"In times of hiring freezes or downturns, view challenges as opportunities for learning and internal talent development, ensuring future growth by staying agile and focusing on building a strong talent pool."
In this episode, we're joined by Abhijit Gandhi, a seasoned HR professional with expertise in talent acquisition. Formerly at Tatvic and now influencing HR communities like HR Mavericks and The Shape of Work, Abhijit shares insights from his journey across various industries including his time at Tatvic, Conga, and Anblicks amongst others. With a foundation in accounts and banking from Gujarat University, his approach blends analytical skills with HR practices. Dive into our conversation as we discuss the future of work and strategies for organizational success through effective talent management.
This podcast episode explores cutting-edge talent acquisition strategies in the technology and marketing sectors, emphasizing the significance of employer branding, transparent candidate communication, and the strategic application of social media. It delves into the use of artificial intelligence to streamline recruitment processes, while maintaining a human touch. Insights include the importance of behavioral interviews and the role of AI in enhancing HR practices, offering a comprehensive guide for adapting to the rapidly evolving landscape of tech hiring.
Episode Highlight
Follow Abhijit on Linkedin
Produced by: Priya Bhatt
Podcast Host: Ipshita Sharma
About Springworks:
Springworks is a fully-distributed HR technology organisation building tools and products to simplify recruitment, onboarding, employee engagement, and retention. The product stack from Springworks includes:
SpringVerify— B2B verification platform
EngageWith— employee recognition and rewards platform that enriches company culture
Trivia — a suite of real-time, fun, and interactive games platforms for remote/hybrid team-building
SpringRole — verified professional-profile platform backed by blockchain, and
SpringRecruit — a forever-free applicant tracking system.
Springworks prides itself on being an organisation focused on employee well-being and workplace culture, leading to a 4.8 rating on Glassdoor for the 200+ employee strength company.
"In times of hiring freezes or downturns, view challenges as opportunities for learning and internal talent development, ensuring future growth by staying agile and focusing on building a strong talent pool."
In this episode, we're joined by Abhijit Gandhi, a seasoned HR professional with expertise in talent acquisition. Formerly at Tatvic and now influencing HR communities like HR Mavericks and The Shape of Work, Abhijit shares insights from his journey across various industries including his time at Tatvic, Conga, and Anblicks amongst others. With a foundation in accounts and banking from Gujarat University, his approach blends analytical skills with HR practices. Dive into our conversation as we discuss the future of work and strategies for organizational success through effective talent management.
This podcast episode explores cutting-edge talent acquisition strategies in the technology and marketing sectors, emphasizing the significance of employer branding, transparent candidate communication, and the strategic application of social media. It delves into the use of artificial intelligence to streamline recruitment processes, while maintaining a human touch. Insights include the importance of behavioral interviews and the role of AI in enhancing HR practices, offering a comprehensive guide for adapting to the rapidly evolving landscape of tech hiring.
Episode Highlight
Follow Abhijit on Linkedin
Produced by: Priya Bhatt
Podcast Host: Ipshita Sharma
About Springworks:
Springworks is a fully-distributed HR technology organisation building tools and products to simplify recruitment, onboarding, employee engagement, and retention. The product stack from Springworks includes:
SpringVerify— B2B verification platform
EngageWith— employee recognition and rewards platform that enriches company culture
Trivia — a suite of real-time, fun, and interactive games platforms for remote/hybrid team-building
SpringRole — verified professional-profile platform backed by blockchain, and
SpringRecruit — a forever-free applicant tracking system.
Springworks prides itself on being an organisation focused on employee well-being and workplace culture, leading to a 4.8 rating on Glassdoor for the 200+ employee strength company.
Hello and welcome to the Shape of Work, a podcast series by Springworks. My name is Anoop and I am your host. Each week, we will be talking to top people managers across the world on the future of work and how it's shaping our workplace. So sit back and get ready to find out more from these movers and shakers, as we have a no-holes bar. Anything goes. Conversation with them about their journey, their insights, their thoughts, most importantly, their ideas and vision for the workplace of the future. Join in on the conversation, leave a comment and don't forget to hit that subscribe button.
Speaker 2:Hi everyone. So today we have Mr Abhijeet Gandhi with us, who is a celebrated talent acquisition leader. Welcome, Abhijeet. How are you?
Speaker 3:I am doing great, Pritap. Thank you so much for inviting me. It's a pleasure being on this call here.
