We have spent a lot of time researching the Framework for Hiring the best. A market leader in the telecommunications industry, coupled with the emergence of 5G technology, approached us as they faced challenges in closing positions due to the uncertainty of talent availability. Draup helped them provide data across 100 roles across ten countries and 150 locations and helped them close over 50 positions in record time.
I say that in my opening remarks this week – not to market about Draup but to go deeper into the process. Because more than the platform – we want to provide insights on how you can do this yourselves– sort of Draup driven thinking.
In 1945, Dr. Vannevar Bush, in his report “Science the Endless Frontier,” states that the culture of acknowledging and trying newer ideas is the most essential for any organization’s success. In his book Loonshots, author Saif Bahcall states that many of the successful ideas were at one point in time dismissed as crazy ideas. In the early days, many media franchise leaders dismissed the scripts of Star Wars before it went on to become a massive franchise. Often organizations need a champion who can remove the issues within an idea and implement it for scale.
Here are the foundations of how we went about this challenge
We conducted a 30-minute session with the role requirements with talent acquisition. It was apparent to us; people used all sorts of terms and terminologies without clear understanding (Baseband, Platform, MIMO, GPU, Middleware, etc.). Needless to say, these terms were more destructive than helpful
Post collecting all the inputs, we decided to create a Taxonomy (a term we often use). A taxonomy is simply an organization of Job Roles. It follows a specific hierarchy (Occupation – Job Family – Job role – Technical Skills – Behavioral Skills – Digital Product Skills).
Something to this effect (one thing we did is a link across roles to highlight any overlap). You can see when highlighting the required skills similar to other roles, you get an immediate connection and overlap with other roles. This Linkage is critical in understanding what talent are we cumulatively seeking to build
Five years ago, TA activities were a bit easier where the peers can be mapped easily. Today a Bank competes with tech Companies, and tech companies are competing with Industrial Software companies. It is not easy to discount any industry segment. We created a library by Role on which industries are specific and adjacent. Something like this
Recruiters often know the standard names. So we created a library of mid-size companies with great talent by Job Family
Something like this for example
Innovation cannot happen without diversity, so at the role level, we created diversity metrics (gender, ethnicity, company type, education and experience levels). We have given several samples of these datasets to you but integrating that into Recruitment is key
When targeting a company, Recruiters need to have a keen awareness of the company’s strengths and awareness. A dashboard of target companies sentiment analysis will be handy
A 60-minute webinar run by Draup on the technical aspects of the roles. What is Full Stack, for example, and how is it different from Backend Development? This session is helpful because Recruiters can freely ask questions (we may not know all the responses, but we can go and find out)
Following a structured process like this led to good results.