Hello again! We’re excited to bring to you the next, and the final, part of our blog series on the influence of Global Capability Centres (GCCs), on the recruitment industry in India. In the first part of this series, we looked at how recruitment firms need hiring strategies in response to the growing GCC
And, in our previous segment, we delved into talent acquisition—covering everything from identifying key skills to sourcing the right candidates. Now, we will shift our focus to talent engagement and retention, exploring how to keep top talent invested and thriving within your organization.
Creating a smooth candidate experience
Think about the last time you took a cab ride. If the car was dirty or run-down, no matter how scenic the view or smooth the drive, the overall experience would still have felt disappointing. That’s the feeling you end up with when the expectations and experience do not match.
Now, apply that to the candidate’s experience during hiring and onboarding. You could be an amazing company with exciting opportunities, but if the experience feels disjointed or rushed, candidates will remember the “broken cart,” not the thrilling ride.
To put it succinctly, a satisfied customer will share their experience with their immediate circle, but a dissatisfied one will tell the world. The same goes for candidates—making their journey smooth is key to building a positive reputation and lasting relationships. That said, let’s look at some of the ways that help achieve this.
Keeping the talent pool engaged: Last mile, last person connectivity
When recruiting, we often deal with two main talent pools. The first group consists of candidates who applied but didn’t pass the initial screening or those who were interviewed but not selected. The second group includes candidates who were offered a role and are in the onboarding stage.
For the non-shortlisted candidates, it’s crucial to maintain genuine communication. Even if a candidate didn’t make it past the screening, they deserve a clear and respectful response. Similarly, candidates who went through interviews should receive thoughtful, human feedback—not just a generic, impersonal message that feels like it was written by AI.
A candidate may forget they applied for your role, but they will remember a lack of genuine response, which could damage the perception of the company.
For candidates who are offered the job, the experience shifts to setting expectations and integrating them into the company culture.
Hiring managers play a pivotal role here, offering transparency around the company’s culture, the evolution of the role, and how the candidate’s contributions align with the company’s future.
Now, let’s look at the other leg, the leadership context. Leaders must explain how the goals of the regional office. Candidates must be made to understand how their role is not only significant locally but also integral to the company’s broader mission, reinforcing their long-term commitment and growth potential.
The key is ensuring consistent communication. People being spoken to are less likely to have negative experiences and will associate warmly with the organisation which can go a long way.
Addressing the million-dollar question: Attrition
Now that we have spoken at length about acquiring and engaging with the talent pool, let’s address the elephant in the room – attrition. Although attrition in any organisation is unavoidable, there are a few key things that help in retaining the top talent.
Having a career map for your employees helps
Creating a clear, structured path for employees’ career growth can help any organisation immensely. This lets employees have a career map for themselves. It involves identifying the skills, roles, and experiences needed for employees to progress from their current positions to future, more advanced roles.
Organisations can achieve this by investing in upskilling and reskilling initiatives, ensuring that employees feel empowered to grow within the company.
The philosophy of open meritocratic performance and compensation
At a core structural level, organisations must adopt a more meritocratic approach to performance and compensation management. This means basing rewards and promotions on individual merit and achievements, ensuring that employees are recognised and compensated fairly for their contributions.
One key issue that needs fixing is the ongoing salary gap due to gender differences. It’s well-known that individuals with the same skill set and experience can be compensated differently based on gender.
By implementing a merit-based framework, supported by diligent governance and risk models, organisations can close these gaps and ensure fairness across the board. Meritocracy, when executed properly, fosters a culture of transparency and equality, empowering all employees to succeed on their own terms.
Building trust and loyalty: Being transparent and empathetic
The second key element is fostering a transparent, two-way communication model. During challenging periods—such as restructuring, consolidation, or realignment—it’s crucial for companies to openly communicate with their employees. Being upfront about the organisation’s vulnerabilities and ongoing transformations helps build trust and maintain morale, even when growth may not be the immediate focus.
Also, companies must ensure that their learning and upskilling doesn’t take a back seat during these challenging times. Keeping budgets intact is crucial. Cutting these investments sends the wrong message.
Take GE during the 2008 recession as an example: while many companies reduced headcounts, GE reinvested $2 billion into upskilling its workforce. This commitment to employee growth not only strengthens brand loyalty but also demonstrates long-term thinking.
Now it’s understandable that not all companies can afford that budget. Something as small as being transparent during appraisals can go a long way. Even if promotions can’t come with immediate pay rises, maintaining the promotion promise and being transparent about future salary adjustments shows employees that their progress and value are still recognised.
In addition, investing in employee well-being should be a priority for organisations. By analysing data, we can identify potential flight risks and proactively address concerns. For instance, if a woman employee is struggling with a late shift, offering her a more flexible schedule could increase retention and satisfaction. This approach ensures that employees’ needs are met, helping to build a more diverse and inclusive workforce.
Beyond well-being, leveraging social media and digital platforms for employer branding is key to future success. Initiatives like Wings of Woman, wellbeing wednesday where the focus is on mental health over deadlines, demonstrate how organisations can enhance their brand while promoting employee growth and engagement.
The mantra for candidate experience and retention
Creating a seamless candidate experience is essential for maintaining a positive reputation and fostering lasting relationships. Engaging candidates with transparent communication is key, whether they are non-shortlisted applicants or those in the onboarding stage. Presenting a clear picture of the company culture, future roles, and the broader organisational vision ensures candidates feel connected and valued from the start.
Consistent communication at every stage builds a sense of belonging, reducing negative experiences and boosting the company’s standing in the talent market.
When it comes to retention, addressing attrition is crucial. Offering employees a clear career map for growth and adopting a merit-based performance and compensation model empowers talent to succeed and stay within the organisation.
Again, transparency during tough times—whether through honest communication, upskilling initiatives, or thoughtful well-being measures—can build trust and loyalty. Employers who foster inclusivity, maintain a focus on growth, and support employee well-being, even during challenging periods, stand out as forward-thinking and resilient organisations that attract and retain top talent.