Speaker 2:We are very glad that you joined us today and you will be sharing your insights with us. Can you start by sharing about your career journey with us?
Speaker 3:Yeah, sure. So it's been almost now 13 years since I've been doing this HR universe. I started my career with one of the VPs and KPOs, initially for 8-9 months and then moved to recruitment somewhere around 2011. That's how I started my recruitment journey. So I started with some of the consulting firms where I spent somewhere around 3.5 years to 4 years into consulting roles. I had some of the KPOs and staffing requirements. Then I moved to corporate in 2014 when I got a chance to work with some of the good product-based companies like Konga that time it was known as Aptis which is purely into sales force domain and making their products onto got to cash domain. So that's where I spent a good amount of 5-5.5 years where I understood about the usual market of product industries, sales industries, how it works, and got a very good hands-on experience into a vertical role. So basically, it's more on a role where I'm not involved into particular hiring, where it's just acquiring certain departments. It's something that you were involved into the management. You're involved in the overall departmental hiring for all the departments, all the locations Then, which includes also campus and class 1, agri-hiring as well. So that's something that's the time where I put all my hands-on and understanding about the conditions and IT perspective, where usually I got my overall photos into skills, understanding the overall IT and product industries, and that's how it started.
Speaker 3:After that, I think 2019, when I moved out, joined Envilex which was that time also known as NoArts got to take an order in 2020 due to COVID time. So that time, something that I got a chance to work with a good leadership for US and India operations for both cloud and IT department, and I promoted that time as a manager at an integration and that's something that I got a chance to lead from all the time to start with. And then when I left in 2022, 21, I think that time so something that I was involved in staffing, consulting and delivery of the project, with having three different teams from all three locations and the bottom way and Hyderabad, and I joined then after sometime of 2021, december. I joined that where I got a role of head of an acquisition.
Speaker 3:And then this is very unique industry where it's not only technology but it's more of a marketing plus technology. So we call it mark tech. Like you move from tech right, so it's mark tech, where it's combination of marketing, analytics and technology which is so Patrick is one of the Google Full-Stack Goal partners, where majority of the Google services and products which they are working on and giving service to the client. That's an amazing portfolio. So, being it into Google Analytics or Google Maps or anything into the Google Cloud or marketing platform, the product is the one time solutions. Who give them the overall solutions throughout marketing the analytics and technology solutions through it, as I am saying, cloud as well. So, yeah, that's the overall time I spent with digital companies.
Speaker 2:Yeah, that's great and that's definitely an exciting journey. I wanted to talk about recruitment more. I wanted to know, in a competitive job market, how do you ensure that your organization and your teams stand out to attract top talent?
Speaker 3:I think the best part of it nowadays, when we are going with AI and modern days of technology hiding, and then the question process is three things I would say is very much important To be ascending out into the competition, competitive market is something that first and the whole most, which every company or everyone should do, is something that I'm planning. So I mean, I would I still feel that the acquisition is the team where we are the people who do the sales and marketing organization as well. So and that's one of the key area, because you are the face of the organization when you go out into market and talking to all the candidates, so employer branding is something that it's it's require a lot of attention when you are have to be into competitive marketing and how you're going to target your talents, what kind of culture you are bringing in or what kind of culture the organization have already been there. So it's something culturally, something people build, not the organization to build the culture. So it's, it goes away and it's it's comes and go far with the time. That's that the employer testimonials and the impactful overall contribution. What company has given those kind of stuff together when you go to your social media platforms LinkedIn or the platforms, events and everything that gives a remark of an organization, that how organization is all about, how people are talking about the organization, then we are talking about organizations. That's why we we we call some time that life at this company, life at this company, what people talk about and when you give them a right picture about organizations, growth, their growth, the world structures, hierarchies, they have an understanding about how organization is needed.
Speaker 3:Better is job posting, whether it's companies, promotions, or whether Something for the world, growth and learning and development of a particular individuals, and that's one thing. Another is something I feel is the overall focus of someone's care of the opportunity, which I already have gone into employer branding, but then that's value proposition. You have to tell to the Every, each and every candidate where you understand, or you you understand that being an employee, what growth you have. You give them that, to the particular person, that how we had here the growth has been happened. I mean how the growth has been happened to particular people, probably how you grow, and then and then let's you explain to them that what are the learning and development initiative company has been going through, what are the trainings unique you employ, benefits companies providing to the each and every employees that get a good opportunity, that, how far they can go, what level, what kind of promotions. So that is something you have to explain this. This initial calls are more of Not only the interview calls of understanding someone's responsibilities or getting someone to know that they are fitting into the role or not. It's something more about how you pitching your company to the particular person as well to convince them to get the job If they're good right.
