TALENT ACQUISITION &

MANAGEMENT
ANALYSIS OF TALENT MANAGEMENT PRACTICES AT HMEL



Talent Acquisition
Talent acquisition is the process of finding, sourcing and acquiring skilled
manpower fit for the specific job needs of an organization. The team for talent
acquisition needs to assess the goals of the company and align the
requirements of the job accordingly. The team is responsible for finding,
acquiring, assessing and hiring candidates who will be an ideal fit for the
company. It also needs to assess the growth potential of the employee and the
position itself, so as to maintain the required level of motivation for the
employee.
It is imperative to understand that talent acquisition goes beyond than just
filling up vacancies. It creates a talent pool in order to help the organization
grow, career development of the employee and retention of the skilled labour
force. Creating and maintaining a talent pipeline can help the organizations
gain a competitive advantage over their rival organizations. The process of
talent acquisition can be divided into 5 distinct phases, with each phase output
feeding into another as input, as shown below:


1. Job Benchmarking Phase: Job benchmarking should be done on the
basis of an ideal employee for that position. Many companies fall into
the trap of benchmarking a job based on their top performers. By doing
so, they seriously limit the quality of hires and the growth potential
through the hiring process. The benchmarking process itself can be
divided into some sub-processes:

a. Identify the job to be benchmarked
b. Identify the in-house subject matter experts (SME)
c. Define and weigh key accountabilities

2. Success Profile Documentation Phase: This involves collecting and
reviewing job assessment data from each SME. Each of them should
complete an assessment of the requirements for top performers in the
new position. This will, in turn, help in understanding the specific needs
and job tasks a new hire would have to complete.

3. Talent Acquisition Strategy Phase: Workforce planning comes as the
biggest challenge for a company as they identify quality talent and seek
to build a sustainable talent pipeline at the same time. These 2 strategic
actions are very closely intertwined. Companies also rely on Applicant
Tracking Systems (ATS) & Social Media to screen and identify top talent
required to suit their needs.

4. Interviewing and Selection Phase: Companies traditionally have been
using tests and psychographic assessments to screen the candidates
before they progress to the hiring manager for final interview. This
greatly helps the hiring manager to speed up the process as all the
shortlisted candidates are pre-assessed. Also, companies involve the

services of a third party to carry out a background check of candidates
before final offer is rolled out.
5. Training On-boarding Phase: All new hires look forward to a smooth on-
boarding process in a new company. From the employers perspective, it
would pay rich dividends if there is a team which solely looks for smooth
transition of employees to the new environment. Traditionally, new hires
used to receive some form of training, structured and unstructured,
during the initial days of employment. These days, this process has
moved more towards sharing content, connections and other pre-joining
activities from the day the offer is accepted. These activities help the new
hire acclimatize quickly to the new environment and hit the ground
running from day 1.
TALENT MANAGEMENT
Talent Management is a set of integrated organizational HR processes designed
to attract, develop, motivate, and retain productive, engaged employees. The
goal of talent management is to create a high-performance, sustainable
organization that meets its strategic and operational goals and objectives.

Key aspects of talent management
360 deg.
assessments
Leadership
development
Total Rewards
Recognition
programs
Onboarding
Strategic plan/goal
alignment
Performance
management
Recruitment
Workforce
planning
Succession
management
Source Align
Learn
and
Develo
p
Reward

Key Talent Management Processes
SOURCE
Recruiting
Workforce planning
Succession management
ALIGN
Onboarding
Strategic plan/goal alignment
Performance management
LEARN AND DEVELOP
360 assessments
Leadership development
Professional development
Career pathing/Career development
REWARD
Compensation
Recognition programs
Retention
ENERGY SECTOR
COMPANY IN PERSPECTIVE - HMEL

HPCL-Mittal Energy Limited (HMEL) is a joint venture between Hindustan
Petroleum Corporation Limited (HPCL) and Mittal Energy Investment Pte Ltd,
Singapore, a Lakshmi N Mittal Company. Both the JV partners hold a stake of
49% each in the company and the remaining 2% is held by financial
institutions. HMEL operates the Guru Gobind Singh Refinery of 9 MMTPA at
Bathinda in Punjab.
Summary

HIRING PROCESS
Hired External
consultant ABC
consultants for Executive

Written and
Interviews(conducted by
consultant)

Selected candidates
Technical Interview
HR interview by HMEL

Final Round with Director
Level Executive

`Hiring from Oman ;
Saudi Arabia for Control
Rooms & Switchyards

Engineers from NITs

MBA from Foreign
Universities
JOB DESCRIPTION
Executive Level Job
description developed
by HR personnel's

Vetted by Technical Staff

Handed over to HR
consultant to find
suitable candidate

Work Experience rated
Highly in the industry

Expatriates -
Gulf- relevant
experience and
remuneration a major
factor
Engg. Job profile a
major criteria

TALENT ENTRY STRATEGY
Entry Level Engineers

Specialised Roles
Foreign Hiring

MBA PS to Directors
Foreign Universities

Hire and Fire Policy

5 % Firing each year

Low Performing People
asked to leave


SUCESSION PLANNING
Identification of critical
responsibilities

Leadership Training &
Specialised Workshops
organised

Employee sent for
Specific knowledge
enhancement courses
MDPs in foreign
Universities

Top performers identified
by review policy and
grommed for higher
management

Middle level trainings
given to people with 9
+yrs experience
REVIEW POLICY
Executive Grade

Three Levels of Review
360 degree of
evaluation. 2 rating
providers at all levels

E-Map Moving ahead
with performance
Scorecard approach

Interview cum Future
planning with DRO

Supervisor Grade

E-Map Scorecard
approach

Confidential report from
Direct reporting Officer