- Key Hires of any Organization carry utmost importance which is Strategic to the Growth and Uptrend of the Company. What are the Key factors to assess / analyze and be objective before hiring the Right fit? (ASEAN Perspective) - Are factors such as being a Cultural Fit, Behavioural Patterns, DISC/MBIT (Other such assessment tests) being taken into consideration before doing a Hire? - What are the KPI’s for the New Hire? Is it only related to Numbers? - Comparative Analysis – Do we compare and analyze based on Regional Trends since there are Businesses that carry Regional Operations? - What are the Key Have’s and Have Not’s? - Do we analyze Market Trends / Key Focus or direction of the Industry vis-à-vis other countries in ASEAN / Cost – Control Aspects? - Talent Management – An Art by itself

1. EXECUTIVE HIRING – REALITY OR MYTH
- PRESENTED BY
KRRISH RAMANAN – SENIOR PRINCIPAL & ADVISOR
JAC INTERNATIONAL
Email: Krrish@jac-recruitment.co.id

2. “ASEAN HIRING TRENDS”

3. EFFECTIVE HIRING
In today’s marketplace where there is a dearth for talent it is extremely crucial
for Companies and Corporates to have an Effective methodology to Assess,
Develop and Retain talent for sustained Growth!!

4. Hiring Trends (ASEAN)
- Availability of talent pool – Proactive Pipelining –
Tendency to Hire
- Envision Upcoming New Projects - Hire
- Critical Hiring for time bound Projects - Hire
- Business compulsions – Impulsive Hiring
- Relocation plans based on HQ Directives - Hire
- New Investments – Spurt in hiring
- Government Projects – Call for Collaboration –
Infrastructure projects – Hire in anticipation

5. Downside for HR (ASEAN)
- Hiring Freeze
- No budget or under budgeted
- Cost Control Measure (Higher Desk Cost)
- Company in RED
- Oversized – too many hires without factoring
any slow down (For ex: XXX Singapore)
- Replacement Headcount
- HR considered to be a cost center always

6. “THE HIRING PROCESS”

7. KEY FACTORS TO ASSESS
Primary requisites that undermine the Hire:
a. Creating Key Accountability criteria’s
b. Benchmarking the Behaviour, values and
skills required for the role and position
a. Creating a Behavioural Interview Questionnaire
b. Track and store candidate information
c. Assess based on Motivators, Behavioural patterns
and top skills in comparison to the job description

8. KEY FACTORS TO ASSESS
f. Setting up Achievable Targets and KPI’s in line with the Company’s
current and future business plans.
g. Clearly defining the Job Description without any ambiguity
h. Communicate all important requisites at the very first instance
i. Explain the Org structure and Management style and Clearly set
expectations

9. Setting Achievable KPI’s
a. In line with the Company’s Current and Future Business plans (Immediate
future)
b. Is it only related to Numbers? Are there other factors to be considered?
c. YOY Growth, Profitability, Success Ratio, Market Scenario (Macro and
Micro Economics)
d. SWOT considered or ignored?

10. Company Information
a. How much Company information is shared? (5 years growth plan, market
presence and the like)
b. Employee size, strength, hierarchy, reporting lines
c. Lean structure, Matrix structure
d. Autocracy, Democracy, Meritocracy (A simple sharing about company’s
culture)
e. Why’s and Why not’s

11. Comparative Study / Analysis
a. Market positioning within the country and Regional presence and market
share vis-à-vis other competitors
b. Product Range – Price Range – Positioning
c. Industry positioning – Direction – Growth Path
d. Comparison of Growth path with Competitors across ASEAN
e. Apple to Apple comparison of Product and Range of Services

12. HAVE’S AND HAVE NOT’S
a. Personality – Presentable, Well-groomed, Smart, Pleasing…
b. Business Mannerisms – Attire, Fashion sense,
Meet & Greet, Voice modulation, Hand shake?
a. Prefer High D – HIGH I (DISC / MBIT tests)?
a. No Passion to meet people, Poor engagement,
not sociable?
a. Attitude, Unpleasant, Ill Mannered
b. Impatient, Lack of knowledge and Required skills

13. Compensation and Benefits
a. Clarity on Current and Expected Remuneration Package
b. Gross or Nett? – Before tax or After tax
c. Medical Insurance – Inpatient / Outpatient
d. COP or Operational Car
e. Bonus – Company performance / Individual Performance
f. Allowance – Transport / Fuel and the like
g. Leave and other fringe benefits if any
h. BPJS / Jamsostek

14. “CASE STUDY”

15. Onboarding and Post - Hiring
Known mistakes!
a.No clear Onboarding process – Where to start? How to go about? Whom to
ask? – Creates very bad impression about the Company
b.First day most of the time idling – No laptop, no internet connection, No email
id, No introduction, Immediate supervisor on leave
c.First week of joining Job Responsibility gets extended.
d.Change of Hierarchy

16. Retention Policy
- Are we creating the right and conducive environment for our employees?
- Do we pay attention to their small Idea’s or do we ignore them?
- Employee Feedback on new Initiatives and Change’s that happens time and
again
- Career Path, Benefits clearly explained
- Company’s culture – Individual / Common Goal’s – Aspirations
- Performance Review and Assessments in line with their KPI’s
- Employee Assistance Program

19. Q & A
Thank You!