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Recruitment Leaders Are Equally Responsible for Profit Margins Now: Lavanya
Nandakumar, Prodapt
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Home » Special Feature » Recruitment Leaders Are Equally Responsible for Profit
Margins Now: Lavanya Nandakumar, Prodapt
Special Feature March 28, 2023 | 5:06 pmApril 9, 2023


RECRUITMENT LEADERS ARE EQUALLY RESPONSIBLE FOR PROFIT MARGINS NOW: LAVANYA
NANDAKUMAR, PRODAPT

All Things Talent Team
#Automation#Head of Talent Acquisition#Lavanya Nandkumar#Prodapt#Recruitment#Top
100#VP
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Lavanya Nandakumar, VP & Global Head of Talent Acquisition, Prodapt

The ongoing transformation of HR will make its role pivotal to driving revenue,
increasing profit margins, and brand building, says Lavanya Nandakumar, VP &
Global Head of Talent Acquisition for Prodapt

Research conducted by McKinsey in 2017 showed that typical HR departments used
to spend almost 60% of their time and resources on transactional and operational
functions. In most organisations, HR is so caught up with day-to-day tasks that
it simply does not have the bandwidth to focus on a higher strategic mission.
This has been changing rapidly in the last few years, with organisations
rethinking the value that HR can deliver on the strength of technological
advancements.



As Lavanya Nandakumar, VP and global talent acquisition head for IT service
management company, Prodapt, points out: “Large hiring teams can now be managed
remotely with greater efficiency, and massive amounts of data can be reconciled
and reviewed with [technological] tools. The entire process is now
systematically measured at every stage, which was not the case a few years ago.”

Also read: Using Technology To Adopt Proactive Listening Model to Understand
Employee Sentiments

While digital transformation had started snowballing into an enterprise-wide
movement even before the pandemic, most efforts in this sphere were aimed at
modernising customer touchpoints (54%) and enabling infrastructure (45%). For
example, while many of the technologies for enabling remote working had existed
for at least a decade before the outbreak of the coronavirus, most firms had
either been reluctant to adopt them or extended this option to only a few
favoured workers.

The pandemic changed all this, with lockdowns forcing teams to work from home.
HR had to innovate and embrace new technologies to rapidly facilitate new ‘work
from home’ models and to help shape C-level strategies around the complex
people-centric challenges posed by the circumstances. Reflecting on her
experience of the pandemic, Lavanya shares that talent acquisition came to a
standstill for at least a couple of weeks after the first lockdown. “Remote
working has disconnected candidates from recruiters and hiring managers to a
large extent. It took months for TA teams to reconcile data and ensure reviews
and processes align with the new ways of working.”

> Changes in the business environment are occurring so rapidly, it’s getting
> increasingly harder for resources to remain updated and relevant. Hence, the
> talent war is going to heat up and become a lot more significant than it has
> ever been in the past.


INNOVATIONS CHANGED THE WORKPLACE

“Automation and video-conferencing technologies were written into business
continuity plans,” Lavanya remembers. In the pre-Covid world, business
continuity plans (BCP) were drawn up with a view to helping organisations
function through power outages or natural disasters, events that had the
potential to shut down operations for a matter of days, not months, and
certainly not years. If the pandemic highlighted two things above all, it was
the need for organisations to prepare for longer interruptions and the
importance of connectivity.

Lavanya recalls that while the hiring process wasn’t fully automated at the
time, it helped that at least certain segments were digitised. “The entire
process did not break down as a result,” she says, adding that digital tools for
sourcing, hiring, proctoring, and streamlining HR tasks took a lot of the
pressure off HR teams.

The changes that were effected—practically overnight—acted as a catalyst for
organisational transformation, requiring the HR function to become more
strategic, and cross-functional. “They are more ‘business partners’ than mere
‘recruitment managers’,” as Lavanya puts it. TA, she predicts, will no longer be
limited to enabling functions but involve actively consulting organisations on
critical talent issues. “The role is no longer focused merely on onboarding
people into the system. Recruitment leaders are equally responsible for
revenues, [profit] margins, and brand. The business context is key here,” says
Lavanya.

Also read: Borrow, Build, Buy: Ericsson’s Talent Acquisition Strategy For 5G
Workforce


TALENT ACQUISITION TAKES CENTRE STAGE

For talent acquisition leaders, it’s now a case of “one player, many games,” as
Lavanya puts it. “Changes in the business environment are occurring so rapidly,
it’s getting increasingly harder for resources to remain updated and relevant.
Hence, the talent war is going to heat up and become a lot more significant than
it has ever been in the past.” She elaborates that while connecting with
candidates has become easier thanks to technology, “the world is now too small
as a talent marketplace. The competition is overwhelming. It is a job-seekers
market.”

A Gartner report lists this labour shortage as one of three unique
talent-related challenges that are contributing to unprecedented uncertainty.
“Today’s economic pressures are complicated by a so-called triple squeeze,” says
the report which talks about the unusual concurrence of factors like
hyper-competition for talent, challenges around salaries, and strained global
supply chains. The report thus states that organisations will rely heavily on
the support of HR to help them overcome “the substantial threats posed by the
absence of the critical talent required to execute organisational strategies and
mission-critical priorities”.

Also read: Luxoft’s Huong Nguyen on How Employer Branding is Winning Recipe for
Talent Attraction

The connection that recruiters manage to establish and maintain with candidates
will thus be critical, and Lavanya points out that organisations will have to
prioritise investments in sourcing and candidate relationship management
strategies. And to this end, teams will have to be empowered with not just the
tools but also the skills to make the best use of data analytics and insights to
attract, engage, and retain the best talent. 

About the author: Lavanya is a seasoned HR professional with over 23 years of HR
expertise. She has worked across business segments and managed large global
teams. At present, she is the global head of TA at Prodapt.

Registered Name: Prodapt Solutions Pvt Ltd
Year of Incorporation: 1999, Prodapt is part of the 128-year-old business
conglomerate, The Jhaver Group.
Number of Employees: About 5,000 technology and domain experts work for Prodapt
in more than 30 countries in the Americas, Europe, Africa, Asia, and Australia.
Name of the founders: Vedant Jhaver, Chairman/CEO
Name of the key execs:
Harsha Kumar, President
Ramanathan J, CFO
Rajesh Rathod, CTO
Jagan N, Senior Vice President
Sandip Mishra, CHRO
Sriram Natarajan, Chief Operations Officer
Business Line: Prodapt builds, integrates, and operates solutions enabling
next-generation technologies and innovations. Its customers include telecom
operators, digital/multi-service providers, and technology and digital platform
companies in the business of ‘connectedness’.
Key HR Factor: We believe people are our biggest asset. Prodapt is always
working to build and keep a culture in which employees can learn, grow, and feel
respected.




 

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