01/28/2014 1

Recruitment

Ranjeet NambudiriIndian Institute of Management Indore

01/28/2014 2Urgent vs Important… Separate Focus areas !

• METRICS1. 300 numbers ( 25 per month) 2. Fin Hiring numbers – 60 for the

year3. Campus – 25%4. Parichay – 15% (Family connect,

Parichay mail – 2 letters per month)5. Direct – 65%6. Offer Drops – 20%

• CUSTOMERS AND PEOPLE1. Vinod Menon – Training calendar

for 2007 already sent. Would like to see him to move to MT this year and handle South Kerala Market ( Trivandrum, Kollam, Pathanamthitta)

• STRATEGIC INITIATIVES1. Divide Kerala into two ( North and South ). Developing

Training Institutes to Vendors has been a successful initiative for us in Trivandrum. Would like to do the same in markets like Thrissur, Kottayam, Pathanamthitta, Calicut, Palghat. ( Help required would be one more Manpower)

2. By April 2007 Start independent operations from a Business Centre in Trivandrum, By August 2007 at Trichur and Nov 2007 Calicut.

3. Brand Building Initiatives – ( corporate communications help to build the brand in Kerala) Media Initiatives not very successful till now) This has to be immediately done with the Corp Comm team as all our joint initiatives have failed to attract media.

4. Leverage KSITM and MG University tie up for brand building

5. Parichay Focus programmes on Parichay starting Jan2007.

• RISKS TO BE MITIGATED• 1. Aggressive Competition compared

to last year. 24/7, Sutherland hiring office already in M G Road. Would try to get into our model of tie up with universities, government, training partners.

• 2. Software companies like TCS, wipro, infy, MBT, IBM, Accenture recruiting huge number of graduates from Kerala giving fat salary.

• 3. Local players like OPI, Sutherland, Allianz Cornhill becoming very strong in F&A and Tech hiring.

Kochi SF Hiring (Accountability Deepa Murali) 2007

01/28/2014 3

Staffing challenges and decisions

• Right number of people of the right quality at the right time

• Forecast accuracy : demand (growth, attrition and new business) , supply (sources)

• Overstaffed, carrying large bench strength? OR• Under-staffed?

• Make or buy?

• Time constraints and quality of selection process?

• Seasonal supply /rolling selection (different levels)

01/28/2014 4

Organizational Performance

Individual performance

R & S practices

Ability

Effort

Training

Recruitment and selection framework

01/28/2014 5

Pre-recruitment: Factors to be considered

• Recruitment budgets– Sourcing costs– Overheads– Signing bonuses / notice period payouts– Travel and relocation expenses

• Quick results recruiting– Ready data bank of applicants– Data bank on existing employees

01/28/2014 6

The process of searching and obtaining applicants for a job from among whom the right people can be selected.

The process of seeking sources for job candidates

Effective recruitment is beneficial because,- Attract qualified and competent talent- Ensure that selected candidates continue longer- Cost-benefit- Create culturally diverse workforce

Recruitment

01/28/2014 7

Factors affecting recruitment

ExternalSupply

Labor marketsPolitical-legal frameworkPerception – Brand image

Recruitment

InternalPolicies

Size of firmGrowth and expansion

Nature of the job / DiversityAttitude of current employees

01/28/2014 8

Recruitment process

• Stage I: Recruitment planning• Yield ratios• Quality of hires

• Stage II: Recruitment Strategy development• Make or Buy• Technology as a tool• Sourcing channels

• Internal sources : Referrals, promotions, ex-employees, previous applicants• External sources: Associations, ads, exchange, campus, walk-in, consultants competitors

• Stage III: Searching- includes ‘selling’ and RJPs• Stage IV: Screening• Stage V: Evaluation of the recruitment process

01/28/2014 9

Effective Recruiting: The Yield Pyramid

• New hires• Offers made (2 : 1)• Interviewed (3 : 2)• Invited (4 : 3)• Leads generated (6 :

1)

