisis’. Every opportunity for saving water and recycling treated waste water must be explored.”

The level transmitters by Pune Techtrol are instruments which prove very useful in the process of waste water management. The Techtrol Ultrasonic Transmitter (TUS) is a non-contact type level transmitter, generally used for measurement of flow in open channel or level monitoring in tanks. It is compact, non-contact, and easy to install, integral type transmitter for continuous level measurement of non-corrosive liquids and slurries. It is programmable through Keys.

Owing to its aforementioned characteristics, it proves highly useful in waste water management plants. It is used for various processes in storage tanks, filter beds, flotation cells, water / waste water/effluent treatment (WTP, ETP), etc.

About Us

Pune Techtrol Pvt. Ltd. has evolved from a six employee enterprise, in 1984 to become a premier Indian company recognized for quality level measurement and process automation systems for liquids & solids. Techtrol’ is recognized as most reliable & trusted brand, delivering quality products unsurpassed in terms of accuracy, workmanship, performance, safety & ease of installation, providing long uninterrupted service in wide & varied industrial applications

Contact Us

Pune Techtrol Pvt.Ltd

S-18, MIDC Bhosari,

Pune - 411026,India

Phone No- 020 66342900

Wednesday, 23 May 2018

Theory of Constraints TOC Talent Management Part 1

The theory of constraints (TOC) is an overall management philosophy introduced by Eliyahu M. Goldratt in his book, The Goal, published in 1984. According to him, , constraints are usually external in nature;   Physical [Equipment, Material Shortage, Lack of People, Lack of Space], Policy [Government Regulations, Company Procedures, Union Contracts], Paradigm [Organizational beliefs and culture], and Market [when production capacity increases sales, etc.],  that can be fixed  using FIVE focusing steps  – Identify the constraint, Exploit the constraint, Subordinate and synchronize to the constraint, Evaluate the performance of the constraint and Repeat the process. Consequently, the theory of constraints can be used to improve the efficiency of organizational operations, project management, supply-chain and logistics, high-speed automated production lines, marketing and sales, and finance and accounting. However, even best of the processes cannot work if employees are not skilled or competent or the right fit for the job or are not motivated. Hence, the theory of constraint works effectively well in Talent Management too, such as performance management, recruitment, employee retention, etc. In his book, “What got you here won’t take you there”, Marshall Goldsmith has explained how human habits, behaviors, and beliefs can be constraints and can limit their performance and growth. He highlighted 21 behavioral constraints which can be eliminated through coaching using FIVE focusing steps as explained by Goldratt. In this article, I will be explaining how I am using TOC in Talent Management and helping leaders, managers and high potential employees in eliminating constraints that are limiting their individual and team performance.   
Since 2007, I have been helping organizations, initially as a part of internal HR Team and later as a Management Consultant, in improving performances of their employees and teams, more often, the performance of sales team.  Earlier, when I was working as a part of HR team in an organization,  I used to get recommendations from reporting managers to terminate the employment of random employees based on poor performances. An investigation into the case would often suggest that the cause of poor performance was not a real constraint. As a management consultant, it is my responsibility to find a right performance constraint, whether in an individual, or a team and sometimes in an organization and fix it, just like an automobile mechanic.   

According to my experience, potential performance constraints are as follows:
1.    Poorly defined role – competency match [Job Description]
2.    Unclear objectives and performance parameters
3.    Inadequate communication within the organization
4.    Poorly designed performance management system [KRA’s, Definition of Good Performance, Rewards, etc]
5.    Lack of resources and authority to get things done
6.    Poor and conflicting working conditions
7.    Inadequate performance of subordinates or managers

In addition to  above mentioned constraints, career aspirations of employees, their motives and motivations, poorly defined priorities and family life of employees also work as performance constraints [for e.g. An employee going through a divorce and a fight over the custody of his children won’t be able to give 100% to his work].  As a Management Consultant, someone who is helping others to improve their performance, it becomes paramount for me to identify the performance bottleneck and eliminate it from the way, and restore the flow

Khoury’s Performance Equation has summarized it beautifully –

Performance = [(D + A)/O]*Motivation

D = Degree of Quality and Direction [Knowing what to do, Objectives, Goal, Clear definition of Outstanding and Unacceptable Performance]
A = Ability of an individual [Knowledge, Skills, Competencies, and Right fitment into the role]
O = Obstacles/Opportunities [Lack of resources, Poor Processes, Lack of Authority, etc.]
M = Motivation [Career Path, Future, Family, etc.]
Which means a highly skilled and motivated person won’t be able to perform optimally if he doesn’t have properly defined parameters. Similarly, an employee working in an environment that drives performance and has right system and processes in place won’t be able to perform if he is not a right fit for the role or if he is not motivated enough. 
For me, cases of “D” and “O” come under Consulting Assignments and “A” and “M” come under Coaching Assignments.

