GROUP ANUJ AGRAWAL AKSHAY LIMAYE RADHIKA UMAKANTH RAHUL RAMANUJAN VINAY DASHORA

1. HIRING PROCESS GROUP ANUJ AGRAWAL AKSHAY LIMAYE RADHIKA UMAKANTH RAHUL RAMANUJAN VINAY DASHORA

2. HIRING - INTRODUCTION • An effective and efficient hiring process is essential for business success. • People who can put forth company’s positive image while performing with accuracy and efficiency must be hired. • Well trained, conscientious employees are your most valuable assets.

3. THE STEPS TO HIRING • Create a Job Description • Develop an Application for Employment • Interview the Candidates • Gather Data • Make the Offer • Notify Rejected Applicants • Define the Introductory Employment Period

4. RECENT HIRING SURVEY COMPLETED

5. SURVEY RESULTS • 22% do not have a career link (Career Portal) on their website • Of the 78% that do… • 100% have candidates upload resumes • 4% have knock out qualifying questions • A few are “old school” - have a pdf application that a candidate completes by hand and faxes/mails to HR • Effectively, most companies source and select candidates in the same ineffective way No Career Link on Website Career Center on Website How is the traditional hiring process affecting your organization today?

6. BIG PICTURE • 98% of job seekers use the Internet in their search • CHALLENGE: Identifying who is right for you • Keyword searches cast a large net due to low inherent accuracy of the search • CHALLENGE: Management of resumes • Primary factor (capability) to perform a job is first based on obtained skills and depth of experience • CHALLENGE: Quick and accurate measurement of skill and experience • Nearly one-in-five employers report it typically takes two months or longer to fill open positions • CHALLENGE: Decrease time to hire The existing hiring process has not been optimized to the advantages obtained by the speed of the internet!

7. 31% 18% 10% 34% 7% The Traditional Hiring Process… SOURCING • 1. Sourcing • Average-55 minute investment • Resources: Human Resources, Hiring Manager(s) and/or outsourced service • Tools: Career Job Boards, Corporate Websites, Employee Referrals Step 1: • 2. Search • Average-180 minute investment • Resources:Human Resources, Hiring Manager(s) and/or outsourced service • Tools: Key word search tools, highlighter, skill SEARCH Step 2: Over Half the effort (52%) • 3. Assessment • Average-95 minute investment • Resources:Human Resources, Hiring Manager(s) and/or outsourced service • Tools: Skill, Personal Interpretation ASSESSMENT Step 3: • 4. Interview • Average-165 minute investment • Resources:Human Resources, Hiring Manager(s) • Tools: Skill, Personal Interpretation INTERVIEW Step 4: • 5. Offer/Hire • Average-40 minute investment • Resources:Human Resources, Hiring Manager(s) OFFER / HIRE Step 5:

8. WHAT IS WRONG WITH EXISTING RESUME BASED RECRUITING SYSTEMS? • Resumes are written in the style and terminology of the writer and must be interpreted by the reader (Accuracy) • Keyword searches can find thousands of resumes from numerous job boards – each must be read and interpreted (Time and Accuracy) • Quality of the selection decision is impaired (Cost and Organizational Performance) • Unstructured format increases: • Time-to-Hire • Inaccuracies • Cost • Organizational Performance

9. HOW THE IDEAL HIRE SYSTEM ADDRESSES THESE WEAKNESSES • Focuses on skills, experience and education • Structured information using skills data base (>10,000 skills in data base) • Hiring entities create a “profile” of the job requirements • Candidates create a “profile” of their skills, experiences and education • PowerMatch, using a patented algorithm, matches and ranks candidates to job requirements in seconds • http://www.idealhire.com/powermatch1.html

10. HOW THE IDEAL HIRE SYSTEM ADDRESSES THESE WEAKNESSES • Results in fast, precise and accurate identification of the best candidates for the job • Web based software as a service – No IT support required

11. Selection Experience “Can Do” Motivation “Will Do” HOW THE IDEAL HIRE SYSTEM ADDRESSES THESE WEAKNESSES TRADITIONAL IDEAL Step 1: Step 1: Sourcing Sourcing • The “Structured” Process focuses on improving the selection of candidates • Collapses the process to 4 steps • Savings in recruiter’s time – 30 to 50% • Reduces the time to hire down to as little as 1 week • Pushes the work back to the candidate • Improves quality of candidates by immediately identifying those who “CAN DO” the job • Improvement in selection quality - Reduced the average number of interviews per hire from 4 to 1.4 Step 2: Step 2: Search X Step 3: Assessment Step 3: Step 4: Interview Interview Step 5: Step 4: Offer / Hire Offer / Hire

