EP114: Experian - How to Integrate CSR Into Your Hiring Process

All-In Recruitment is a podcast by Manatal focusing on all things related to the recruitment industry’s missions and trends. Join us in our weekly conversations with leaders in the recruitment space and learn their best practices to transform the way you hire.

This transcript has been edited for clarity.

‍

‍

‍

Lydia: Welcome to the All-In Recruitment podcast by Manatal, where we explore best practices, learnings, and trends with leaders in the recruitment space. If you like our content, please subscribe to our channels on YouTube and Spotify to stay tuned for our weekly episodes.

I'm your host, Lydia and this week we have Akshay Mathur of Experian. Great to have you with us, Akshay.

Akshay: Thanks and good evening.

Akshay’s Accidental Path from Data Analyst to HR Tech Leader

Lydia: So tell us a little bit more about your journey in the people space, Akshay. I see you've got extensive experience and really a broad approach to it.

Akshay: Thanks for having me and good evening to all the listeners. So my journey into the people space was quite interesting so to say. It wasn't by design, but rather by accident. My foundation is in the business, and I began my career as a data analyst and it was during this time that I was given the opportunity to delve into technical training, and that's where it all began.

From there, I transitioned into recruitment and became an integral part of the startup ecosystem. Over the course of the years, I've worn many hats in the talent management and recruitment space at both regional and global levels. I had the privilege of leading multiple build-outs, setting up cross-functional teams in multiple geographies, and establishing a talent acquisition Center of Excellence. Additionally, I've taken on the role of that I like a lot which is product manager in the HR tech space. It has been incredibly rewarding for me. I know I can just go on and on.

Lydia: How has it been rewarding for you, especially on the product side?

Akshay: I would say it gives you an opportunity to think a little out of the box from your daily run of running and recruiting your teams. Something I think I discovered over the course of my work is that I am somebody who really loves to have someone in between who understands a bit of technology. I'm a functional expert, and I can weave a story between these two diverse groups and get some work done out of it. So, that's how it really started off and then I kept on building it out.

My specialty is something I feel that I'm able to break down the big picture into smaller pieces and help articulate it to these two sides of people—different sides of the coin—and then get it going. So that has been a very interesting part of the HR tech space for me because I get to operate not like a leader, but more like an SME. So that helps you to really grow your intellectual curiosity and that's how I've actually grown over the course of years where I would say I spend 20% of my time doing these projects, which I like to call gigs. Thanks to my different organizations, they gave me the elbow room to do something apart from my day-to-day job and I think that has been very spectacular and, I would say, rewarding.

Why Employer Branding and Cultural Fit Are Central to Attracting Top Talent

Lydia: With data analyst background, and the technical background, I suppose, is going to be extremely useful now, especially in the past five years or 10 years, where we're really looking into data for talent acquisition and recruitment.

Akshay: Absolutely. You're right, Lydia. And something which I really relate to is that for me, conversations around how I can actually support the business in the talent strategy align a lot more than talking about just the transactional part of recruiting, which I know a lot of us do and we end up doing it, and we are supposed to do it, but I think for me, it's more of the talent advisor. Way back when it was probably my hiring manager, now he is my leader, whether they see C-level executives or the CTOs, and I think I love doing that.

So I think toggling those ideas, ideating it, and then coming together to solve a problem on a global or a strategic level is something that is very enticing.

Lydia: Now, Akshay, how do you align talent acquisition strategies like you've formulated before, with a business's overall objectives?

Akshay: I know it's a question that is asked again and again, and I would say the response doesn't change much. But I think what's more important is that it's essentially driven by multiple things. Let me just demystify it one by one.

First and foremost, it is crucial to understand the business goal, whether it is market expansion, innovation, cost reduction, or enhancing customer experience because these objectives help us identify what type of talent is needed. I think that's number one.

Second, collaboration with leadership is very vital. Regular engagement with senior leaders and department heads ensures that the talent strategy is in sync with the broader business strategy. That's where I think data-driven decisions play a very significant role. Utilizing analytics to identify trends, forecast what the need is for the future, and helps us make more informed decisions.

Employer branding, I would say, again, sits at the center of it because it resonates with the company's values and culture. That one story that really helps us to attract talent; not only skilled but also those who are a good cultural fit. I think that's important. And then agile recruitment—I know it's a very overused word, but I think it's important that we leverage technology and be more efficient in our overall approach. How can we not talk about diversity and inclusion because that's, I would say, central to what we do. I think, time and again, we have understood that it creates more innovation and better decision-making if we have a more inclusive workforce.

