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Winning the Recruiting Race




Organizations rely on their workforce to be competitive and successful. The difference to acquiring and
executing business in a competitive environment lies in the ability to hire right resources on time every
time. Given the maze of constraints in acquiring talent, it can be a very exacting exercise.

Recruiting top talent has its own set of challenges. Recruitment is transaction intensive and prone to a
lot of shifting priorities. High human energies are required to take tasks to logical conclusion. The
recruitment organization has to stay focused on the job and the price of non conformance is very high.
Recruitment organizations are expected to deliver a high quality hire at the least amount of time
and at the lowest cost.

Inefficiencies at various stages of the recruitment life cycle impede the recruitment organization from
performing to its real potential. I will be discussing the following topics pertaining to various stages of
the life cycle of the recruitment, its associated pain points and proposed solutions in this white paper.

     Requirement Management
     Identifying Prospective Candidates
     Interacting with Candidates and Clients
     Interviews
     Offers and Joining
Corporate Scenario
             Consulting Scenario

           Receive Requirement                                       Request from hiring manager

                   Sourcing
                                                                            Create a requirement

          Forward profile to client
                                                         Vendors                  Publish the requirements
                                                         Jobsites
          Receive client feedback                        Internal
                                                         Reference            Search and screen candidates
                                                         Websites
      Convey feedback to candidate
                                                                 Convey shortlist to candidates / vendor

                 Short listed

                                                                              Short listed
                       Yes
Receive client                  Confirm schedule
  schedule                      with candidate
                                                          Confirm              Yes               Confirm
                                                          schedule with                          schedule with
                                                          interview panel                        candidate /
            Schedule Interview                                                                   vendor


           Receive client feedback                                      Schedule Interviews


        Convey feedback to candidate                                 Forward to technical panel


                                        Next Level             Convey feedback to candidate / vendor
                  Feedback
                            Offered                                                                   Next Level
                                                                                  Selected
            Receive offer details


       Convey offer details to candidate                                    Receive offer details


                                                                      Convey offer details to stakeholders
                   Joined
                                          No
                                                                              Negotiate offer terms

  Raise Invoice              Hunt for replacement

                                                                                  Joined
                                                                                                           No

                                                          Payment for referrals              Hunt for replacement



                                        Figure 1 – Recruitment Workflow
Requirement Management




The key success factors (KSF) are
    Validating the requirement
    Capturing requirement vividly
    Distributing requirements optimally among the recruiters

Sl.
                  Problem                                          Impact
No.
1.    Non validation of requirements        Work on unqualified requirements.
      upon receipt.                         Rework and wasted efforts.
2.    Requirement not captured in vivid     Wrong sourcing, interacting with a wrong set of
      detail.                               prospective candidate, offering irrelevant profiles for
                                            interviews, low or no selection.
                                            Definite rework.
3.    Lack of criteria for allocating and   Imbalance in work load. Low productivity.
      distributing requirements among       Longer recruitment cycle time.
      the recruiters.

To overcome these problems recruitment organizations should develop specific criteria to validate and
qualify the requirements. A lot of effort, time and money could be saved.
The typical parameters include:
     Roles, number of positions, location, compensation
     Verticals, technology, technical skills, soft skills, experience, qualifications
     Best-in-class/reference profile
(The list is not exhaustive.)

Requirement detailing will eliminate gaps between sourcing and client expectations.

Recruitment organizations should invest time in analyzing work load distribution among its recruiters.
Doing so will achieve proper balance in work load among the recruiters and enable them to realize their
potential in full.
Identifying Prospective Candidates




The KSF are
    Depth of the candidate database
    Spread
    Rate of growth of the candidate database

Sl.                     Problem                                           Impact
No.
1.    Absence of a centralized database.             Longer cycle time.
2.    Data Validity.                                 Increased cost.
3.    Data Integrity.
4.    Data Retrieval.
5.    Dated candidate information.

The speed of recruitment is determined by the responsiveness of the recruitment organization.
Responsiveness is dictated by the speed and accuracy of retrieval of right candidate profile. Retrieval
is directly related to the care you take to store. What you store is what you get.

A centralized warehouse of candidates dramatically improves response time. Recruiters will have
instant access to candidates already classified, categorized and validated.

Gathering exhaustive candidate information such as reasons for job change, previous/current
employment, education, certifications, strengths, international work experience, preferences etc. builds
dimension and depth to the database. Recruiters can better understand candidate aspirations and
avoid wrong sourcing.

