RECRUITING- THE CISCO WAY

Presented by- Vivek Dudeja Rahul Verma Krishna Joshi Deepak Pandey Jagriti Baranwal

What is Recruitment? Process of searching for prospective

candidates and stimulating them to apply for the job.

Positive process because it increases the selection ratio by attracting a large volume of applicants for the job

Purpose of RecruitmentTo increase the size of the applicant

pool at minimum cost

To identify and prepare potential job applicants

To increase success rate of selection process by reducing over and under qualified applicants

Recruitment process

PS

AD. Dept. Personal Dept.

jobseekers jobseekers

DashboardAD JD

Department Manager(Requires new members of

staff)

Introduction of CiscoThe case-

The case examines various changes brought about by global networking major.

History- It was founded in 1984 by a group of computer scientists at Stanford,

who designed an operating software called IOS (Internet Operating System)

In 1985, the company started a customer support site from where customers could download software over FTP and also upgrade the downloaded software. It provided technical support to its customers through emails

In 1995, global networking major, Cisco, found that despite hiring an average of 1,000 people every three months during the year, the company still had hundreds of openings.

Cisco hired more than 1,000 employees every quarter – around 10 percent of the total jobs generated through Internet in the Silicon Valley.

In 2001, the company recruited around 40-50% of its employees through ‘Make a friend @ Cisco’ online program and other such initiatives

In 1995, global networking major, Cisco, found that despite hiring an average of 1,000 people every three months during the year, the company still had hundreds of openings.

Recruitment at CiscoSince the most sought after employees were not accessible, Cisco deviced a

strategy to lure them.

As part of its strategy to attract the best talent, Cisco changed the way it used wanted advertisements in newspapers. Instead of listing specific job openings, the company featured its Internet address in its ads and invited prospective candidates to apply.

The company learned to attract happily employed people through focus groups. For example, it was found that most professionals like to watch movies in their free time, websites on ‘corporate cartoon Dilbert’ were extremely popular and most professionals hated job hunting.

Cisco linked its website to the Dilbert web page, which registered around 2.5

million hits per day, mainly from engineers and Internet-savvy managers..

The focus group’s exercise made Cisco realize that a candidate would approach the company if he had been informed by a friend about better opportunities at Cisco.

Cisco also reached out to potential applicants through a variety of routes which were unusual in recruiting. It began frequenting art fairs, beer festivals and certain annual events in which people from Silicon Valley participated. These places proved to be very ‘fruitful hunting venues’ as they attracted young achievers from various successful InfoTech companies.

By 1999, about one third of new recruitments were made through the Friends program, Cisco launched a tool called Profiler on the employment page of its website to accelerate and standardize online resume submission.

To avoid applicants from being caught by their current employers while using Profiler, Cisco designed each screen with an escape button that opened web page about gift suggestions for co-workers.

To speed up the hiring process, Cisco hired in-house headhunters to identify qualified candidates for managers

Cisco also encouraged internal referrals for recruitment through a program called ‘Amazing People.’ This system allowed Cisco employees to refer their friends, acquaintances for positions in Cisco. Employees were given bonus if the company hired the person they referred.

Every new recruit was assigned a ‘buddy’ who clarified all doubts and answered questions about Cisco and work in general.

50

100

150

200

1,200

New hires

Offers made (2 : 1)

Candidates interviewed (3 : 2)

Candidates invited (4 : 3)

Leads generated (6 : 1)

Recruiting Yield Pyramid

“SWOT Analysis”

Strengths

Use of revolutionary technique that is internet

Inexpensive method which covers large volume

Recruiting team’s effort to identify and study job hunting

Style of potential candidates

Advertising website at cyberspace and linking it to other

Important websites

Formation of focus groups for passive job seekers

Weakness Factors like higher salary, incentives etc which may lure passive job

seeker haven't been included .

Internal referrals may cause conflicts and may divert employees attention to get bonus for referring.

As Cisco target top level employees, excessive recruitment will be useless and less focused

Opportunities

Unusual but fruitful recruitment techniques like art fairs, beer festivals and certain annual events etc are frequently done; where potential candidates can be easily contacted and informed.

Threats

Other competitive firms can soon follow similar recruitment techniques with additional lucrative features like higher pay scales , better working atmosphere etc

Achievement of CiscoAmazing growth in Calls ; from 3000 to 12000 only within one

year Rapid increment in the no. of total transaction in mid 2000, it entered into distribution agreement with FedEx to

manage The world’s biggest Internet economy industrial parks is “The

Cisco City” with around 13,000 employees spread over 40 buildings in the campus.

There was a world wide presence of Cisco-

Continents Countries

Australia Australia, New Zealand

Asia China, India, Hong Kong, Japan, Malaysia, Finland, Korea, Taiwan, Russia, Israel etc.

Europe Austria, Belgium, Denmark, UK, France, Croatia, Bulgaria, Greece, Italy, Spain, etc.

N. America USA, Canada, Mexico

S. America Peru, Chile, Argentina, Brazil, Venezuela, Costa Rica, Colombia

Africa Ecuador, S. Africa

According to our SWOT analysis we would like to conclude that Cisco's recruitment technique is very beneficial, cost effective and innovative but it seems to be a bit unidirectional as its objective is to hire top networking people but its not significantly fulfilled they have just made the recruitment technique smooth and easy but not attractive specially for passive job seekers.

Conclusion

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