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Learnability is Going to Become a Hiring Buzzword: Bhavesh Patel, MIG CGI

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Home » Special Feature » Learnability is Going to Become a Hiring Buzzword:
Bhavesh Patel, MIG CGI
Magazine, Special Feature March 28, 2023 | 6:26 pmApril 11, 2023


LEARNABILITY IS GOING TO BECOME A HIRING BUZZWORD: BHAVESH PATEL, MIG CGI

All Things Talent Team
#All Things Talent 2023 Edition – January to March#applicant tracking systems
(ATS)#Bhavesh Patel#data security#learnability#MIG CGI#Talent Acquisition#Top
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Bhavesh Patel, Head Talent Acquisition, MIG CGI 

‘Upskilling’ is the buzzword for recruiters going ahead, and for candidates,
it’s ‘learnability’. Bhavesh Patel, who heads talent acquisition for CGI’s
multi-industry and government vertical, tells All Things Talent.

If there’s one thing we’ve learned from the past, it’s that the future of human
resources will require adapting to constant digital change. The pandemic drove
that point home by really testing the adaptability of HR teams, who had to
innovate to find ways to enable hybrid working without losing out on
efficiency—and to do this in record time. 



And while, as Bhavesh Patel, who heads talent acquisition for CGI’s
multi-industry and government verticals, points out, “Everybody is still trying
to grapple with what the future is going to look like,” this much is clear:
Going forward, HR professionals will see even more innovative trends in the
areas of hybrid/remote work models, digital workplaces, data-driven DEI
strategies, and so on. Learning how to optimise new tools and reskilling will,
thus, become vital not just to retain relevance in the job market, but to help
steer company growth. 

Also read: One-Size-Fits-All Approach Doesn’t Work With a Diverse Workforce:
Santosh TK, Dell Technologies

Patel illustrates how rapidly the recruitment landscape can shift by looking
back at the challenges posed by the pandemic.“I think every organisation,
irrespective of the industry, faces similar kinds of challenges,” says Patel. 

“The first challenge was, obviously, to ensure productivity wasn’t impacted by
the shift to online work. Data security was another top concern, as a lot of
proprietary client-centred information had to be hosted on our platform.
Securing all this information was paramount as individuals would now access this
from their homes – that took about three months, but the rest [of the transition
to WFH] was pretty smooth. “Perhaps the most important challenge concerned work
culture and ensuring that new hires understood this”. 

At the same time, HR has had to accommodate changing perspectives on work.
Concepts like moonlighting and gig work posed – and continue to pose – another
set of challenges for recruitment professionals who must ensure gig work does
not pose a conflict of interest. “Obviously, there were also a lot of
infrastructure-related problems,” Patel recalls. 

> Everybody is still trying to grapple with what the future [of work] is going
> to look like. But a few things are very clear: that data is going to be at
> centre-stage, for example. Our acclimatisation to data, understanding of
> numbers—I’m talking about HR specifically—has to increase significantly now.”


THE PERKS OF BEING PROACTIVE

For example, a former employer had already tested out online meetings across
geographies; the organisation had also worked with freelance gig workers on some
projects, which meant it could draw on experience to manage flexibility. “The
challenge, of course, was to do this across the board, to get all 210
thousand-odd employees across the globe to get into that virtual mode,” Patel
recalls.  

The firm relied on Superset’s virtual campus hiring software to recruit
engineers. “We ended up evaluating about seven-and-a-half lakh students across
the country [through the pandemic],” Patel reveals. Assessment tools were
required too, and thus ‘eye in the sky’ (EITS) was introduced to proctor
candidates from remote settings. Assessment providers and applicant tracking
systems (ATS) were used to replicate the hiring mechanism. Naturally, HR teams
had to be trained to shift to this model, and at the time, the whole training
process had to be expedited. This transformation of hiring processes, triggered
by the pandemic, has continued to gain momentum. There’s no doubt that going
forward, tech tools will reinvent HR entirely. 

Also read: Tech Sector’s Compensation to Increase by 10-11% for Niche Skills: SV
Nathan, Deloitte


TECHNOLOGY CAN ENABLE MEANINGFUL ENGAGEMENT

Though this can streamline processes significantly, it also poses various
challenges, not just from the training point-of-view, but also because,
historically, HR has always been somewhat tech-averse. This reluctance is not
driven by a fear of job cuts alone; but also by the fact that, for the current
crop of recruiters, the physical aspect has always been central to their roles.
Their training has involved in-person meet-and-greet sessions, with an emphasis
on eye-contact, body language, and so on. 

“There is an innate fear [of technology],” as Patel puts it, “so it’s important
to emphasise that the adoption of these tools will take away repetitive tasks
and thereby allow you the bandwidth to explore more meaningful engagement. 
Technology has the potential to free up your time and mind-space so that you can
use this towards something more productive, concrete, and human-centred.” 

Also read: Quiet Hiring, Gen-Z Skill Gaps – 9 Trends That Will Alter
Future-of-Work in 2023


THE FUTURE OF WORK

In the face of all these changes, Patel says, “Everybody is still trying to
grapple with what the future [of work] is going to look like. But a few things
are very clear: that data is going to be centre stage, for example. Our
acclimatisation to data, our understanding of numbers—I’m talking about HR
specifically—has to increase significantly now.”

