Risk Impact/ Cause
Inconsistent - Non-compliant due to missing documentations
Recruitment practices - May get expose to wrong alleges
- Multiple decission making
- Diversion to Manpower & Budget Plan of the year
- Overlapping of Salary bands
- Span of control disruption due to unaccounted heirarchy
increase.
No Competency - Skill to Role gap
framework in place - Lead to un-necessary training and development
- High Attrition rates
Multiple channel - Overspend on Sourcing
sourcing - Unaccounted expenses like travel expense, joining expense,
joining bonus etc.
- Same profile sourcing from different channels
Screening the profile - Focus only on resume, not practical experience
and not capability - Fraudulent info becoming base of hirings
- Missing potential high performer cause of improper resume
- Cultural non-fitment
Ineffective and - Biased Decission making
incomplete - Halo effects in play
evaluation process - Non-compliant due to missing documentations
- May lead to cultural unrest
Untrained Interview - Dilution of Employer/ Employee Brand in market.
Panelists - lack of standardization across hiring managers
- Halo effects in play
- Technical aspect dominates Behavioural aspect
Candidate Interview - Missing opportunity of improvements
Feedback Form/ - Negative experience can lead to organization specific applicant
Candidate negative reduction
feedback - Dilution of Employer/ Employee Brand in market.
Non-Closure of - Mis-interpretation of position closure
Recruitment Cycle - Position being open in-definitely
- un-necessary increase in TAT for recruitment
- High drop rates
Inappropriate Talent - High recruitment expense
Acquisition - Deviation from Manpower and Budget Planning
Monitoring and - Failing to do the Trend analysis and forecasting
control Matrix - Failing to address the achievements and area of improvements.
Description Severity
when one need to choos execution in place of planning, creating policies High
and documenting practices may not be on the top of the to-do list. Yet, it is
much better to document everything for it can become good defendent for
any alleges of unfair treatment or discrimination.
Sometimes a new employee just doesn’t work out. This may be High
unavoidable in some situations, but there are steps you can take on the
front end to ensure you’re getting the “right fit” talent.
Effective sourcing increases your chances of finding the perfect profile in High
this hyper-competitive talent market. However, using multiple sourcing
channels like Consultant Tie ups, Various Job portal usage, Referrals and
untracked recruitment costs can impact the overall recruitment budget.
Recruiting managers today end up screening candidates on the basis of Medium
profile and not capability.
To save time, Many times they opt to use panel interviews for efficiency High
sake, but they may fall prey to socially desirable responses.
Often times hiring managers are put in front of candidates with little to no High
explanation of how they should be interacting with or evaluating
candidates. At first glance, this seems easy enough, but even some
questions we treat as small talk can be viewed as discriminatory. This may
dilute the Employee Brand.
Candidates who face negative experience during interviews are vocal about Medium
their experience and share those experience online via an employer review
site, such as Glassdoor; a social networking site; or directly with a colleague
or friend. This may dilute the Employee Brand.
Many a time, recruiters are just releasing the offers and are not taking the HIgh
candidates reply as accepted or rejected. This may raise a situation of dual
employment on later date or increased drop rate keeping the position open
indefinitely.
If there are no matrix maintained to monitor our hiring practices, then
hiring trend, Recruitment Cost, turnover rates, drop rates will seem
increased.
Opportunity
- Pre-defined Recruitment process and its strict adherence
- Documentation of Process & Practices
- Looping in all the concerned party
- Strict followup with Manpower & Budget Plan of the year
- Continuous Recruitment Process Improvisation (as and when needed)
- Compensation & Benefits awareness
- Link Separation as predecessor to Recruitment
- JD sharing with the candidate and understanding his/her expectation at the
time of pre-screenings
- Establishing roles based competency framework in place.
- Psychometric assessment along with cognitive interview assessment may
produce better results.
- Limited channels sourcing strategy at a time.
- Pre-assessments and Sourcing through job portals.
- Recruitment MIS reportings
- Using pre-screening check and Cognitive & communication assessments.
- Initial Telephonic interviews
- Understanding the candidate mindset and his/ her allignment to company
values.
- usage of functional, behavioural and personality assessment for a complete
assessment of the candidate.
- 2 or 3 levels of screenings
- Cross Functional Panel formation
- Evaluation Standardization and Documentation of evaluation sheets
- Individual decissions of Panelists.
- Standardization of Hiring Process -interview-guide and candidate evaluation-
guide should be prepared to have a standard hiring process across the
organization.
- Standardization of Interview methodology
- Interviewing skills training
- Improvement opportunity: taking feedback of the Candidate about the
complete recruitment process
- Provide a time period for collecting the offer acceptance, failing which results
to auto-withdraw of offer.
- Documentation of Offer acceptance/ rejections
- Share the same to the interested parties.
- Proper recruitment MIS reportings
- Communication to interested Party
- Monthly review with Senior team
Risk Impact/ Cause
Delayed Onboarding - Candidate feels missing connectivity to the
organization
- Information Overload on first day
Orientation V/s - Un-familiarity at workplace due to missing
Onboarding introduction of teams
- Low employee morale
Unstructured - Lack of knowledge sharing to the employee
Orientation - Increased ideal time resulting low productivity
- low sense of belongingness
Low Productivity or - Low employee engagement
efficiency - Low trust among employees
Unclear Goal/ - Employee enthusiasm deflation
Expectations - Low Job performance
- Decreased inculcation of new ideas into the
organization
Early attrition - Underutilization of capability
- Mis match of candidate skill and role expectation
- Cultural unrest due to job insecurity of candidate
- Increased recruitment cycle
- Low employee retention
No Measurement - Failing to address the achievements and area of
improvements.
Description Severity
On-boarding cycle starts from the day of Offer acceptance by the candidate Low
and hence engaging the candidate becomes important for retaining him/her in
the long run.
