IMPRESSIONS from a Cross-section

We have an in-house recruitment team. We advertise jobs in local newspapers, social media and also depend upon headhunting agencies. At times, names suggested by headhunters do not match requirements of the organisation. While mid- and entry-level profiles can be found in huge numbers in social media, top level profiles cannot. 

We face certain challenges while recruiting new talent. (i)Required qualified employee vs high expectations (ii) most newcomers are not focused on the career (iii) commitment to the assigned role can be overtaken by career growth expectations (iv) maturity and professionalism may be lacking and may require some time to cultivate (v) newcomers are less proactive or positive in their reactions to workloads and challenges. 

It is possible to be in tune with trends if the employer or the company empowers its HR wing to train people and follow up the progress with proper feedback. A reward-based performance management system can also work. We are working towards establishing an MO-KPI based performance management system, centered around open discussions. We want to implement ERP-based operations to visualise diversified business operations. We are implementing the multi-skilling policy for every functional wing under CHO to create a capable second line to play the role. We have already begun that policy in our RMG business wing and it will be followed in other units.

We look out for the person who can understand the requirements of the organisation and contribute to the best of the person's potential. One must also realise what professionalism is and have a certain amount of experience in the relevant business. 

The level of understanding one's role in organisational requirements, the level of interpersonal communication skills with other employees and the level of confidence and capability to contribute to business growth are much better compared to the recruitment rate five years ago. 

Fashion institutes can meet merchandising/designing requirements needed for the RMG sector, but there is a gap between theory and practical understanding of the core product/materials/concept and visualisation. They must ensure certain policies to meet the need of an organization. These include finding out if the person can understand organisational requirements, overall personal and professional learning points. The person can visit the company to understand the relevant effect-impact matters. They also need to introduce courses that align with the specialised requirements of the relevant business. Design students should be strong in conceptual skills and in creative designing, besides technical expertise.

There are certain fields in the textile value chain where it is tough to find the right person. These include Marketing Head specialised in business with excellent operational skills, and the Head of Planning who ought to be specialised in business operations and excellent in operation-related technical matters with strong follow-up and communication skills. This person needs to visualise the future and draw a sustainable back-up plan with available options. The third requirement is for a head of HR who needs to be specialised in business operations with excellent communication and presentation skills and have strong leadership qualities. This person must confidently deal with organisational development, crisis management and handle grievances while providing support to core business. The incumbent needs to be strong in liaison skills also. Overall, the position has to be strong enough in change-management skills.