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speedace_x3p17h

Setting up international shared service for a manufacturing company for various roles and functions.

Setting up international shared service for a manufacturing company for various roles and functions. 800 485 Krehsst

Two leading cement manufacturing decided to form a JV to establish one global shared service centre to create and integrate world-class processes aimed at standardising and simplifying the operations of both the companies to drive highly effective and on-time deliveries.

We were engaged to hire talent and set-up their shared service division across the levels of experience and roles. Looking at the diversity and size of the group, bringing all the stakeholders to agree and approve of the common processes and decisions was a challenge since day one.

As the first step, we conducted a dip stick study and market availability of candidates for manufacturing processes shared services. After that we created a pool of interested candidates specifically for them as per their requirements. Interviews lineup/drive were initially conducted in Business Hotels & few offers were rolled out without the office address in place. Our competent team managed the drive for 100 plus candidates per day. Along with providing talent we also assisted them with conducting interviews, collecting documents for selected candidates, negotiating salaries on behalf of the company and finally rolling out offers. In a short span of 8 months over 250 offers were rolled out & after successful salary negotiations over 200 candidates joined for various process like O2C, P2P, H2R, R2R etc. Thus we not only provided them with talent but also provided them with additional value system by assisting them with the entire recruitment process.

Hiring for EV sector with niche expertise

Hiring for EV sector with niche expertise 800 485 Krehsst

An Indian automotive component manufacturing company with legacy of more than 50 years, developed a strategic plan to align with evolving automotive technology. As part of their strategic plan the company decided to set up an organization In e-mobility space. This EV organization will design and develop components for the customers of the company and help the company to acquire a presence in electric vehicle mobility space across the world. Initially the EV organization consisted of 25 members team. We were engaged to hire talent across the levels of experience and roles in the new organization of electrical vehicle mobility. As a first step we scanned the talent market and submitted an overall view of availability of the talent and the corresponding demand supply situation for electric vehicle mobility talent space. Based on initial assessment of we shared key talent profiles for different roles with the company. It was revealed that the current compensation structure and salary levels did not match the expectations of talent in EV space. We influenced client HR organization to reconsider the compensation levels to match the market. We provided some indication of CTC across experience bands in EV space. The company revisited the compensation approach and provided 30 to 50% higher levels of compensation for certain critical roles. Working with the line managers and the human resource manager of the organization we hired around 15 key talents in 6 months for the company, helping the company to implement EV strategy. These talents were hired across experience levels and roles. This helped the client to start the journey of EV components. This also helped us to develop our talent capability to hire in the e-mobility space.

Hiring Digital talent for a manufacturing client to meet their digital strategy goals

Hiring Digital talent for a manufacturing client to meet their digital strategy goals 800 485 Krehsst

We partnered with a European multinational company having established presence in India for 20 plus years. The company is engaged into manufacturing and sale of steel chords with a special technology of manufacturing steel wires and chords. the company has global presence across 50 plus countries. It’s product range consisted of products across steel wires and chords. As part of the global strategy of digitalization of the operations and enhance digital capability of the organization the company put in place a new digital organization across the world. One of the global digital verticals in this new digital organization is based out of India.

The company mandated us to provide talent for the Indian digital vertical. The talent needs required a talent pool of digital experts in the area of data scientist, data analytics and solution architects across technologies. The talent need was across the experience levels and seniority level of operational and leadership roles. All these roles were for the global digital internal customers of the company. The pay range varied with the highest pay for some roles up to INR 09 million per year. The digital hiring team of ours successfully used multiple methods of databased hiring and headhunting approach to attract the talent in 6 months. The top 3 challenges in this hiring assignment are identified as attracting digital talent for manufacturing organisation with low employer brand visibility , significant jump in demand for digital talent post pandemic and pay range based on market which is outside the normal pay range of manufacturing industry. With deep partnering with the hiring managers in India & Europe and the local and global Human resource team, we moved with speed and reliability in the process of hiring overcoming these challenges. We have hired 8 talents so far and the same will continue with additional new mandates in the year 2022-23.