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Solution
BEHAVIOUR ASSEMENT
Ethical practice
Ethical practice: Building trust by role modelling ethical behavior, and applying principles
and values consistently in decision-making.
- Please note that there is one question to complete in this section. Give an example of when you’vechallenged decisions or actions that were not ethical.
I Farheen Khatib working asSenior Manager Human Resource & HR Operations, APAC- Middle East Region. Cognizant (CTSH) is one of the world’s leading professional services companies, transforming clients’ business, operating and technology models for the digital era.
APAC as a region is rich with technically qualified consultants, which are easy to mobilize from one region to another. This region has a rich database for referral candidates, which were referred through employee for multiple position or the clients to be on boarded on direct payroll referred the candidates.These profiles were referred by customer, which used to go through the hiring process without involving the Talent Acquisition Team. The shortlisted candidates were only brought to Talent Acquisition Team only to release offers. To have a transparency in the process and control on the profiles that were shared I recommended a governance model, which will bring control and discipline in the process. Recommendation was to have Non-Disclosure while referring the candidates so the associate own the ownership of the referred candidate and there is no duplication in the process. Referral process has been a strong source to managing the Cost per hire USD 2500. This has been a robust model where I have managed to get 19% of our total hire through referral.
Professional courage and influence
Professional courage and influence: Showing courage to speak up and skillfully influencing others to gain buy in.
Please note that there are two questions to answer in this section. Please scroll down to
ensure that you complete all the required elements.
- Give an example of when you have put forward your views in the face of opposition.
I Farheen Khatib working as Senior Manager – Human for APAC, ME. Cognizant headquarters in the U.S. and a rapidly expanding footprint that extends from India and China to Europe, North America, South America, and the Middle East, we work around the globe securely, quickly while collaborating locally with clients, in person and in their local languages
As part of this role I was deputed to Australia to rebadged 90 employees on Cognizant payroll, this was with one of our esteem Telco customer with revenue of USD 45 million. The list was of employee were provided to us to on boarded within a stringent time line of 45 days. Based on the details that were given to us it was impossible to transition all these resources within the given period. I lead the discussion with the business where I executed the whole on boarding process, which included a structured technical discussion for these associated to be mapped to our technical competency and level. Followed with the onboarding process, background verification and Visa transfer of these associates, which took 30 days to transfer on Cognizant sponsorship. This helped in building the creditability of the customer and candidate management with employee survey score 87%.
- Describe a time when you had to influence stakeholders in order to engage them and get their buy-in to your work.
I Farheen Khatib working as Senior Manager – Human for APAC, ME. As a part of the role where I was deputated to Australia to rebadged the Telco associates to Cognizant I had lot of resistance from the business as the expectations were to on board within 1 month. With the given demand, there was resistance from the business as they were losing the billability due to delay in on boarding.
I structured a call twice a week with the stakeholder on each of the candidate and with a detailed status. Incase of any delay in on boarding for any resource it was flagged on the call to control any further damage with the customer.
With this approach of tracking the resource on every stage gave the stakeholders a confidence on having the resource on boarded on the given time lines. With this approach, it also helped in getting additional inputs from the stakeholders about the business needs and the growing demands. This was a two-way approach where the recruiters used to follow up on the candidates and the business used to do a follow up the candidates. This helped in reducing the candidate drop out and better candidate management.
Valuing people
Valuing people: Creating a shared purpose and enabling people development, voice and wellbeing.
Please note that there are two questions to answer in this section. Please scroll down to
ensure that you complete all the required elements.
- Describe a time when you had to demonstrate compassion and fairness in your role.
I Farheen Khatib working as Senior Manager for APAC ME with Cognizant. Cognizant (is a leading provider of information technology, consulting, and business process services. Life Science is one the biggest business contributing 28.3% of overall revenue. Within Life Science there were large accounts working in clinical data management.Clinical data management plays an essential role in the data collection phase of clinical research.They were one of the biggest account having a head count between 120-150. In this account the associates where required to work 24*7. Average tenure of any associates working in this 3.5 years to 4 years. These accounts were having highest attrition rate of 25%. To get to the root cause analysis of the high attrition, I did a deep divedanalysis into the issue.Based on my skip level with the associates and the exit interview feedback,I realized the associates were not motivated to work either because of the rotational shift nor there did see any and job rotation inspite of having rating and the tenure in the project.
I worked with the BU head on the job rotation policy for the associates who had completed at least 24-36 months on the project and would have seen consistent higher rating. With this proposal we could mobilize associates within Life science. This approach not only helped in building the motivation level but also help in controlling and bringing down the attrition to 19%.
- Give an example of when you’ve given others a voice in a decision or issue that will impact them.
I Farheen Khatib working as Senior Manager for APAC ME with Cognizant. In my previous role I was managing Life Science talent management. Life Science is one the biggest business contributing 28.3% of overall revenue. This was one of the largest business unit contributing more than USD 50billion.
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