TMA01 - Return On Investment (ROI) - Issue of Making the Talent Acquisition - Management Assignment Help

Assignment Task

Learning Outcomes: 
 1.   The issue of making the talent acquisition function a truly strategic human resource
business partner, thereby enabling the organization to overcome the competitive pressures
in a continuously changing environment.
2.   Designing and implementing appropriate performance metrics for the recruitment
function taking into account the multiple stakeholders in a large, diverse, and geographically
distributed organization.
3.   Assessment of the efficiency and effectiveness of the various initiatives taken by the
talent acquisition department in a large organization, with special reference to the issue of
measuring the return on investment (ROI) of such initiatives.

About the TMA
This tutor-marked assignment (TMA) assesses your understanding of SHRM from Units 1, 2 and 3 of BB845, particularly the learning outcomes especially 7A1.1, 1.2; 7B2.1, 2.2; 7C3.1, 3.2, 7D4.1, 4.2, the notes you made about them, and the webinar discussions. There are three tasks that you must perform to complete this assignment. This TMA is based on HCL Technologies Ltd., India’s fastest growing IT services company, had radically improved its performance since announcing its famous “Employee First, Customer Second” strategy. Although, sales, customer, and employee satisfaction were significantly up, HCL still lagged behind its competitors on overall profitability. With manpower costs accounting for a significant part of the operating cost, HCL responded to the changing competitive environment and redesigned its talent management organization. The case is set in the dynamic context of the growing competitive environment of talent shortages and increasing wage costs in India where the Talent Acquisition Group (TAG) of HCL is aspiring to become a true business partner by enhancing its service capability to help increase overall profitability.  As  part  of its new strategy, HCL realigned TAG, implemented major change initiatives to align its members and signed up aggressive Service Level Agreements (SLAs) with the business stakeholders. With the implementation of a new Human Resource Information System (HRIS) to aid quick decision making, innovative methods of talent acquisition, and focused metrics for the function, the HCL TAG team could push the boundaries of what can and should be strategic recruitment.

Your tasks are to analyse the case under the following headings:
 

Task 1: Did the TAG realignment really improve the recruitment experience for all critical stakeholders of HCL? In your opinion, which of the metrics of TAG are truly relevant from a strategic human resources point of view? (1000 words, 40 marks)
 

Task 2: How did TAG deliver the $150 million value to the organization? 

Task 3: What, in your opinion, constitutes a true “Quality of Hire” and how should organizations measure this? What was TAG doing to measure “Quality of Hire”?

Tasks - 

Did the TAG realignment really improve the recruitment experience for all critical stakeholders of HCL? In your opinion,
which of the metrics of TAG are truly relevant from a strategic human resources point of view?

How did TAG deliver the $150 million value to the organization?.

What, in your opinion, constitutes a true “Quality of Hire” and how should organizations measure this? What was TAG doing to measure “Quality of Hire”?

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