A well nurtured database accelerates response times and eliminates dependencies on external
agencies and thus reduces the cost.
Interacting with Candidates and Hiring Managers




The KSF are
    Manage expectations of hiring organization
    Address candidate aspirations
    Chronicle interactions with candidates and hiring organization
    Establish a single point of contact for candidates and hiring organization.

Sl.                     Problem                                             Impact
No.
1.    Gap       between     hiring     organization   Longer cycle time.
      expectations and candidate aspirations.         Rework.
2.    Not capturing interaction of recruiters with    Loss of credibility
      candidates and recruiting organizations.
3.    Multiple recruiters contacting the candidate    Annoyed candidate.
      for the same proposition.                       Loss of credibility.

Defining a clear framework streamlines the various processes and guides the recruiter to carry out the
day-to-day activities in a structured manner.

A framework enables capture of activities across all stages of the recruitment life cycle. This process
ensures that every task is taken to its logical conclusion.
Interview Process




The KSF are
    Interview schedule management
    Attention to details

                        Problem                                              Impact
1.   Improper scheduling of interviews.                Loss of credibility
2.   Managing multiple line ups on the same day.       Delay in hiring
3.   Inadequate interview details to the candidate.

The recruiting organization should institutionalize a process to schedule interviews without any conflicts.
The candidate should be briefed about the nature of the interview, venue, contact person(s), interview
level, dress code and other relevant information.           The communication process must enable
synchronized understanding on interview schedules between hiring organization and the candidate.
Offers and Joining




The KSF are
    Synchronize expectations of candidates and hiring organizations:
    Compensation
    Role
    Designation
    Work location
    Time to join
    Minimize the drop outs


Sl.                     Problem                                          Impact
No.
1.    Mismatch between candidate expectations         Delay in hiring.
      and the hiring organization intents on offer.   Rework.
           Compensation
           Roles
           Designation
           Work location
           Time to join
2.    Drop outs                                       Rework

Typical reasons for offer rejections include better opportunities in other organizations, career growth
within the recruiting organization, compensation and benefit structures, designations etc. The
recruitment organization can realistically manage expectations and negotiate on behalf of both the
client and the candidate by capturing requirement and candidate information in graphic detail.

The recruitment organization should also be able to whistle blow and commence rework immediately in
the likelihood of the candidate declining the offer or dropping out to minimize the time lag to get an
alternate candidate on board.
Conclusion

It is becoming quite obvious that most of the pains in the recruitment business points not to the
capability or the absence of it in a recruiter but to the absence of robust process framework.
Establishing and installing a strong process framework spanning across the lifecycle stages of
recruitment yields phenomenal business benefits in terms of scalability of operation, operational
efficiency, productivity and profitability.

