Why we work and Managing Work-Life Balance and Thriving in Hyper-Competition
Why do we work? Why do we work? The obvious answer to this question would be that we need the money and benefits to support our families and ourselves. However, is money the only criterion for working? Moreover, many work to remain productive and active throughout their adulthood without which they would lapse into depression […]
Zinger Model of Employee Engagement
An expert on engagement, David Zinger is a Canadian based management consultant whose work is designed to fostering relationships to increase the employee engagement in your organisation. With an experience of more than 25 years in this field, he is able to combine the current researches with practical approaches in order achieve substantial results. Based […]
What Hiring Managers Look Out For During the Recruitment and Selection Process?
How Hiring Managers and Organizations Detect Fake Resumes and Spot Lies The recruitment and selection process is an important aspect of any organization’s overall Human Resources (HR) and for that matter, even org wide policies. Indeed, considering the fact that recruitment and selection often determines whether the right person for the right job has been […]
How Silicon Valley Firms are Implementing Innovative Human Resources Policies
In recent years, many Information Technology and Software firms in the Silicon Valley area have been implementing innovative Human Resources (HR) policies that are aimed at creating an engaging workplace culture and actualizing a work environment that is fulfilling and rewarding. Starting with flexible work and employment arrangements and including, among other measures such as […]
Indicators of Career Program Effectiveness
A career development program is a planned mechanism to integrate a series of activities related to individual career planning by the employees and organizational career management for the employees. The main objective of designing and developing a career management program is to provide employees with an opportunity to grow within the organization and expand their […]
There was a time in the late 1990s and early 2000s when the software companies were hiring anyone with some basic computer skills.
A popular joke that did the rounds was about a leading software company having the message of “Trespassers would be recruited”. Such was the demand for software professionals that graduate from all fields were eager to join the bandwagon. The situation now is completely different with stringent entry norms, raising the skills bar, and paying the minimum salaries instead of large pay packets and associated benefits.
Indeed, there is a sea change from the time when candidates used to take calls from other companies when the interview for a particular company was going on. This is an indication of the change from the exuberant times in the 1990s and the early 2000s to the present where the overall mood is of stagnation and low growth.
The hiring strategies have similarly changed with the change in the economic scenario. Earlier, the HR function used to be given a target of the number of employees to be recruited in a specified period and their performance and the bonuses were measured in terms of how well they met these targets.
The present scenario is one where the HR function is given qualitative limits instead of quantitative limits. What this means is that quality matters more than numbers and companies are no longer tolerating low skilled or low quality candidates. This has increased the pressure on both the recruiters as well as the HR functions. Whereas in earlier years, the pressure was on finding the high number of people required, now the pressure is on finding the right candidate.
These trends have implications for those who are graduating now and those who have graduated in the last couple of years. The best bet even now remains campus interviews and targeted placements as these avenues of recruitment are still numbers driven.
The other aspect is that the fresh graduates have to invest their time and effort in upgrading their skills and learning more skills as that would make them stand out from the competition.
The key aspect here is that one must be distinctive in order to score over the competition and as the hiring now is tougher and based on finding the fit between the employee and the role, it is advisable to study the requirements of the role thoroughly and then prepare for the test and the interview accordingly.
Finally, when times are tough, the tough get going and so, the hiring of those with mental toughness and the ability to work under pressure is the norm. Apart from this, the fact that the hiring is more location based because of various factors means that proximity to the major cities would be an added advantage.
The recent encouragement of the development of Tier Two cities means that candidates who are not near to the cities can still benefit if they are located in these up and coming cities.
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