And finally, I think we need to continue to work on process improvement. I think it goes without saying, it's two steps forward and half a step back to fix what the problem is. I think that's very important because listening is, I think, paramount to what you do. I believe in doing that and that's what I preach. I ensure that my team and I are always aligned to these few preambles when we're trying to work or create a strategy that is weaved around what the business is expecting from us.

Lydia: So many of these components that you just mentioned is, they all connected and linked in one way or another to enhance their talent strategy.

So what do you think might be the binding factor for all these components? What do you think might be the singular factor that will make all these components work?

Akshay: I think, first of all, aligned to the larger business goal. I think it's very important that as a leader and the people in your team are in the know of what are we working towards. I think that's the glue. If we we know what's the end goal, then I think everyone comes together and play their role in whatever ways, whether it's an individual contributor or as a leader or as a manager. I think the way of reaching the goal may be different, but the goal is something which is common in the commonality, and I think everyone needs to be very clear about it. As leaders on the ground, I think it becomes our duty to ensure that we make that a very transparent and open to our folks so that they can really support in the journey.

Aligning Talent Acquisition with Sustainability and CSR for Greater Impact

Lydia: Now, in terms of the business itself, how do you integrate concepts like sustainability and even activities around CSR, corporate social responsibility, into your TA practices?

Akshay: I think these topics have become, I would say the bedrock of whatever we are doing, whether it's in recruiting or anything else. I think it's very important and very concerning as well. I want to be very prescriptive so that the listeners are able to understand it and these are my approaches. I'm not saying these are the right ones, but probably the ones that have worked for me.

So, number one, I would say sustainable hiring practices. And what do I mean by that? It means focusing on reducing our environmental footprint and leveraging digital tools in recruitment. This includes virtual interviews and digital onboarding, which minimize the need for travel and paper usage. I think something all of us learned the hard way during COVID, we suddenly had to start interviewing people over online mediums, and the days of asking somebody to show up at the office—not once, but probably multiple times—those days have passed. But as I look back, I think that taught us to be a little more environmentally conscious. So I think sometimes it is as they say, necessity is the mother of innovation and I think COVID made us learn a lot. So I think that's number one.

Secondly, I would say promoting CSR initiatives.

We actively highlight a company's CSR initiatives during the recruitment process. This includes showcasing our efforts in areas such as environmental sustainability, community engagement, and ethical business practices. Candidates today are increasingly looking to work for companies that are aligned with their values and commitment to CSR and I think it's very important for them. They would ask for some time during their regular workday for some work time to be assigned so they can focus on those CSR initiatives and do it by themselves.

So I think it's a combination of aligning value systems and then ensuring that we give them the opportunity to really express themselves whenever there is an opportunity. I think that's important.

Thirdly, I would say diverse and inclusive hiring practices. So we prioritize that piece because it's important to foster a more innovative and creative workforce, but it also reflects a commitment to social responsibility. We ensure that our processes are free from bias and that we actively seek to hire underrepresented groups. But I think there are unconscious biases that are part of each and every individual, based on their upbringing and the value systems in society. So I think as long as we are conscious about those biases and self-correct ourselves, I think that makes a difference. I think also, as an organization, we invest in training our individuals, whether they are recruiting teams or the hiring teams, that they go through some kind of learning or conversation, which could be one-to-many or one-to-one, just to help them understand what those biases are, which unknowingly they are practicing. Then we help them identify that and seek redress for those. So I think it's an ongoing thing because today I may be biased if I use that word, but again, I can get into a pattern. So I think I need to continue to be very sure about what I'm doing and how I'm doing it. If somebody is able to support me, I think there's nothing like it. So I think that's another piece of it.

Then, fourthly, I would say, employee volunteering programs. I think we encourage—and when I say we, I'm talking about my experience throughout my career—participation and facilitating employee participation in voluntary community services. This has to be very integrated into the employer branding and recruitment messaging because that's how you're able to demonstrate commitment to giving back to society.

Lydia: I was going to ask you about what does it look like when you integrate that to your recruitment practices? I mean, where does that communication manifest itself and and how do you communicate this? At what opportunity do you do it?