Patel also points out that ‘flexibility’ will be the keyword. “Gen Z wants
flexibility: with respect to the location of work, the kind of work they do and
even the organisations they choose to be a part of”.  Patel says it’s not
uncommon for candidates to say they don’t want to be limited to a single
organisation and that they’d rather take on gig work. “Right now, that’s a big
challenge that HR faces: how to incorporate this sort of flexibility in
contracts while ensuring that data remains secure.”

Meanwhile, the process of hiring is itself, transforming rapidly. “A lot of
automation will come into play. And one of the many challenges this poses is how
to ensure that there’s no impersonation and that the person who applied for the
position is also the person being assessed. A lot of assessment tools will thus
become very important; AI is coming into the picture in a big way,” says Patel. 

The good news is that by enabling WFH models, automation allows organisations to
tap into talent in Tier-2 and Tier-3 cities like Bhubaneswar and Coimbatore.
This lowers costs for organisations and, importantly, also prevents a brain
drain from these places, which can have tremendous significance for society at
large. 

> Candidates must understand that we [recruiters] cannot really go by skills
> alone, because what is an important skill today may not be important tomorrow.
> It’s important to hire for ability.


BECOMING A PART OF THE SOLUTION

Given that this shift is ongoing and unstoppable, upskilling is no longer an
option. Recruiters must explore ways to partner with IT, to use tech to
complement their skills.

“Recruiters may want to look at how they can make use of business intelligence
technologies like Power BI, Tableau, or other dashboards to make a case in front
of business leaders. This is important because the data is going to talk about
productivity, about how you are looking at performance, how you are assimilating
surveys, and how you are engaging with your talent pool, which isn’t even there
[in person, at the office],” says Patel. 

It’s a big change for teams that have, traditionally, been used to engaging the
workforce with physical events and activities like making festive Rangolis and
so on. Therefore, upskilling is vital. 

Also read: Goldman Sachs’ Deepika Banerjee Suggests Differentiated Employee
Experience Strategy for 2023 


LEARNABILITY, THE BUZZWORD IN HIRING

These changes will affect job applicants, too, of course. How they align with
the company culture will be significant. “Because a job-seeker might get, let’s
say, three times the number that she’s looking for from a compensation
perspective to join a small company. But tomorrow, if times are bad, the same
candidate might be asked to move on. So it’s important for candidates to
understand the organisation’s culture and maybe read up on it before coming in
for a discussion. Candidates must also understand that we [recruiters] cannot
really go by skills alone, because what is an important skill today may not be
important tomorrow. It’s important to hire for ability. Learnability is,
therefore, going to become a hiring buzzword: are you capable of unlearning
everything you’ve learned, of jumping into a new technology altogether, and
learning it from scratch? That’s going to become very important.”

Ultimately, while there has been no concrete measurement of how efficacious
changes in HR practises have been, a simple metric can be used to gauge success.
If, even in the current slowdown, the bench—the number of
employees who have been offered jobs but have not yet been absorbed into the
workforce—has gone down, it’s proof that things are working well. “Your bench
coming down, obviously, is a positive on your employee cost, whereas your
revenue numbers for large organisations haven’t come down. So while there is
growth, which is slow, there is a bench that is getting reduced, and a lot of
marginal performers are being asked to move on, which, again, results in savings
from the perspective of overall wage costs,” says Patel. 

He adds: “There are a lot of savings on infrastructure cost [because of hybrid
work], too, as organisations need less physical space and can save on facility
management and all of that. So while there have not been reports of, let’s say,
a 5%, 7%, or 9% increase in productivity by organisations as a result of
changes, the fact that costs have reduced and margins have gone up is clear
proof of the fact that it is really working and it will continue to work.”
Patel, therefore, has no doubt that CEOs will continue to turn to technology and
embrace tools and newer processes with a view to steering performance and
achieving growth.

About the author: Bhavesh Patel has extensive experience in talent development,
TA, talent management strategies, and retention, among others. At present, he
heads talent acquisition for CGI’s multi-industry and government verticals.

 

Registered Name: CGI Information Systems And Management Consultants Pvt Ltd
Year of Incorporation: 1976
Number of Employees: Over 90,000 consultants and professionals globally. As of
Feb 2022, in India, it has over 18,000 consultants in Bangalore, Chennai,
Hyderabad, Mumbai, and Pune, providing support to over 400 clients around the
globe.
Business Line: Largest IT and business consulting services firms in the world
Founders:
Serge Godin
André Imbeau
Key Executives:
George Mattackal, President of CGI’s Asia Pacific Global Delivery Centers of
Excellence
François Boulanger, President and Chief Operating Officer
Workforce Growth: A 12.5% global growth from 2021.
Key HR Factors:
The culture of ownership.
Besides compensation, employees are eligible to invest a set percentage of their
salary in CGI shares, called the Share Purchase Plan (SPP), which is matched by
CGI dollar to dollar
Focus on the future digital workforce
Access to a wide range of online learning platforms
Varied experiences through proactive rotation to new assignments.
Open and transparent discussions with leaders on performance, opportunities, and
challenges.
CGI Leadership Institute
Inclusive workplace that prioritises, supports and accelerates gender diversity.
Source: Company Reports



 

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