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White paper on Recruitment

  • 1. Winning the Recruiting Race Organizations rely on their workforce to be competitive and successful. The difference to acquiring and executing business in a competitive environment lies in the ability to hire right resources on time every time. Given the maze of constraints in acquiring talent, it can be a very exacting exercise. Recruiting top talent has its own set of challenges. Recruitment is transaction intensive and prone to a lot of shifting priorities. High human energies are required to take tasks to logical conclusion. The recruitment organization has to stay focused on the job and the price of non conformance is very high. Recruitment organizations are expected to deliver a high quality hire at the least amount of time and at the lowest cost. Inefficiencies at various stages of the recruitment life cycle impede the recruitment organization from performing to its real potential. I will be discussing the following topics pertaining to various stages of the life cycle of the recruitment, its associated pain points and proposed solutions in this white paper. Requirement Management Identifying Prospective Candidates Interacting with Candidates and Clients Interviews Offers and Joining
  • 2. Corporate Scenario Consulting Scenario Receive Requirement Request from hiring manager Sourcing Create a requirement Forward profile to client Vendors Publish the requirements Jobsites Receive client feedback Internal Reference Search and screen candidates Websites Convey feedback to candidate Convey shortlist to candidates / vendor Short listed Short listed Yes Receive client Confirm schedule schedule with candidate Confirm Yes Confirm schedule with schedule with interview panel candidate / Schedule Interview vendor Receive client feedback Schedule Interviews Convey feedback to candidate Forward to technical panel Next Level Convey feedback to candidate / vendor Feedback Offered Next Level Selected Receive offer details Convey offer details to candidate Receive offer details Convey offer details to stakeholders Joined No Negotiate offer terms Raise Invoice Hunt for replacement Joined No Payment for referrals Hunt for replacement Figure 1 – Recruitment Workflow
  • 3. Requirement Management The key success factors (KSF) are Validating the requirement Capturing requirement vividly Distributing requirements optimally among the recruiters Sl. Problem Impact No. 1. Non validation of requirements Work on unqualified requirements. upon receipt. Rework and wasted efforts. 2. Requirement not captured in vivid Wrong sourcing, interacting with a wrong set of detail. prospective candidate, offering irrelevant profiles for interviews, low or no selection. Definite rework. 3. Lack of criteria for allocating and Imbalance in work load. Low productivity. distributing requirements among Longer recruitment cycle time. the recruiters. To overcome these problems recruitment organizations should develop specific criteria to validate and qualify the requirements. A lot of effort, time and money could be saved. The typical parameters include: Roles, number of positions, location, compensation Verticals, technology, technical skills, soft skills, experience, qualifications Best-in-class/reference profile (The list is not exhaustive.) Requirement detailing will eliminate gaps between sourcing and client expectations. Recruitment organizations should invest time in analyzing work load distribution among its recruiters. Doing so will achieve proper balance in work load among the recruiters and enable them to realize their potential in full.
  • 4. Identifying Prospective Candidates The KSF are Depth of the candidate database Spread Rate of growth of the candidate database Sl. Problem Impact No. 1. Absence of a centralized database. Longer cycle time. 2. Data Validity. Increased cost. 3. Data Integrity. 4. Data Retrieval. 5. Dated candidate information. The speed of recruitment is determined by the responsiveness of the recruitment organization. Responsiveness is dictated by the speed and accuracy of retrieval of right candidate profile. Retrieval is directly related to the care you take to store. What you store is what you get. A centralized warehouse of candidates dramatically improves response time. Recruiters will have instant access to candidates already classified, categorized and validated. Gathering exhaustive candidate information such as reasons for job change, previous/current employment, education, certifications, strengths, international work experience, preferences etc. builds dimension and depth to the database. Recruiters can better understand candidate aspirations and avoid wrong sourcing. A well nurtured database accelerates response times and eliminates dependencies on external agencies and thus reduces the cost.
  • 5. Interacting with Candidates and Hiring Managers The KSF are Manage expectations of hiring organization Address candidate aspirations Chronicle interactions with candidates and hiring organization Establish a single point of contact for candidates and hiring organization. Sl. Problem Impact No. 1. Gap between hiring organization Longer cycle time. expectations and candidate aspirations. Rework. 2. Not capturing interaction of recruiters with Loss of credibility candidates and recruiting organizations. 3. Multiple recruiters contacting the candidate Annoyed candidate. for the same proposition. Loss of credibility. Defining a clear framework streamlines the various processes and guides the recruiter to carry out the day-to-day activities in a structured manner. A framework enables capture of activities across all stages of the recruitment life cycle. This process ensures that every task is taken to its logical conclusion.
  • 6. Interview Process The KSF are Interview schedule management Attention to details Problem Impact 1. Improper scheduling of interviews. Loss of credibility 2. Managing multiple line ups on the same day. Delay in hiring 3. Inadequate interview details to the candidate. The recruiting organization should institutionalize a process to schedule interviews without any conflicts. The candidate should be briefed about the nature of the interview, venue, contact person(s), interview level, dress code and other relevant information. The communication process must enable synchronized understanding on interview schedules between hiring organization and the candidate.
  • 7. Offers and Joining The KSF are Synchronize expectations of candidates and hiring organizations: Compensation Role Designation Work location Time to join Minimize the drop outs Sl. Problem Impact No. 1. Mismatch between candidate expectations Delay in hiring. and the hiring organization intents on offer. Rework. Compensation Roles Designation Work location Time to join 2. Drop outs Rework Typical reasons for offer rejections include better opportunities in other organizations, career growth within the recruiting organization, compensation and benefit structures, designations etc. The recruitment organization can realistically manage expectations and negotiate on behalf of both the client and the candidate by capturing requirement and candidate information in graphic detail. The recruitment organization should also be able to whistle blow and commence rework immediately in the likelihood of the candidate declining the offer or dropping out to minimize the time lag to get an alternate candidate on board.
  • 8. Conclusion It is becoming quite obvious that most of the pains in the recruitment business points not to the capability or the absence of it in a recruiter but to the absence of robust process framework. Establishing and installing a strong process framework spanning across the lifecycle stages of recruitment yields phenomenal business benefits in terms of scalability of operation, operational efficiency, productivity and profitability.