Speaker 3:Second is I mean the third is I mean the world, outreaching the relevant people, how you're doing that. So that's something. The connections and networking matters where the how, what kind of relevant communities or what kind of industry events you've been involved into as an organization. There are so many sales events and Organizational events happens, so every team has to be competitive in that part being in a marketing team or sales team or an HR team or an equation team and how you're putting the social media efforts on multiple platforms to get the niche talents, because it's not always about the active hiring. It's more about how you Get the right candidate. That more happens from this kind of events passive hiring to loss of hotels or different ways of hiring. So the route. It has to be there, and this is something is going to be there A longer and longer time, and people have to learn and really did the self they're doing traditional way of recruitment. So far, then, Definitely.
Speaker 2:I think those are some great strategies we could follow to attracting prog talent. Also, in your past experience, how did you prioritize the candidate experience and what steps did you ensure to take a positive experience for the applicants, regardless of the outcome?
Speaker 3:Yeah. So I'll give you some overview with some of the examples which have been Involved into Patrick, my, my recent organization in the last two years, what we did to give the right candidate experience. And then that's what our founder usually say that no matter what we do, how many selection we make or how many people don't get the candidate experience we wanted to give is something has to be tremendous considering. It's something that can. It has to come back to us. They should know that how the organization has been with them.
Speaker 3:So first, and major perspective of any particular communication to the candidates, transparency and how you communicating to them. Then, how is the process? So first of all, I mean, when you talk to someone and somebody's interested, you explain them right how the process is. You have to explain them why, what is the process, why this process is there and after certain rounds, or they clear or not, not clear things, how you are giving them the feedback, whether you're giving them or not. That is also more important because organization sometimes doesn't follow the process. They things happen, they don't, they don't go back to.
Speaker 3:Can you say, hey, you're not selected, this is what happened and this is what the fitments we needed and things didn't work out this way, but that something matters a lot, that gives an impact to an employee, whether they got selected I mean the candidate, whether they got selected or not. Can organization or the particular HR team is particularly responsible for what they have done so far with the processes? Because you're approaching someone for giving their time, why don't you just go a single, either call or email them about the process, how you're explaining them certain things, how you're explaining them the improvement part, what they needed? If you get a feedback from your hiring manager, this is what I have felt, that about the candidate, the skills are matching, mismatching or certain areas where this needed improvement. And for us we cannot do all, we cannot go ahead away, we cannot let go this particular thing. So that's why we won't want to go ahead with this candidate as the flow and there is a way of putting it across to the candidate right. That's why we, as an end equation professional professionals, we do what we do how to explain certain things. So that has to be there.
Speaker 3:But to do that, I think what happens sometimes is sometimes because of so much of requirement flows comes to every recruiter or I would tell the equation professional, they forget to get back to candidate that this is what happened. If they profile, don't get shortlisted. They don't even do that. Sometimes they do, sometimes they forget because of his manual efforts and they had to come back every time. Didn't work out. So the other solution what they can do is streamline the automation process. If they have an IT or something and it will include, it's great. If not, they can create an internal automation process which we actually followed here in my I mean in Tatvik, but just changing the status. We will shoot an email to a candidate, a personalized email from HR team, that this is what happened. This is what's the next step. Even if they get rejected, they get a notification. This is how it works out. And then you are not. And again, with that part, we still ask them to give us the feedback that how it did, the process went.
Speaker 3:What are the improvement unit? Do you think that there is a gap on this plan? And you wanted to give a rating? Give rating one to five, completely, it's non-biased ratings. Are there An email where you, there are hyperlinks and things are attached? So this is the way where you miss don't miss out on any candidates communication. Obviously, can you get going forward. You have to communicate because this is why you want to place, but people were not getting ahead. That's messy. What about the nine people who didn't get the clear discussion rounds? So you have to inform them.
Speaker 3:And that's how you're making the right candidate pool. Someone has to come back to you and apply again. That's something they understand and that's where the empathy and respect comes. So how you're treating the candidate throughout the process, regardless of their fitment or not.