Tools to Identify and recognize bottlenecks

To find the bottleneck, whether at organizational level or at the team or an individual level, I use several tools, such as – Problem Specification, Present State / Desired State Technique, Process Mapping, Backward Process Mapping, Scenario Thinking, Fishbone Diagram, Systems Analysis, Psychometric Assessments and 360-degree feedback.  Let me explain these techniques in brief.

Problem Specification – It helps in collecting specifics and appropriate data for defining a problem statement that clearly indicates the link between an undesirable “as is” situation and the desired “should be” situation.

Present State/Desired State Technique – This technique helps us identify where we are and where we want to go so that an appropriate path can be found to reach the desired objective. It also helps us to know whether the solution goals (desired state) are consistent with our needs (present state).

Fishbone Diagram – An Ishikawa Diagram, or the fishbone diagram, because of its unique shape, is a way to visually organize and examine all factors that may influence a given situation by identifying all possible causes that produce an effect.

Process Mapping – This identifies and maps all cross-functional processes, organizations metrics, and estimated processing time. It ensures a systematic understanding of the “as is” situation and improvement process.

Backward Process Mapping – BPM is a method of solving a problem by assuming and imagining that your problem is solved and then working backward. While conventional thinking urges us to think forward, one step at a time from a beginning point, the working backward method encourages us to move from an imaginary ideal solution and then think backward to the beginning point.

Scenario Thinking – Action learning teams are frequently used to explore the roots of an issue or problem confronting an organization. One of the tools often deployed in such situations, and which has applicability to case-based learning, is scenario thinking and planning. Unlike traditional 
forecasting methods, the attempt to predict trends and exert management control over uncertainty, scenario thinking and planning embraces uncertainty and engages in processes of prospective thinking about alternative possibilities. The purpose of scenarios is not to produce predictions or to enhance planning, but to change the mindset of people who develop and use them.

Systems Thinking – It is a framework to observe interrelationships and study patterns of change rather than static “snapshots”. Today, systems thinking is needed more than ever because we are becoming overwhelmed by complexity. Perhaps, for the first time in history, humankind has the capacity to create far more information than anyone can absorb, to foster far greater interdependency than anyone can manage, and to accelerate change faster than anyone’s ability to keep pace. Certainly, the scale of complexity is without precedent. Organizations are breaking down despite individual brilliance and innovative products because they are unable to pull their diverse functions and talents into a productive whole. The essence of Systems Thinking lies in a shift of mind – seeing interrelationships rather than linear cause-effect chains and seeing processes of change rather than snapshots.

About Us

As a Principal Consultant, Sanjeev is credited with pioneering best practice HR systems and processes for clients. As a Talent Strategist, Sanjeev partners with organizations hiring managers to find, select, and hire top talent which provides a foundation for organization's future growth

Contact Us

No: 22, C2, 6th Floor
Hermes Heritage – II
Shastri Nagar, Yerwada
Pune – 411006
Phone no: 9975689991

Success - A way of life at Pune Techtrol!

A journey of thousand miles begins with a single step. Pune Techtrol, established in 1984, evolved from a six-employee venture, is now recognized as the globally leading manufacturer of the level measurement and control instruments for liquids and solids. It all started with a dream that Mr Nandlal P. Khatan had for his company, which has come true as a result of the great determination and dedication of these many years. We, at Pune Techtrol Pvt. Ltd., have always aimed to achieve the best and strive for the better, inspiring a series of success stories to the name of Pune Techtrol