Akshay: I think there are multiple ways of doing that.

So, one, it has to be one of the central themes of your recruiting and marketing in terms of how you are sharing the message that sustainability and CSR are paramount to you as an organization. So, I think that messaging has to be very clear. We need to ensure that when you're doing recruiting marketing and those outreaches—whether those outreaches are one-to-one at the individual recruiter level or one-to-many—it is part of your toolkit.

Those toolkits could include certain paraphrasing, or certain words or phrases, which you need to ensure are part of your talk track as a recruiter. I think that clearly sharing this is important. We also encourage that as a recruiter, I'm able to express myself and share my own personal stories about how and what I've been doing while working for this particular firm, which aligns with my value system. What are those programs I have participated in at an individual level? I think that personalization of the story really resonates more with the candidate, and they're able to see that, “Okay, yes, of course, this organization means business, and they do what they say they do because this individual who's been working for this firm for many years has a story to tell.”

So, I think that authenticity comes through when I'm talking one-to-one in a human interaction. I think that has the largest resonance, apart from, of course, doing your social media marketing, where it becomes a central theme by showcasing a value system. This can be done through different practices, policies, procedures, or activities that you or your employees are participating in at any given time.

Lydia: Yes, so it's seeping through the whole process, and not just turning up as a little centerpiece, but it's very organically put into processes.

Akshay: That's how it's going to work Lydia. Because if we do not make it organic, then we'll not be able to ensure that each and every individual as part of the people, organization or individual who are representing a business on the business, even if he or she is a hiring manager, it won't percolate in your day to day interaction. So, you need to let people feel it from the ground up, and then let them express it. I think that's how it really works and of course, you need to have some guardrails so that they know what they're talking and they are doing it the right way. But I think to let them be and have them express it the best way they feel, if they're comfortable with.

How Continuous Learning and Career Development Enhance Employer Appeal

Lydia: When it comes to an employer brand or really being a desirable place to work, in your opinion or your experience so far, what are some approaches or ways that can help an Employer of Choice, one that is already desirable out there to candidates, to remain desirable in a world of work that is constantly evolving?

As you said, there are so many different changes that come in, not just in terms of technology, but also ways of life and the future of work.

Akshay: That's a very interesting question, Lydia, and I think it stems from the fact that a company's life cycle has shortened. If you go through the S&P 500’s list of entities, probably—I don't remember the exact stats around it—but I think every 10 years you see organizations slip out. So, what I'm trying to say is, the kind of firms we saw in earlier years, where they were able to manage themselves and sustain their brands for decades, even over a century, that’s becoming a thing of the past, with some exceptions.

Number one, the marketplace has become a lot more competitive and, to be honest, chaotic. Even though there may be more people in the job market, what's more important is finding the right combination of skill versus the demand and supply. And that’s where it gets tricky. So, as a company, we need to have a sophisticated, forward-thinking approach. I know I tend to be prescriptive, so let’s break this down one by one.

Firstly, I would say, fostering a very robust culture is paramount. This involves creating an environment where employees feel valued, supported, and engaged. A strong culture not only attracts top talent but also enhances retention, and that’s key.

Secondly, offering flexible work arrangements is increasingly critical. The ability to work remotely or have flexibility can significantly improve work-life integration and make the company more appealing to potential candidates.

Then, investing in employee development is another crucial initiative. Providing opportunities for continuous learning and career advancement demonstrates the company’s commitment to the professional growth of its workforce.

Additionally, promoting diversity and inclusion is essential. With a heterogeneous workforce bringing various perspectives and ideas, it fosters innovation and creativity. It also signals to candidates that this company values and respects differences.

Of course, compensation and benefits are key too. It’s not just about salary but also health benefits, retirement plans, and other perks that contribute to the overall well-being of employees.

Lastly, maintaining a strong employer brand is vital. This involves actively showcasing the company's values and culture through multiple mediums. I know we could go on and on about those mediums, but I’ll stop here.

These are some of the initiatives that I think help a company position itself effectively and it’s not a one-time job. It’s a continuous activity. You need to be signed up for this 24/7, 365 days a year as a corporate entity if you really want to win the challenge of the market. It goes without saying.