Speaker 1:So that's acknowledgement.
Speaker 3:That's what is something. So these things are actually. I mean, I give you, as a candidate, experience and it has to be there, whatever the process assessment tools you've been into place, this chain has not. This chain should not break yeah.
Speaker 2:Definitely, Definitely. I agree with your point completely. Also, I wanted to know how have your teams fostered a culture of continuous learning from the candidate experiences?
Speaker 3:I think that's that's, that's covered, the candidate experience. If you discuss something about the feedback, we discussed initially that how you feedback mechanism works. So, if some, and because we have an automation system here, we go to each and every feedback. If candidates is giving us to us even ratings they give it to us.
Speaker 3:And obviously the other platforms where candidate give their experience about that and how their interviews went off. Even if they don't like certain things, they go and put it things into emission box or glass or any particular feedback tools, feedback platforms. So we have to take those kind of surveys as well. So what we do is we gather all the feedbacks the applicants whatever they have in email and things and obviously there is a there is a couple of, there are a team of couple of people who understand, who gather these feedbacks and we discuss about this into our fortnightly meetings, our in group interviews or exit interviews, that what are the feedback of people who are leaving as well, and then, based on that, we have to work accordingly. So we have, we have to gather this data and, because we were a data analytics company, that we understand that how this things works and the pinpoints we wanted to gather and what are the areas to.
Speaker 3:There are many areas where we we've taken up a feedback very much seriously and we have tried and to put coming quarter that these things should not be there when we so, being an growing organization, it's always a training and learning for everyone in system, whether they are management or HR or any employee, and this is how the feedback mechanism works, whether it's an ENPS survey happens every quarter or every six monthly, where employees are anonymous, leaving the feedback giving the ratings that has an organization to improve only. It's not about their complaining about things. They it's about that there was that what, what is something that hurting them or what is something they want us to do? And I think majority of the things we'll cover when we change this, changes happens. Yeah, so that's Couple of things, yeah, and yeah, actionable insights. I mean, that's something up to the day and it's only when come.
Speaker 2:So that's something is a larger prospect to discuss.
Speaker 3:We can discuss a lot about these things if you wanted to go into detail. But yeah, these are the whole all stuff of feedback. That's how it's much in healthy culture.
Speaker 2:Yeah, definitely. I think analyzing the feedback definitely brings us to great insights and actionable items. Also, recruitment teams often get urgent hiring requirements. Talking about the hiring practices, are there any specific strategies you have implemented to expedite the hiring timeline without compromising quality?
Speaker 3:Sometimes, yes, sometimes, we could not expedite. So there are certain things. So if you want to expedite, you can expedite even with the larger process as well. It's just that how you are connecting with the candidate and how they are responding to you based on how they're interested by the rules. But then we have certain pre screening tools and assessment happens which actually filtered the relevant of candidate based on the skills, based on the obviously their aptitude, the psychometrics things, course and all. So we have that.
Speaker 3:So we do online assessment, skill test, interviews and obviously the final action, interviews, which is an obviously a process of filtering candidate through their aptitude, through their situational judgmental test, through their critical thinking and obviously the psychometrics part.
Speaker 3:And in between there are multiple rounds not multiple, I would say, rounds are less, but the process is defined in a way that it probably towards field assistance with hiring managers such as these, and the national is done, but the kind of processes they have to follow in between it is little. So if you want to expedite, I usually we have process in a way where we give a candidate a time of two hours during that one week of time that you have to clear this amount of tests. You clear this in particular this weekend, and this is pending part. You can do it any time and in parallel we do the interview. If someone didn't clear the assessment test or rounds, we usually go back to them and tell them this is what happened. But then, parallel even that, we call this stuff together. We'll be able to get things on place in 15 days of time, which is actually, I would say, still a little high. But then to get the right candidate with the skillset if you're expecting someone to be 90% fit to the role, this is the right practice.
Speaker 3:So, when then this is actually and you have a large amount of hiring happens. Obviously, there are other other factors also works where you have multiple things going at the same time, test and introduce the same, but it all depends on how the role is. You cannot compromise the quality when it comes to multiple headings to true, that is also true.
Speaker 2:Also, talking about employer branding more, which we touched previously, I wanted to know how have you utilized social media platforms for talent acquisition and what role does social media play in your overall recruitment strategy?