Orientation is often confused with onboarding. Paperwork, reviewing rules and High
regulations, and familiarizing the employee with the building and workstation
are viewed as the most important parts of onboarding.
Low
Sometimes a new emplyee may not be fully productive from anywhere High
between 6-12 months. But, if induction is done early enough and properly, the
time to competency can be reduced.
Low
Often during pre-screening, recruiters or hiring managers don't clarify job roles High
to the candidates they are hiring, and thus it leads to a mismatch in candidates
and role expectation.
Also, a lack of pre-joining and induction process leaves the new hire helpless
and find it difficult to settle in an entirely new environment.
Low
Opportunity
- Pre-onboarding engagement through sharing of appropriate
informations like Dress norms, working hours, Parkings, reception
info, travel and stay arrangements etc.
- Paperwork can be done prior to joining date
- Usage of multi-device platform to keep engage the employee
- Introduction to the team at workplace
- Office/ Plant visit to increase the familiarity at workplace
- Key contact sharing
- Introduction of Mentor at workplace
- Prepare a proper plan and execute, starting from paper work,
company introduction, team meeting, buddy and mentor
introduction.
- Share the plan to employee at the earliest.
- Introducing informal on-boarding buddy to make the new joinee
open up with the others
- Clarification of JDs, setting up a goal
- Employee satisfaction survey
- Clarification of Job Description at the time of Pre-screening
- Detailed and only necessary Induction process
- Employee/ Employer feedback forum in early joinings of
candidates may help in understanding the gap in between.
- Proper MIS reportings
- Communication to interested Party
- Monthly review with Senior team
Risk Impact/ Cause
Delayed - Unauthorized access to Corporate network
Offboarding - Knowledge/ Data breach
- Non Compliance
- Unnecessary Expense due to unused licenses or unknown recurring
payments
Non-engaged - Cultural unrest
resignee on notice - Decrease in Employee morale of other employees
period - Low Productivity or efficiency for other employees
Un-structured - incomplete offboardings
Offboarding - Data breach
- Wrong full & final settlement
- Unnecessary Expense due to unused licenses or unknown recurring
payments
- Non Compliance
Employee - Dilution of Employer brand
Negative - mis-leading feedbacks
experience
Exit Interview - Missing opportunity of improvements
Feedback Form - mis-leading feedback due to unstructured exit interview
Description Severity
Sometimes the offboarding of an employee is getting delayed cause of any High
approval process or other means, may have bad intention of utilizing the
corporate network and database.
Keeping a resignee on notice period, without any specific engagement in High
place, may lead him/her in interacting with other employee frequently and
starting rumors/ ideal time. This may lead to cultural un-rest in the
organization.
Medium
Candidates who face negative experience are vocal about their experience Medium
and share those experience online via an employer review site, such as
Glassdoor; a social networking site; or directly with a colleague or friend.
This may dilute the Employee Brand.
High
Opportunity
- Early and Timely offboarding
- Usage of offboarding checklist
- Automation to avoid Human error/ biasness
- Documentation for every step of offboarding
- Early releiving of the such employees will be benefitial to organization.
- Should waiver Notice pay for his/ her cooperation in the same.
- Always carry a positive behavior with the leaving employee.
- Standardization of voluntary and non voluntary offboarding
- Strict adherence to offboarding checklist
- Documentation at each step of offboarding
- Always carry a positive behaviour while dealing with leaving employee.
- Ensuring a positive environment during the exit interviews.
- Fast and timely completion of offboarding process
- Improvement opportunity: taking feedback of the Candidate about his
service at organization may help in identifying the area of improvement.
- Formulate a standardised exit interview
- Interview from
Risk Impact/ Cause
- Employees Low business adaptability
- Incapable to respond to rapidly changing business environment
Lack of Digitization - less agility in employee life cycle that is directly proportional to
agility of business
- in-adequate Salary benchmarking, leave liability, perks and
benefits modelling, Performance managing, Team dashboards, On
boarding compliance, etc.
- In-effective efficiency of system - multi system leads to multi
Multiple Digital diversion
Platforms - incoherent database due to multi integration
- Diversified investment leads to high expense
- High maintenance of database in terms of man, time and energy
- non-standardization processes/ systems
- Non Compliance and Local labour non-regulations
Incomplete or no - Audit Penalties
documentations - Missing important informations of employees or employer
- Failing to establish accountability that depends on various
agreement or contract
- Lack of Trust and sense of responsibilities
Compromised Ethics & - Unfair practices in places
Leadership - Cultural unrest
- Employee Unrest due to unfair practices/ treatment.
Workplace Culture - High Employee Turnover
- Low Employee Morale
- Low Productivity
High Attrition
Description Severity
In the quick paced environment, keeping up with the Market
changes is one of the key factor of sustaining and leading the
business. Failing to the same will only slow down the business
growth. These changes are not limited only to the products and
services, even the human resources transactions are happening at
very quick pace. High
High
Medium
People don't quit jobs but their bosses is most cited statement for Medium
separation which is somewhat true if not completely. This causes
mis-trust in leadership and ethics in place.
Workplace Culture if basically a resultant of How you do things
rather on Why you do things. Yes, for business WHY is the decission
maker while HOW would define who will stay for the cause. High
Opportunity
- Keep up with the updated technology and its quick adaptability in
place.
- Use of complete one HR ERP systems in place.
- Creating awareness about local/ international labour laws
- Periodical Internal audits
- Report on finance quarterly
- Adopt a leadership skill which entails others approachability
- Ensure the downloading of busniess culture and value to each
employees
- Adopt best HR practices to mitigate the cultural unrest
- Define and adhere Organizational value. This puts a face of the
organization to others
- Build and Implement employee inclined policy