Ensuring Consistency in Candidate Experience Across Different Regions

Lydia: You're absolutely right about that being a constant work in progress. Looking at that alone, all those different components, or those different initiatives that you just talked about, I mean, you lead talent acquisition globally, so what might be some challenges around implementing them in different parts of the world? What might be some steps that you've taken to overcome them, if you'd like to share?

Akshay: Absolutely. I think this is a question that keeps coming up all the time, and I think it's a very relevant question, honestly, especially where we are operating in a very "glocal" environment—a combination of global and local.

So, I think first and foremost, Lydia, I would say cultural differences. It becomes very complex and one needs to address this by investing in cultural competency training for our teams so that they understand what those hiring practices are, which are inclusive and respectful of local customs and traditions. I think that's important.

Secondly, I would say regulatory compliance. Each country has its own set of labor laws and regulations, and staying compliant can be challenging. Now, we overcome this by working closely with local legal experts, and continuously updating our policies to align with regional requirements. I think it goes without saying—talent availability. The availability of skilled talent, I think it's an open secret that this varies by region. So to mitigate this, data analytics, through which you can identify hotspots and do targeted recruitment strategies, is something very important. And then, of course, as we said in the previous question, employer branding is a key ingredient to attracting top talent.

And then, of course, communication barriers. Language differences, time zones—it’s very challenging. So we need to regularly use a lot of technology tools to facilitate real-time collaboration. Like on MS Teams you have the ability to transcribe and translate into any local language that you understand. I think that’s a boon. I know you need to get used to it, but I think it’s important because you can talk in your own mother language, which you're comfortable with, and the audience can actually read the transcript in the language of their preference. I think there’s nothing like it. Technology is great here, right? So, I think that’s important.

I would say fifthly, consistency in candidate experience. I think that is something that is a given. We need to ensure that, irrespective of whichever region we are operating in, we have certain processes that are standardized to give a seamless experience. That’s where I think technology plays a very important role. You can tweak it a bit in terms of what works for you in the region, but largely, I would say the transcript to run the show has to be 80% consistent, and 20% can be localized.

Then, I would say retention of global talent. In this competitive market, it requires a very strategic approach. Competitive compensation, career development, and a supportive work environment are some of the things that help in working in this global, constantly churning, complex environment. So, I think it’s important to be on your toes to ensure that you are aligned and taking everyone together.

Lydia: I would probably say it's also VUCA, the environment that we're living in, and then the whole economic environment as well. So, there are so many volatilities as you mentioned, and talent acquisition itself has evolved tremendously.

We just look at the past three or four years, the automation and the AI that's come in and it has completely transformed what talent acquisition has been.

So, the question is, how do you foresee talent acquisition evolving in the next five years? Maybe, let's not even go to 10 years. How about the next five years?

Akshay: This space is changing every few days and I think it's so challenging to keep pace with the trends. But I think you can only do it by keeping your eyes and ears open, reading about it, and then, staying ahead—if not ahead, at least along the learning curve. I think that's important. But what I anticipate is a lot of positives.

First and foremost, I think that's the underlying factor—it’s going to just make life much easier and more efficient. I think speed, will not only help us streamline the recruitment processes—be it from candidate screening to all the way scheduling—it will also help to reduce the time to hire. I think it goes without saying that it would also lead to teams focusing more on strategic activities. So I see this as an opportunity, where it will help us with those mundane tasks and allow us to keep our energy intact to focus on more strategic and value-added tasks, and who wouldn’t like to do that, right? If I have somebody to manage my diary, rather than doing it myself, or having somebody to help me—nothing like it, right?

So, number two, I would say data-driven decision-making. With advanced analytics, it will become more prevalent with AI, where we’ll be able to identify trends, predict hiring needs, and assess candidate fit with a bit more accuracy. This will lead to more informed and effective hiring decisions, honestly.

Thirdly, I would say a personalized candidate experience. Through these tools, we’ll be able to provide more personalized and engaging experiences for candidates—not only by tailoring specific job recommendations but also by customizing communication. Candidates will receive a more individualized approach, thus enhancing the overall experience. I think it will also help in bias reduction. I know the jury is still out on that, but I feel that we’ll be able to reduce unconscious bias by relying on data and algorithms. Of course, people may object to how well those large language models have been trained, and I know that's a challenge, but I think we all need to work on the ethics of it. If we use it diligently, I think it will be a boon when it comes to this aspect.