Speaker 3:One of the important factors, I would say, and it's not right now, I think since 2012 and 2013, when people have started using social type promotions for their jobs on multiple websites and LinkedIn and other platforms, like what the TSW does, right. So how you guys are promoting certain events and things in the same site. We also promote the same thing. I mean and I individually also, and the source team so how your content is looking like. So I mean you have to identify particular platforms, what we are targeting in terms of what are the kind of if you're going for in campus, what are the kind of events you're going to make for campuses, what are the kind of people you want from certain industry, how many events you're doing it accordingly, and how you're putting those perspective on social media right. So approach and positive outcomes comes from the same side. And obviously the employer stories, company culture insights and job postings. It goes in a way. So there is a huge role of marketing team as well here how they're helping with the good content coming out from for your roles. So we be involved and obviously it's a collaboration job where we ask them to work with us and creating certain certain creative for job postings, some of the employee stories if you wanted to post. We wanted to do that and I think that's when we get lots of insight on certain postings and we connect to the right people. Those are all things comes together has given a larger picture. So company company.
Speaker 3:However, there is a footfall of people come, comes to your company's website or companies LinkedIn page. Put a footfall of people comes to your postings, comes to your profile and then see they have an opening. They will definitely apply. If they don't have, they will still connect to you and then see that if coming openings are there. That's how you do that and that's how community building also happens that you're getting in touch with candidates, even if they're not fitting into or if you don't have those kinds of fully still interacting with them, answer the questions and there are always community interactions happens online events happens where you will be involved in such an event, where you get some amount of people getting into your contacts, and that's how it works out. So that's how social media connection works.
Speaker 3:Are you building the good amount of networking content, strategies, postings and insight throughout those experts? And, obviously, how transparent you are on promoting your employer brand is not that you would just put a poster about writing goody-goody things and then you get what you want. You have to be very transparent on what you want People understand, and I think that transparency and authenticity is something that every candidate looks for. It's okay if you don't get up from home, it's okay if you have only a remote job, but then you have to be very precise on policies and things. If you are even posting something and things, be true to yourself and be true to your candidates. Then they would be having more trust towards your organization and then they'll be happily able to process at least the candidates. That's how it works?
Speaker 2:Also, can you share an example of any successful hire or engagement achieved through social media channels?
Speaker 3:A lot Difficult to recall, but yeah, I mean it's been like 13 years since there were more lock-offs. I mean, I would say more than a hundred of incidents happened where we social media has helped us a lot in hiring people, whether they are from campuses or from a later background. So I'll tell you about some of the past stories. About one of the campus hireings we did in APTAS, which is now known as KONGA. We did our campus hiring and because we were growing company and product, we were offering also a good amount of compensation to every candidate. What happened at that time is we did our campus hiring but then now we got some more requirement because my general manager went to US HQ and come up with some more requirements and he's like I need 25 more people and then season when it went off. How would we do that? What we did at that time, with the help of marketing team and creative, we did certain creatives.
Speaker 3:We did posting from multiple accounts, not only from the recruitment team but also from the HODs and some managers where everybody has posted the same creative with the same email that you mentioned that, so that there is no there is no miscommunication in between sharing CVs, that this is this, that some CV spending and some CVs are in in bucket and then we could not touch that, so everybody has to send CVs on the same email ID. And that had that. We did some exercise for almost a week's time and then we did off campus. You won't believe we got somewhere around 500 people in just one week of time.
Speaker 3:These are the registered people with that somewhere around clearance of initial aptitude or we got somewhere around 350 people who came on the same day to apply my assist in different different slots. We have selected somewhere around 40 people out of the 350 and then we have closed somewhere around 28 and we released offer to those 28 people those people. So that's how it happened in one week of time. But then that influence of social media to reaching out people and obviously now posting is one thing that are always calling happens the people responding to your Google cheats when you're putting that, but then efforts there in back end. But then it would not be working out without a good amount of social media approach. So that's how it happened. And regarding its recent, if you want to understand about that, how it happened in little I'll just tell you about the recent incident what happened in our team.
Speaker 3:So we were having a very niche skill called CRO, if you know the terms of conversation rate optimizing. So CRO is very much I mean niche skills in terms of getting getting people or getting it for the client to get their conversation rate of optimization, understanding that how good for comes, how the analysis works and then how you give them the hypothesis about the website. So there are not more than 200 senior people, even in India who are certified or doing the right amount of CRO exercises, and we wanted to have six or seven. So to getting into the institutes. What we're doing this course is to getting people who have understanding, who has then center kind of designings and research, not sure amount of CRO. Now, how do you find that without having people?
