In this dynamic and fastest-evolving business landscape, setting up and expanding global business hubs while maintaining high-performing teams, navigating cultural differences, and implementing innovative HR strategies that align with business goals is extraordinary. This vodcast delves into the strategies and insights needed to successfully scale HR operations and drive talent transformation across diverse global markets. You will discover a new dimension of TA services and the future of global HR integrating with the creative approach of leaders.
https://youtu.be/EvXoiy8yyEY?si=RGYufkUhyKKpBjcc
Vikrant Kapoor has added a magnificent charm to our vodcast with his radiant presence. He is a dynamic HR leader known for his relentless drive, innovative mindset, and coaching prowess. With a rich career spanning multiple industries, including consulting, tech, fintech, and media, Vikrant has left an indelible mark on each sector. Vikrant's notable achievements include scaling a product startup/GCC from 600 to 4200 employees, establishing a media GCC in India, and leading global HR shared and delivery services across Europe, India, APAC, and Central America.
I have been a storyteller since my childhood, I realize now that I truly enjoy creating and nurturing. I also paint, write poems, and am a plant parent, so I love to cultivate and grow things. This passion extends to my professional life as well. I find immense joy and satisfaction in seeing people around me grow, which I consider a personal success. I am not one to maintain the status quo; I believe in constant progress for both my firm and the individuals within it. Authenticity is key. Being genuine means making an effort to understand where others come from, what pushes them, and how we can complement each other's talents. It's about encouraging oneself and contributing to the ecosystem we are part of. As an HR leader, it's vital to build authentic relationships, support one another, and cultivate a network that is both impactful and genuine. I find great joy in the process of creation, the journey, and the outcomes it brings.
In the evolution from delivery centers and shared services, GCCs (Global Capability Centers) have become invaluable by leveraging Indian talent's deep functional expertise and creative digital solutions like AI and machine learning. This shift has moved beyond mere labor arbitrage to creating substantial value for parent firms through efficient, cost-effective innovations and closer customer connections.
To realize this potential, GCCs need transformational leaders who can operate autonomously and drive global consensus, mitigating the fear of the unknown at global headquarters. From a talent perspective, hiring should focus on individuals with boundary-less curiosity, problem-solving passion, and the ability to collaborate across functions. These talents should also possess strategic and tactical skills, storytelling abilities, and the capacity to form strong relationships and networks.
Moreover, attracting top talent requires fair, inclusive, and consistent employment practices across all locations, offering portfolio careers and wide-ranging experiences. Today’s talent values firms with strong CSR commitments and expects to be part of meaningful environmental and community impact strategies. Finally, existing employees should serve as brand ambassadors, leveraging social communication to enhance the firm’s reputation and attract new talent.
I reflect on the concept of "gold standard" talent, emphasizing that all talent has the potential to be exceptional when aligned with the right purpose. When we can convey a compelling story to potential hires, showcasing our firm as a place where they can find their purpose and connect with leaders, we attract top talent.I believe that humility is a key characteristic that talent looks for in an organization. When employees see humility and a commitment to growth, they feel comfortable and fearless in their roles. I recall joining a firm led by a humble, strong leader who spent significant time narrating the company's story, and its rituals, and making me feel at ease.
Great leaders don't just tell stories; they connect people to those stories, fostering a sense of belonging and purpose. This connection is crucial for attracting and retaining talent.
Once we encountered a situation where a LinkedIn thread related to a recruitment track caused a lot of anxiety. The CHRO was marked, and this was unfamiliar and unsettling for our Western colleagues. We had to explain and contextualize the situation, dealing with the platform where the thread was created.
In a tech firm with 3,000 to 4,000 roles, reaching out to 70,000 to 80,000 candidates or more is common. Managing millions of applicants, especially when they apply with multiple email IDs, presents unique challenges. Candidates might get accepted and rejected in different scenarios within the same business, and malpractices in the interview process can add complexity. Western counterparts often find these situations shocking at first. Addressing malpractices involves using AI in video interviews to detect irregularities, such as prompts or copied codes. Over time, we've learned to explain the high-volume recruitment environment and the resulting inconsistencies to our Western stakeholders. We highlight the need to find solutions to prevent and address issues. By building trust and demonstrating how we solve specific problems, we can maintain the integrity of our hiring process despite the challenges.
In my experience, the first step was acknowledging the need to do what was right for both the firm and the talent. We scaled from 600 to 4200 employees in 12-15 months and then scaled down just as quickly. Retaining talent isn't about keeping the smartest but the most committed, those invested in the firm’s success. This talent, often mid to high performers, values their connection to the firm over money and trusts the leadership’s vision, especially when they see active efforts to innovate and turn the business around. To attract, nurture, and develop such committed talent, focus on finding individuals who demonstrate passion, a bias for action, problem-solving skills, and community-mindedness. These traits are often found through personal networks and social platforms. During the hiring process, it's crucial to alleviate candidates' fears and anxieties. Interviewers should approach with humility, avoiding any biases or aggressive tactics that could discourage potential hires. Ultimately, the goal is to help candidates showcase their true potential without fear, ensuring the best fit for both the talent and the firm.
Starting with an experience back in Accenture, in designing HR products, the key challenge was understanding the audience. Focusing on candidate experience, rather than a long list of partners, proved more successful. Candidate personas helped identify their needs - a smooth application process, clear assessments, and timely communication. Similarly, hiring managers benefit from a user-friendly interface that simplifies tasks. Therefore, a strong HR system should be the foundation, with a user-centered layer on top that prioritizes a positive experience for both candidates and hiring managers. This user-friendly experience should be mobile-friendly, and intuitive, and avoid overwhelming users with complexity.
For recruiters, it's about that innate ability to match the right candidate with the right position. But often, we get bogged down with requisitions, funnel reports, scheduling issues, and candidates not being kept informed throughout the process. It's immensely frustrating when you are trying to fill a critical role quickly with top candidates, and the process stalls. Speed is always crucial in recruitment, but so is the ability to focus on strategic hiring rather than administrative tasks.