And then, SWP—strategic workforce planning. I think this will just make it a lot easier because it will be more predictive. We’ll be able to anticipate talent needs and create more proactive recruitment plans and strategies. I think that is something that would be a North Star for anyone, especially in the hiring space.

And then, of course, upskilling and reskilling. This would help us elevate our teams, help them to do a bit more than what they’ve been doing, and create opportunities where they can segue their careers and create more T-shaped careers, honestly.

Lastly, I think we’ve already seen this, so I wouldn’t say I anticipate it, but the global talent pool—because with remote working, to some extent, geographical boundaries have become a lot more blurred. That’s helping companies attract talent from anywhere and everywhere, and utilize it to the best of their ability.

Lydia: This brings me to my next question, actually, with all this combined, what would the Talent Acquisition professional’s traits or what kind of skills do they need in the next five years, for instance? With all of this automation and the different changes that you're talking about now, how will that professional be transformed from what they are now?

Akshay: I think, first of all, the future is now, and it's today. So I follow that mantra. That's number one. But more importantly, you need to be consistent and inquisitive because consistency and inclusiveness will take you places. Even though you may not know it today, eventually, you'll get there. So for me, these are two things that are paramount.

Of course, you need to be pretty grounded in your value system to be successful because there's so much noise in this world. You need to have the ability to really differentiate between noise and voice and do the right thing. So I'll stop there. But these are a few tenets I hold myself responsible for, and I try to work on keeping these aspects in my day-to-day life, whether it's on the personal or professional front, and I'm sure it will hold true for anybody else who's listening.

Maximizing Internal Mobility Programs to Fill Talent Gaps for Emerging Technologies

Lydia: Final question, Akshay. What is your favorite or most memorable recruitment story?

Akshay: I think there have been so many in my 20-plus years of experience, and I think it will be very challenging to say I liked one over the other, of course. But I think I'll go with the one where we actually had to set up a new innovation hub and that required hiring close to almost 200 specialized people within a tight time frame. That was challenging not only from a niche skills perspective because it was in these emerging technologies like AI, machine learning, and blockchain but the demand and supply is such a big mismatch.

So I think that was one of the important recent challenges. As anyone else would do, I think the most important baby steps were, number one, of course, doing a market mapping and talent intelligence to understand where the talent resides, and then creating a strategy to really reach out to them. I think the employee branding campaign had to be worked through to ensure that you are positioning the firm as a leader in innovation and a desirable place to work. Because I think that’s the story you need to get right. So, whether it’s through industry events or partnerships with leading universities, we had to do that to really get the messaging out.

Then, of course, there had to be some strategic partnerships as well. You can’t always do it yourself. So, whether it's through headhunting firms, tech communities, networks, or reaching out to passive candidates, we had to do it. But I think, in any recruitment strategy, I personally put a lot of emphasis on internal talent and how to really augment that. I think I did the same with this particular case study—how to really recharge the internal mobility program by identifying potential employees. They may not be ready for the job, but they may be on the cusp. If you skill them a bit and are a little patient with them, they'll come up good in those roles, if not today, then in the next few months. So, I think that’s important from any talent strategy, whether it's this one I'm narrating or otherwise, that becomes a central point in any of the plans I’ve made or recommended to my business leads or my HR partners. It was no different in this case. I think we were able to manage it because it was a race against time, and we did it.

Lydia: What was the time frame you’re working with?

Akshay: It was almost a quarter and this was on the top of it because we had challenges with the Ukraine and Russia crisis, and so we had to really do a lot of this movement of talent. So that was a backdrop. Suddenly, one fine day, you had to shut your shop, but the work continues to go online. We needed to manage our clients and we had to set up an operation somewhere else within a short span of time. So, that was the backdrop of this challenging situation.

Lydia: Thank you very much Akshay for your your time and all these insights, and also the great final anecdote that you just shared with us. So for those listening in, I'm sure they will have questions for you, especially with all the different prescriptive information that you just shared with them. Whoever wants to pick up a conversation with you, where can they connect with you?

Akshay: I'm pretty active on LinkedIn. That's the best way to reach out to me. If I’m not able to respond today, I'll definitely respond tomorrow for sure. That's the best way to reach out to me.

Lydia: Great. Thanks again, Akshay. We have been in conversation with Akshay Mathur of Experian. Thank you for joining us and remember to subscribe to stay tuned for more weekly episodes from All-In Recruitment.