The company has come a long way overcoming all the odds and has achieved a significant name in the level measuring instruments and process automation systems. It has only been possible because of the consistent efforts and hard work invested by all the employees, for the growth of the company. Our main strengths are innovation, continuous quality improvement, and employee-driven growth. We have been expanding our horizon and reaching out to OEMs, manufacturers, large industries, MNCs, project consultants and semi-government and government sectors.
Our focus has been on providing the finest products to our customers globally. Our products have multifold applications in process automation. The qualities of instrumentation we provide are the outcome of up-to-date knowledge, skilled workmanship, and dedication of our team. Our mission is to continually meet future challenges of an evolving process industry, through the incorporation of new technology, human resources & skills.
Mr Nandlal Khatan, Managing Director, Pune Techtrol Pvt. Ltd. expressed his feelings by saying …
“I have great confidence in my people and their integrity and innovative thinking. It would not have been possible without their hard work and collective effort that they put for the good of the company. I am grateful for their dedication towards the company.”
It was a proud moment for us to have received an opportunity to serve to our Indian Navy. Supplying our products to the Indian Navy has been one of the privileged opportunities to serve the country. Our instruments qualified all the critical quality tests prescribed by Indian Navy and have received repeated orders time and again. With this, we have added another chapter to its ongoing story of success in level measuring instruments. Be it working with Multinational Corporations or Defense Establishments, we take pride in our accomplishments.
With our mission to provide best of products to our customers, we have always sought feedback from our customers and tried to meet their needs by customizing the products wherever possible. Their appreciations have boosted our confidence and helped us evolve stronger than before to deliver the best. Our motto is to Measure the Best for our clients.
Sudhakar Badiger, Manager, Sales, Pune Techtrol Pvt. Ltd. shared his views saying…
“I thankfully appreciate that our customers have recognized the product quality and services of Pune Techtrol. We believe that the feedback from our clients could actually prove constructive and help us improve and grow.”
Pune Techtrol Pvt. Ltd. has experience in international marketing and providing expertise in process automation. We continually upgrade our services and operations to meet the evolving needs of dynamic manufacturing industries. We, at Pune Techtrol, feel that the success is a journey, and not a destination. We are fortunate enough to come a long way. We feel a responsibility towards our society as well. We wish to contribute for the ‘Make in India’ project and in the growth of this nation.
About Us
Pune Techtrol Pvt. Ltd. has evolved from a six employee enterprise, in 1984 to become a premier Indian company recognized for quality level measurement and process automation systems for liquids & solids. Techtrol’ is recognized as most reliable & trusted brand, delivering quality products unsurpassed in terms of accuracy, workmanship, performance, safety & ease of installation, providing long uninterrupted service in wide & varied industrial applications
Contact Us
Pune Techtrol Pvt.Ltd
S-18, MIDC Bhosari,
Pune - 411026,India
Phone No- 020 66342900

Tuesday, 22 May 2018

Talent Shortage Reality OR A Coverup Story Part 1

Some of the things  I enjoy being a Management Consultant are wide ranges of networking prospects, traveling across globe and opportunities to work across industries on a broad range of HR projects. In past one and a half years, I have been working with Automobile, Engineering, Financial Services, Entertainment, Information Technology, Distillery, and Beverages, and Auto Component Industries on projects such as Leadership Development, HR Automation, HR Systems Analysis, HR Processes Reengineering, Manager Development, Compensation and Benefits Analysis. In the month of November 2016, I was commissioned by the CEO of a leading player in the auto-component industry in Pune, a 215 million USD organization with 1,728 white-collar employees in three plants across India, to help them refine their manpower hiring processes with an astute focus on preparing the organization against ongoing talent shortage, which, according to them, had been affecting their expansion plans in India. At that point in time, my client had more than 65 open positions; some of which were open for over 180 days. Around the same time, Manpower Group, a leading global recruitment company, came up with its annual talent shortage survey results, announcing “40% of Global Employers Report Talent Shortages”. In this article, I will be sharing an overview of my diagnosis study with the client and the proposed project plan.

