by Joseph Vales In this part 2 of an interview, General Atlantic Partners' Mark Dzialga discusses an investor's perspective on HR outsourcing.

This month's column is the second of two in which we hear from Mark Dzialga, a partner at General Atlantic Partners and one of the leading investors in HR Outsourcing. For a thorough description of his firm's activities, see www.gapartners.com. JV: If we look at Gartner and IDC and other industry analysts, we know they have been very bullish about the HR Outsourcing market. What are the trends you see driving the continuing growth? MD: A number of trends are driving the growth of the HR Outsourcing market and the willingness of companies to outsource all or parts of the HR function. In today's environment, improving the productivity and lowering the costs of operations is becoming an important variable for most large companies. There also exists a significant desire to provide greater empowerment to employees and implement selfservice applications. As companies evaluate how to implement the next generation of technology and redesign processes, they will be forced to evaluate whether a third party can more effectively manage the transition. Organizations are concluding that they have a large number of disparate systems that need to be consolidated into a single, unified platform-to promote consistency and effectiveness but also to reduce the expense of maintaining numerous processes. As managements evaluate the best uses of capital, some will conclude that the highest and best use of capital resources resides in areas more closely related to revenue-generating capabilities. Companies are also much more thoughtful in evaluating the risks of implementing new systems and the ongoing costs of maintaining and updating and tying these systems together. HR outsourcing companies offer the potential for significant economies of scale, as they can afford to make investments that can be amortized across a large number of client lives. Also, they fully understand the processes and have implemented such systems. Companies like Exult and ProBusiness can provide effective economics and service levels that, over time, few companies on their own will be able to achieve. It's not much different from what companies like First Data have been able to do for credit card processing. I believe that there are perhaps 5 to 10 large companies (companies with over 20,000 employees) that will make the decision to outsource their entire HR functions in 2003. JV: Do you think that a movement toward end-to-end HR Outsourcing is limited to a specific theater, or is it a global movement? Are VC companies saying "we need to bring together three or four shared-service platforms around the world in order to integrate into one seamless process," or are they thinking country- or theater-wide? MD: I think the trend to consider HR Outsourcing is a global trend. While the ability to have a global integrated delivery platform will be important for Fortune 500 companies, the supplier market has not yet built out this capability. While the U.S. and the U.K. represent markets where HR Outsourcing is being actively evaluated, the European continent and Asia are still very early in their development. There is a strong interest among multinationals to evaluate the opportunity to outsource their HR requirements outside of their home market. In most cases, these companies lack scale outside their resident market, and the systems and processes required to support their HR needs can vary widely. I do believe you will see an increased number of companies seeking

outside providers in these circumstances. The Continent remains a challenge, as there are many fundamental structural issues around outsourcing as a concept, as well as the ability to transfer or displace employees, which make outsourcing as a concept much more challenging. JV: When you mentioned 5 to 10 significant contracts in 2003, do you think that will be transformational, leading to 10 to 20 contracts the following year? Or is there something else that has to happen before HR Outsourcing will be something a Fortune 100 firm simply must look at? MD: The next 12 months will help define the true potential of the broader HR BPO market. While it is difficult to assess whether the number of contracts granted in 2003 will lead to a more pervasive trend, as the supplier market starts to mature and deliver on its value proposition, most large companies will begin to evaluate outsourcing various processes as an alternative to making the required investments to be successful on their own. Much like the IT Outsourcing market developed, if the early adopters to broad scale HR BPO find that their relationship with their supplier creates value that they would have not achieved on their own, I think that other companies will start to more seriously evaluate outsourcing as a real alternative. The ultimate litmus test is the demonstration of the value proposition that third parties can provide capabilities that companies cannot achieve on their own in terms of technology, process excellence, and change management. Those BPO suppliers that can demonstrate their value in a very tangible way are extremely well positioned to capitalize on the growth in the market. JV: Then do you think the lack of qualified vendors has somewhat limited the growth of the market? MD: The relatively small number of vendors that can deliver on the complete HR BPO value proposition described earlier is an inhibiting factor in the development of the market. However, there are a number of contracts which now have enough longevity where the economics and productivity associated with the relationship can be appropriately quantified. As it relates to the outsourcing of a discrete processes such as payroll, benefits administration, and the management of health and welfare benefits, I believe there are a number of companies well established in the business. The growth of any large outsourcing market is highly dependent on a small group of vendors being able to demonstrate how their approach to people, process, and technology provides a meaningful better outcome for less cost, a greater level of transparency, and a higher level of productivity within the organization. As vendors are able to provide specific examples of where and how they have met these parameters, a greater number of companies will more seriously evaluate outsourcing as a value-added tool. JV: Do you see a time when companies that specialize in certain HR areas might band together to provide end-to-end services via partnerships and compete against the firms that do it all within one firm? MD: I do, and I think we're already seeing that happening. There are many examples of companies who are migrating from the management of one process to the management of a much broader set of capabilities. Examples include benefits-administration companies that have worked to develop a more complete offering in HR process