12. CAPTURE INFORMATION IN A STRUCTURED WAY Candidate Pools HR/Hiring Managers CERTIFICATIONS HUNDREDS THOUSANDS MILLIONS Lots of guess work interpreting data EDUCATION Resumes---Unstructured Information INDUSTRY EXPERIENCE Candidate Pools HR/Hiring Managers PowerMatch • Education • Industry CERTIFICATIONS • Skills Job Profile • Years of Experience • Certifications HUNDREDS THOUSANDS MILLIONS Minimal effort selecting candidates EDUCATION Candidate Profile • Education INDUSTRY EXPERIENCE • Industry • Skills • Years of Experience • Certifications • Proficiency Profiles---Structured Information

13. COMPLETING THE HIRING PROCESS • Retention of Interview Files • Establishing a Filing System • Form I-9: Employment Eligibility Verification • New Hire Reporting: Tracking Parents Who Owe Child Support • Employment-At-Will: No Notice, No Reason, No Cause • Negligent Hiring and Retention: You Should Have Known • Employees’ Right to Privacy

14. PHILOSOPHY A recruitment decision is a long term commitment on sustaining the person. Take with extreme care .

15. RECRUITMENT & SELECTION(Process at glance) Manpower Planning Requirements Sourcing by Recruiter Scrutiny of Resumes by Technical Panel Upkeep of Information (Recruitment MIS) Joining Kit Issuing LOI & Call by HR to Candidates for scheduling Tele-interviews HR Round Tele-interview Call by HR to Candidates for scheduling Personal interviews Personal Interviews by Technical Team

16. NEED MANPOWER PLAN STAFF ATTRITION INTERNAL TRANSFER SHORT TERM REQUIREMENTS BUSINESS PLAN RECRUITMENT STRATEGIC PLAN

17. By the Managing Director. By the HOD’s(Head of the Department). Authority delegated under certain circumstances. Attrition: An opportunity to think of alternatives to the position. APPROVAL

18. THE MANPOWER REQUISITION FORM CRITICAL TO THE PROCESS. ONE STEP PROCESS WHICH: Describes the need. Specifies the person Ensures the approval.

19. What is the job description? What is the person’s profile? How is the requirement best described on our website? If advertised, how should we specify the requirement? SPECIFYING THE NEED

20. MR FORM

21. THE MR PROCESS ACTIVITY USER DEPARTMENT HR DEPARTMENT VENDOR CANDIDATE Ack. MR Prepare MR Decide Need Clear? yes MR Process No Meet/Clarify Inform User Dept. Ack. MR

22. HR PRELIMINARY DECISIONS Contractual Process/ Fixed Term Short Term Location Given MR Head Hunters Permanent CV Sourcing Internet Search Vendors

23. SOURCING RESUMES • Most critical part of process • HR understanding the needs properly • Various sources: • Own databank. • Employee referral • Internet search • Vendors / consultants • Head hunters

24. RECRUITMENT FACILITATION SCHEME • Rewards employees for referring experienced friends • Rs 10k for Associate 4/ Engineer 1 & 2 • Rs 20k for Executive1 & 2 and Manager 1 • Rs 30k for Manager 2 & 3 • Rs 40k for Manager 4 and Senior manager • No pressure on employee AFTER recruitment

25. PROCESS FLOW CHART (APPLICATION FORM) APPLICATION FORM (RESUME POSTING) REGISTRATION APPLY AGAINST A VACANCY CLICK ON “CAREERS” RESUME POSTING IF ALREADY REGISTERED APPLICATION FORM (RESUME UPDATING)

26. RECRUITMENT MODULE(STAGES FOR IMPLEMENTATION) • Stage 1 - Application Form • Stage 2 - Search Engine • Stage 3 - Candidates Status monitoring System • Stage 4 – MIS • Stage 5 - Advertisement Module

35. NEXT STAGE

36. COLLATION OF RESUMES

37. APPLICATION AGAINST A SPECIFIC VACANCY

38. RECRUITMENT SEARCH ENGINE

39. Candidate’s Status Monitoring Candidate’s Status • Information to :- • Concerned HOD • Referrer • Administrator

40. Recruitment MIS

41. INTERVIEWS • First impressions matter • Good preparation is essential • Not an opportunity to show superior knowledge!

42. CLOSING THE INTERVIEW • Designation • Salary package • Joining date • Location • Candidate agreement

43. UPON JOINING • References • Medical examination • Statutory forms (PF , ESIC etc.) • Identity card • Email ID • Infrastructure

44. THE APPOINTMENT LETTER • The “contract” for employment • Discuss the contract for employment

45. JOINING FORMALITIES • Data replication from Recruitment Module to Employee Master • Keeping track of Referral

46. CONCLUSION Company should Strive for excellence in hiring and recruiting, and excellence will in turn come to them. Time invested in maximizing employee recruitment and retention is time gained for employee development and profit maximization.

47. REFERENCES www.idealhire.comwww.youtube.com www.securemeters.com The Hiring Process by Prude Extension 2007

48. QUESTIONS