Presentation on 'How to Bring Best Talents for Mera Medicare'

1. www.meramedicare.com
~ How to Bring Best Talents
Barsha Naskar- 14PGP010
IIM Raipur

2. FLOW OF PRESENTATION
Defining our own values and culture.
a) Company has to identify and define what it stands for– BY ANSWERING KEY
QUESTIONS
A sophisticated model to be followed by company to define
various practises of people management.
a) Benchmarked practises of other organizations.
Process of talent acquisition from anticipating the needs of the
organization to auditing and reviewing the recruiting practises.
Other various key channels to communicate job openings.

3. KEY QUESTIONS
 Where are we?
 What are the things we stand for?
 What are we trying to achieve?
 Who we are?
 Where we want to be?
 Where is the acquired-required gap in my organization?
 Are my people really in sink with my organization’s culture?
Answering these questions is very crucial , before one starts with talent
hunt for their organization.

4. ©2011 Deloitte Global Services Limited
Purpose
• Mission & Vision
• Customer centric approach
• Customized solution
• Game-changing business
model of Mera Medicare
Brand : Mera Medicare
A unique business model
• Creation of Brand Awareness to lure
talents
‒ Sponsor events
‒ Founders speak at various events
‒ Attract local media
• Founder’s network & personal
reputation is very crucial to pull in top
talents
• Built a greater perspective in brand
promise- to revolutionize healthcare
industry
Culture- Our competitive
advantage
A resilient culture has to be built,
which must be communicated,
memorable & lived.
• Authenticity
• Meritocracy
• Talent-centricity
• Rewards
• Integrate customer feedback
• transparency
Opportunity
• Challenging work
• Accelerated career track
• Job ownership
• Competitive Pay
• Continual learning
The
Talent
Compact
Attracting Talents:
Promises Made
Retaining Talents:
Promises Kept
MODELFRAMEWORK FOR ATTRACTING & RETAINING TALENTS

5. ©2011 Deloitte Global Services Limited
STAFFING : COMPREHENSIVE PROCESS
IMPLEMENTATION
CHALLENGES
POOR PRACTICES BEST PRACTICES
Hiring only when you have an opening
Relying on generic competency model
Settling on the first adequate choice
Defining the specific demands of the job
Developing a large pool, including insiders,
outsiders, inside-outsiders, & outside-
insiders.
Specifying which skills & experience are
relevant.
Identifying the team, the candidate will
need to work with or recruit
Using a small no. of high caliber , well-
trained, properly motivated interviewers.
Educating & training senior line managers in
interview techniques
Ensuring the right level of involvement of
both HR & the relevant line managers.
Considering how company culture &
context affect the role
Anticipate
the Need
Specify
the Job
Assess the
Candidates
Transcending organizational silos
Develop
the Pool
Taking a scattershot, ad hoc approach to find
candidates
Having an ad hoc succession plan
Overlooking the skills your organization will
need in future.
Indulging in irrational optimism about attrition,
succession depth & recruiting yields.
Conducting ongoing proactive analysis of
future needs
Linking your talent plan to your strategic
plan
Continually evaluating the pool of potential
talent
Developing rigorous periodic forecasts of
the company’s talent needs
Incorporating inputs from HR professionals
into the strategic planning process.
Looking primarily for charisma, general ability
& track records.
Ensuring a close dialogue between HR &
top management
Building up-front consensus among key
decision makers about job requirements.
Looking for only external or only internal
candidates. Considering people on the periphery of the
organization (employees in remote offices,
consultants, suppliers, customers)
Tapping your networks & involving the right
external partners
Asking candidates’ peers for nominations
Encouraging open discussions at the top
about when & how to conduct external
talent searches
Using the wrong interviewers
Including too many unreliable filters &
bureaucratic steps
Employing unstructured or generic interviews
Conducting inadequate reference check
Employing rigorous behavioral event
interviews.
Conducting detailed reference checks.
Including top stakeholders in candidate
assessment.

6. ©2011 Deloitte Global Services Limited
COMPREHENSIVE PROCESS……….CONTINUED
IMPLEMENTATION
CHALLENGES
POOR PRACTICES BEST PRACTICES
Assuming money is everything
Assuming the new hire is “plug & play” Using veteran top performers as mentors
Removing bad hires within the first year
Making sure the newcomer checks in
regularly with boss, mentor & HR, even
when no problems have arisen
Close the
Deal
Integrate
the
Newcomer
Institutionalizing audit & reviews
Audit &
Review
Hanging on to bad hires
Showing too little commitment to the
candidate’s success
Discussing only the positives of the job
Failing to involve C-level in discussions
Demonstrating active support for the
candidate’s interests
Ensuring commitment of top managers to
closing the deal
Describing the job realistically
Involving the hiring manager personally,
not just HR, in closing the deal.
Ensuring compensation equity
Providing inadequate support & mentoring
Providing adequate ramp-up time
Rewarding mentors
Failing to review hiring practices &
institutionalize the best ones. Regularly reviewing recruiting practices
Identifying & rewarding excellent
interviewers
Holding all assessors accountable for the
quality of their evaluations
Being willing to admit mistakes, learn &
move on.
Ensuring that compensation is fair to other
employees
Involving C-level for top positions.

7. OTHER KEY CHANNELS TO COMMUNICATE JOB OPENINGS
EMPLOYEE REFERRALS :
One of the most cost
effective way of recruitment
by leveraging the
networking power of the
current employees.
CORPORATE WEBSITES:
This passive approach of
advertising can be done in
conjunction with other
methods.
INTERNET & SOCIAL
MEDIA:
Depending on the
demographics of the target
market, various online sites
can be leveraged to
advertise job openings.
FRESH GRADUATES:
By working with university
students, offering them
various projects,
organization can attract
bright & affordable talents.
Potential
sources
to get the
best talent.

8. Overall a Smart Choice
THANK YOU
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Passionate
Team
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