Speaker 3:So what we did? The same thing we connected with so many institutes and the people who have relevant experience, with some amount of skill set not everything and we could not approach them individually because you don't know what they are into. So what we did is we connected them from all the accounts and we started doing postings on these are the kind of things we need and we started doing in mails to 11 candidates. Once we get in reach, somehow we would able to have seven to eight people in just two months of time, which there was a possibilities or there was an issue. We were having it or we are facing it that to get just two people on board in one year.
Speaker 3:And we did that hiring in just two months of timing and it is something that the team is doing wonders with the requirement now and we're training people on the particular skills now so that if you, in case, someone wants expertise of our CROs, we can tell them that this is what we have right now and we we have reached to that level. So those kind of hiring helps, but obviously it's not enough and you need to have an understanding about how to work and what amount of insight you want, from what time and what place you're putting those things out. So just putting and showing it in on crucial media won't help you.
Speaker 2:Definitely exactly. I completely agree with your point. Also, I wanted to know behavioral interviews are an important aspect in the recruitment process. How do you see behavioral interviews as a crucial component of the hiring process and, in your views, how do they contribute to evaluating a candidate's alignment with the organizational culture?
Speaker 3:Yeah, very important. So I'll tell you, we have two. Two style of interviews happens. Behavioral is also so. Behavioral actually is part of an HR discussion, when everything is gets clear and when we talk about overall aspects of the candidate. When we take an HR discussion, we have a particular process called behavioral based candidate interview. So candidate behavioral interview, we call it CBBI.
Speaker 2:Right.
Speaker 3:It's a very usual term where you ask questions based on the past experience of the candidate and actions, predict future performance and cultural alignment with the organizations or their role and, around that, only based on the level that our questions have been formed, just to understand how the approach towards certain situations, we put them into certain situation or hypothetical scenarios or we ask them questions which may happen in past or they might have gone through certain scenarios, like if they had a fight with the manager, if they had a conflict issue with the colleagues, and how they came to a situation and what approach they have taken right. This includes, again, a star method as well, if you know, situation task action. So that's the part of the overall interview process where we put them into certain scenarios and tasks and situation where we understand, based on the answers, how their approaches are about this more about how collaboration importance for them, how empathy, how they create an empathy during those particular time or period and what are the approaches they're going to have in future if they're going to have a similar kind of situation. So that's something that happens and with this, lots of amount of different, different questions on the customer focus, on their trust factor, on their collaboration, on their innovation. Everything have a different set of questions. Every role have a different set of questions, because this management is technology and its support. Everything has a different perspective.
Speaker 3:And then, obviously, based on that, we have to understand the problems solving skills, how the team box works out, and then how crucial they are for cultural fit.
Speaker 3:So for cultural fit in language, it's very vast. But then cultural fit for us is for organization, is only that then how they're fitting into the cultural, how they're approached. So what is their cultural fit examples and how they're fitting into your cultural fit understanding right. So what they want, what are the timings they are looking at? Are they looking for flexible timings? What are the approach they want? What are the kind of policies they are looking at? And then you understand that what are actually the expectations and how much they are fitting into your culture. And that's how you do the star method interviews, when you ask certain first functional questions based on the roles, and that's how you go ahead with the behavioral interviews as well, when it comes to the right, where you ask them questions based on the behavior, attitude, and how do we approach? So, even if a tool or a technical interviewer missed something. A behavioral interview will cover it up Right correct.
Speaker 2:I think those are really crucial. Also, talking more about recruitment and its strengths, we see a buzz around artificial intelligence and recruitment. Now, based on your experience, how can generative AI be leveraged in the recruitment process and what benefits does it offer in talent acquisition?
Speaker 3:Oh, it's a good question. So I mean generally nowadays. I mean chargeability, google bodies, some of the names which people know because it's a big brand, but I think nowadays the internet is full of AI platforms. Free is a free platforms and some of the platforms have the charges, but I think they come up in a such a time or in a way where there are lots of things you may automate and you can almost reduce of 30% of your workload, which you do every week, by just leveraging things to your AI.