01/28/2014 10

Recruitment – Special issues

• Some metrics for evaluating the recruitment process• Yr • Offer-to-join ratio / Offer drops• Cost per hire• Recruitment Cost Ratio• Early attrition• TAT• Fill rate

• RJPs• JCQs• Alternatives to recruitment

• Overtime• Outsourcing / Employee leasing• Contracts

01/28/2014 11

Recruitment sources: Traditional

Source Advantage Disadvantage / Challenge

Advertisements Wide reach, high response rate

Costly, Calls for careful planning

Campus recruitments

Opportunity to reach top students

Seasonal

Future management leaders

Hard to assess potential (across the

board)Contingency

workersCan fill jobs urgently Possible legal

ramifications, reaching out issues

Direct mail Personalized and selective

Time intensive, risk of delivery failures, availability of data

banks

01/28/2014 12

Recruitment sources: Traditional

Source Advantage DisadvantageEmployee referrals Expeditious,

inexpensive (?), safer(?)

Risk of employee unrest

Search agencies Access to large labor pool

Costly

Former applicants Good for PR Outdated information

Government agencies

Cost effective Quality of labor pool

Job fairs Access to larger pool, time effective

Risk of ‘shopping’, offer drop ratio is

highInternal Job

postingEmployee morale,

Culture fitManagerial control

issues / Morale

01/28/2014 13

Recruitment sources: Traditional

Source Advantage DisadvantageNewspaper inserts Availability, cost

effectiveEasily overlooked, branding issues

Outplacement firms

Large number of applicants

Incomplete information risk

Professional associations

Referrals Risk of hiring ‘rejects’

Radio and television

Wide reach, reaches

‘potentials’. Cost-effective(?)

Costly, recall issues

Voice advertisements /

Messaging service

Easy to produce, cost effective

Effort in data mining

01/28/2014 14

Recruitment advertisements

• Objectives– Stand out of the clutter and capture the job hunter’s attention

(ideally, s/he should stop looking at adverts after seeing yours)

– Actual #s– Convey accurate information about the job– Cost effectiveness– Pipeline - Target audience

• Issues to be considered– Media – Position of the advertisement – Attractiveness of ad title and message

• Use of graphics, colors etc– Content: Establishing linkage between the job hunter’s need

and your solution• Info about the job / JS / Process / Brand building

– Cost comparison with other sources and historical Yr

01/28/2014 15

Recruitment agencies

• Contractually bound – by Yr – it is their job to screen and send only those who may fit the bill

• Refrain from compromising on the specifications• Replacement clause• Selective partnerships• Communicate organizational philosophy clearly (equal

opportunities)

01/28/2014 16

Recruitment sources: Some innovations

Source Advantage DisadvantageAirplane banners Attention catching Expensive,

unprofessional, Too new in Indian

contextBanners Cost effective Branding issues,

unprofessional, require busy

locationBillboards Attention catching Risk of message

dilution / limited, need busy location

Bumper stickers Incentive for employees

Non-serious

01/28/2014 17

Recruitment sources: Some innovations

Source Advantage DisadvantageCompany

sponsored events / Competitions

Branding, opportunity to get

referrals, evaluation

opportunity

Limited reach, Time consuming

Customers, clients and guests

Useful for smaller businesses, Allows

for ‘RJP’

Relationship risk

Pre-training Creates trained workforce, culture

fit

May lose the ‘trained’ people,

tapping the ‘trainable’

01/28/2014 18

Recruitment sources: Some innovations

Source Advantage DisadvantageKiosks Easy access to

applicantsUnmonitored

applicant flow, quality of applicants

Movie advertisements

Encourage ‘non-actives’

Intrusive, costly

Response cards Personalized, selective

Time consuming

Retirees Experienced candidates, safe

bets

Inflexibility, inappropriate

01/28/2014 19

Application Forms

• Nature and Role of Application Forms– A pre-employment screen in the form of a series of

questions designed to provide information on the general suitability of applicants for jobs to which they are applying

• Purposes of Forms– To decide if applicants meet the minimum

requirements of a position– To assess and compare the relative strengths and

weaknesses of individuals making application

01/28/2014 20

Thank you for your time and attention