Before visiting their corporate office,  for a meeting with the leadership team, including Vice President HR and AVP Talent Acquisition,  I had few rounds of telephonic and offsite discussions with the CEO. To summarize his requirements regarding manpower requirement: he needed a ready pool of talented people, willing to take up challenging assignments at any given point in time, at any work site, positively motivated, working towards the requirement of clients with utmost sincerity and accountability, always meeting the threshold of On-time Delivery (OTD) and in the process of doing so add value to organizational growth and help us in creating a positive brand. To him, the educational and socio-economic background, gender, religion, physical appearance, and industry background of the candidate was irrelevant. He also said, “However, whenever I discuss a new project with my teams or asks reasons for the delay in project execution or below acceptable OTD, I am often given reasons of a shortage of manpower”.  My problem diagnose meeting with leadership team, which begun at 10 AM, within one hour of its start, turned into a blame game meeting, with functional heads blaming HR for their failure to source and attract good talent from the market; HR team was blaming external forces such as talent shortage in the market, poor education system overall, impractical expectations of candidates and poor work ethics of Millennial generation. Some of the key pain areas highlighted by leadership team were as follows:

Poor quality of resumes shared by HR and Recruitment Consultancies [Only 3-4 profiles out of 10 get shortlisted by the hiring managers]

Below average soft skills [Communication, Language, Time Management, etc.] among  candidates
High Cost [Disproportionally high salary expectations of job candidates]

Too long waiting time [From the date of the Offer Letter, candidates take 60-90 days to join]

A discussion with HR and Talent Acquisition Team brought forward following points –

1. Frequent changes in the job description by hiring managers

2. Opaque job requirements – Many times hiring managers mix 2-3 roles in one job description and make it complicated to search

3. Unclear short-listing criteria are adopted by hiring managers [often candidates get rejected on the basis of their gender, marital status, age, religion, physical appearance, etc.]

4. Hiring managers want us to schedule interviews on working days during working hours only, making it difficult for candidates  working in different cities to participate in the recruitment process

5.Few candidates turn for job interviews [While 7 out of 10 candidates come for the first round of the interview, only, 3 out of 10 candidates come for final round of interviews]

6.Poor offer acceptance and joining ratios [while 6 out of 10 candidates accepts the offer letter only 5 out of 10 joins on agreed joining date] 

7.High first-year attrition rate [First-year attrition rate is 45%, while attrition rate among those who are working with the organization for more than TWO years is 12%]

As we came to an end of our Day-1 of discussion, I asked the AVP – Talent Acquisition to schedule a meeting with THREE of their active Recruitment Partners. 60% of manpower requirements of the organization are filled through recruitment consultancies. Next day in my meeting with recruitment consultants following points was shared –

Hiring managers change interview schedules at the last moment without any consideration which makes it difficult to coordinate with candidates for rescheduling the interview.

Midway through the recruitment process, the position is put on hold without any convincing response. Often, we are made to do aggressive follow-ups

Many times, we are given a requirement, which is a mix of 2-3 roles. Not only that, most often we are asked to work within constraints of location, educational background, industrial preference and limited budget.

Some hiring managers of the organization directly discuss their requirements with us and give us specifications which are is a contradiction with the job descriptions shared by the HR.
By the end of first round of discussion I fondly began to remember the story of an Elephant and FOUR blind men. 

Once upon a time, there lived FOUR blind men in a village. One day the villagers told them, "Hey, there is an elephant in the village today”. They had no idea what an elephant was. They decided, "Even though we would not be able to see it, let us go and feel it anyway." All of them went where the elephant was. Each one of them touched the elephant.

"Hey, the elephant is a pillar," said the 1st man who touched his leg.

"No! It is like a thick branch of a tree," said the 2nd man who touched the trunk of the elephant.

"It is like a big hand fan," said the 3rd man who touched the ear of the elephant.

"It is like a huge wall," said the 4th man who touched the belly of the elephant.

They began to argue about the elephant and everyone of them insisted that he was right.  A wise man was passing by. He stopped and asked them, "What is the matter?" They said, "We cannot agree to what the elephant is like." Each one of them told what he thought the elephant was like. The wise man calmly explained to them, "All of you are right. The reason each one of you is telling it differently is because each one of you touched the different part of the elephant. So, actually, the elephant has all those features what you all said."

Next blog will be posted soon…

About Us

As a Principal Consultant, Sanjeev is credited with pioneering best practice HR systems and processes for clients. As a Talent Strategist, Sanjeev partners with organizations hiring managers to find, select, and hire top talent which provides a foundation for organization's future growth

Contact Us

No: 22, C2, 6th Floor
Hermes Heritage – II
Shastri Nagar, Yerwada
Pune – 411006
Phone no: 9975689991