Speaker 3:Give an example of resume screening how you do that, how you put your resumes into particular roles and then you prompt and, based on your prompting, ji will respond to you on that. Should you do interviews, there are certain tools who directly do that's the interview. You just need to put information. It does that. It keeps changing. If you want the base of the prompt and the same thing I mean preliminary candidate assessment you do. It helps you out with so many changes if you want to change an assessment. And now, ai tools is not only just AI tool where you put your things and then you come up with the answer, ai tools where they help you out with the overall and to end process as well.
Speaker 3:Now companies started creating those kind of AI products. So I mean and when you're talking about the general work of an HR or a talent equation professional that they wanted to create a policy, they wanted to change and modify the policy, they wanted to create a JID on particular skillset, how you're putting that. But the only main thing at the end is artificial intelligence and the kind of prompt you put, and prompt engineering is not engineering. I think it's an art of engineering where you're putting right prompt and gives you the right answer. Second thing is something where, at the end, whatever you do from AI, it gives you a judgment based on your questions and input you are given to the system.
Speaker 3:But at the end, it's going to be a human, judgmental based decision. Only it will reduce the human work only. Probably the capacity of the human work may reduce, but then we're going to use that, we only so. But having said having said that, I think everyone at this point of time, either there's too much of seniority, might not need AI to be involved into the thing, but then everyone should go through certified AI courses or they just start learning about the AI and the importance of AI into nowadays, into the business acumen, their HR functions and their energy pressure function, that how they are automating the task and it's going to help them out at the same time, because it's not only one particular thing is. I mean, the ability of AI is so vast that the data on candidates drop the comment matches identifying the skill gap analysis. They give you everything, but then they'll it will only give you when you have a right prompting attitude and prompting understanding, so that you have to understand the AI first and then you can do that.
Speaker 3:It will obviously gonna help you out with the overall understandings on recruitment and even, for the same thing, for overall HRPP learning and development and engagements too, because we do it, so we know it how it works. It has reduced a lot of amount of work and same way I mean, as I told you, I mean enhancing that part, I mean human judgment would be the last thing you have to be there. It's not going to replace it. We just have to ensure that ethical and bias free decisions we are making true.
Speaker 2:Right.
Speaker 3:It's going to help us on that way, not on a different way. Yeah.
Speaker 2:Definitely. And before we wrap up this call, one more question. Seeing that recruitment is an ever dynamic process, sometimes there's an influx of rule opening, sometimes there's a hiring freeze due to market conditions how do you navigate such challenges and make sure the HR team is functioning optimally?
Speaker 3:I think it's happened in a way where, see, I've been through these things almost I mean multiple, three or four times where I have faced that hiring got free, score short term, long term and hiring got reduced, and then we have to focus on something else. But then every organization goes through certain phases where they might have a phase of origin with other organization, they might have a phase of acquiring by such a company, or they might have a phase of market I mean economical crisis because of the market or our demand of market has been reduced. So you don't have a choice. But then it's an opportunity to you. Sometimes you BC differently, but then we have to see positive way.
Speaker 3:Where you have a less amount of hiring or hiring get free, start yourself involved into learning, where you involved into employee relationships, where you start learning about people, how to go to treat them. And obviously internal talent development is also one of the keys where you can shape your part, shape your other career aspects of the talent equation, where you learn something. And during that hiring demand I mean even if people are recommend, are free from working out well what you have to do is keep hiring go slow, understand the right thing, working with your agencies and partners and on training programs and building the right talent pool. And when it got open because you know when it got free you may do. You may feel that it's nothing is there to work on, but when it get open it comes with the flow where you could not handle it. So it's always an advising where you're going through that phases.
Speaker 3:You also do a slow amount of hiring, understanding about that for certain leaders. So training also happened at the same time where you can enjoy certain stuff on training, you can enjoy yourself being a free time, you involve into a way where it's valuable for an organization, for you to and coming future because it's a growth path. And the same way when it bumps up, you already have a pipeline created so you don't need to go again and source things. You will go with the same process and you need to get into that zone where you feel that I'm stressed or I'm getting so much hype with the requirement right now. So that's something is requirement and for that I think agility and maintaining the right amount of approach for talent equation has to be there, regardless of any situation in the market.
Speaker 2:Definitely. Thank you so much for sharing those helpful tips and strategies with us today, Abhijit. Those were definitely really enriching for us.
Speaker 3:Yeah, thank you so much. It was really a great time talking to you. I think we can follow up on more good relations there.
Speaker 2:Yeah, definitely.