Accenture: Case Analysis Essay Example

as management consulting.

Evolution of Recruitment processes:

• 2001: GDN implemented to deliver low cost IT services regardless of location. Global Delivery Centers served global clients and focused solely only delivery.
• 2002: Bangalore center opened. More than 1000 professionals hired serving about 12 clients
• New Recruitment Model (from 2003)
• Surge in demand from a number of Accenture’s global clients necessitated rapid industrialization of recruitment process with very little lead time
• New functional model, applying supply chain management principles to recruitment, was implemented by breaking down recruitment in multiple components
• The recruitment process was broken down into the 4 strategic steps as given below

1. Candidate sourcing- Mapping business demand, manage recruitment channels to optimize supply of resumes and resume screening.
2. Candidate management- Administration of level-appropriate tests to candidates. Scheduling and executing interviews by HR and business managers. Separation of sourcing and evaluation process. More integrity in hiring.
3. On-boarding- Multiple touchpoints to connect with hired candidates. Background checks also made.
4. Capabilities- Apply technology to the recruitment process and innovate process improvements. Tracking of progress against recruitment targets while maintaining quality.

Restructuring HR

HR was re-organized into a more centralized structure by restricting into three key components: business-aligned HR service delivery teams- executing employee life cycle process centralized HR service architecture team- compensation, capability development, policies, and compliance centralized HR back office- perform repeatable administrate tasks 2005: Launched Accenture-XLRI HR academy to source enough HR talent to meet Accenture’s growth plans.

Measuring HR Performance

• HR control systems using 3 sets of key metrics (recruitment, effective of HR core functions and employee
  

engagement) was implemented in 2002

Upgrading performance

• PCMM (people capability maturity model) was a framework to evaluate the maturity of work force practices, set priorities for improvement actions and establish a program of continuous workforce development. It was a tool to emphasize the human capital aspects of process maturity.
• In 2004, Accenture India chose to apply PCMM to help institutionalize its HR processes
• The functional recruitment model provide Accenture the requisite maturity levels to help in speedy PCMM certification
• By 2007, nearly 60,000 employees worldwide worked at Accenture delivery centers using people processes at or near PCMM level-five certification

Recommendations

• University hires: Since Accenture will require specific management consulting talent in a span of 1 year, they can look at a mix of experienced and fresh intakes. In India, there are top notch business schools that provide quality management talent. Even experienced candidates from various fields and specializations undertake management education from these institutes thus presenting a diversified talent pool. Accenture will benefit greatly in the long run through association with such Universities to source their required number with the said skill set and specializations ranging from statistics, economics and social sciences. The fresh graduates can be evaluated prior to the actual on-boarding through internships, live projects and other campus engagement activities. The campus engagement activities will also provide Accenture good visibility as a recruiter in the management consulting space.
• Experienced hires: Since management consulting is a new avenue in India,
  

Accenture will require experienced consultants who will bring in the relevant industry experience in India. These requirements can be met through employee referral programs more efficiently rather than the present channels. Incentive associated with the program will motivate present employees to refer quality talents to Accenture and thus cutting down on sourcing cost and effort.