management. I do believe this will drive some level of consolidation, as the ability to have a more credible offering will be an important element in winning new contracts. JV: If technology is so central to leveraging the efficiencies of the value proposition, then how can start-ups compete when it takes so much investment, so much expertise? MD: There's a least-common-denominator problem here. We're seeing the largest HRrelated IT companies trying to design products that meet the needs of the largest number of companies across very different industries. Theirs is a generic approach, in which they are trying to make one piece of technology solve as many problems as they can. But what you find is that the way in which the products of these larger companiesOracle, PeopleSoft, SAP, for example-are actually being implemented is very different from company to company. And people know that the in-house implementation, integration, and ongoing maintenance of these highly tailored systems can be very difficult and expensive. As a result, some start-ups have been successful because they take a very focused approach to not only technology but also to people and process. As the market has matured, it has become increasingly difficult for start-ups to be successful in winning new large contracts, as a result of a greater number of existing vendors having proven capabilities. Newer companies still can be successful in developing unique approaches and technologies for the management of point processes, which is consistent with what has happened in the past. JV: Let's move offshore for a moment. I know General Atlantic has made some investment in offshore companies, and you're bullish about India. How do you see offshore developing, and especially for HR Outsourcing? MD: I think the offshore opportunity is very significant for large companies. Most people think of it as a cost-saving opportunity, but for those who have studied it closely, I think they'll find that it's a fundamental issue of quality. The opportunity to perform customer operations and call-center outsourcing is becoming well understood, through the emergence of companies like Daksh. There are a large number of vendors that are trying to expand and provide other process capabilities, and depending on the process, many vendors will be successful. The real opportunity will be in the ability of vendors to develop global integrated delivery systems, of which India will be a part. The success that many large corporates have had with outsourcing the development and maintenance of applications will pave the way for companies to evaluate the offshoring of other process needs. JV: Do you see BPO firms establishing centers in India that they own and run, or continuing to contract with Indian firms? MD: I do believe that BPO firms are going to need to own their own capability in India. As most vendors are obligated to provide capabilities against a defined service level, the need to directly control the process, technology, and quality of operations will lead most to develop their own capability. For large corporates, some will choose to build captive operations (GE, American Express) while others will elect to work with the existing vendors in India who have already built out a proven capability. Doing business in India carries many complexities, and as a result, many companies may find the existing vendor base to be an attractive alternative to quickly moving process capability to India

SCRIBD
http://www.scribd.com/doc/25140412/Project-report-on-Scope-of-Recruitment-Process-outsourcing

Outsourcing the human resource (HR) processes is the latest practice being followed by middleand large sized organizations. It is being witnessed across all the industries. In India, the HRprocesses are being outsourced from nearly a decade now. Outsourcing industry is growing at ahigh rate.

uman Resource Outsourcing refers to the process in which an organisation uses the expertservices of a third party (generally professional consultants) to take care of its HR functionswhile HR management can focus on the strategic dimension of their function. The functions thatare typically outsourced are the functions that need expertise, relevant experience, knowledgeand best methods and practices. This has given rise to outsourcing the various HR functions ofan organization. Recruitment Process Outsourcing (or RPO) to India is characterized by identifying thoseexpertise that are not inherent to the core of the client organization, i.e dividing the process ofrecruitment into core and non-core HR activities. The non-core recruitment processes such as database searching, job advertisements, head huntresearch, internet mining, etc. involve 50 - 60% of the recruiters time, energies and costs.Outsourcing the non-core recruitment process creates additional efficiencies, whilesimultaneously allowing for a focus on building relationships with candidates and clients Recruiters, thus, are able to focus better on core recruitment functions and work on important hiring strategies that create profitable growth and sustain business success. For reasons of having no time and resources to manage human resource functions, companies usually resort to HR outsourcing. It is a cost-effective way of managing human resource functions without having to resort to employing personnel for an in-house HR staff. There are a lot of benefits that businesses can gain from outsourcing HR tasks. One of the mostappealing benefits is the ability of a company to focus on their core business activities while stillhaving effective HR policies. Objective Of Study The objective of project was to identify the benefits of outsourcing recruitment and understanding the recruitment process. The Project contains details about the various criteria of outsourcing recruitment. The project highlights the reasons why companies indulge in outsourcing recruitment and the merits and advantages of outsourcing recruitment to direct hiring. It also enumerate various factors to be considered before outsourcing recruitment. .Identify the various practices of recruitment existing in the industry. The project should

have a detailed understanding of the methods adopted by recruitment agencies to make the hiring process quicker.

RECRUITMENT PROCESS OUTSOURCING an overview Meaning. Recruitment Process Outsourcing (RPO) is a form of business process outsourcing (BPO) where an employer outsources or transfers all or part of its recruitment activities to an external service provider. To quote the Recruitment Process Outsourcing Association, "Recruitment Process Outsourcing iswhen a provider acts as a company's internal recruitment function for a portion or all of its jobs. RPOproviders manage the entire recruiting/hiring process from job profiling through the on-boarding of thenew hire, including staff, technology, method and reporting. A properly managed RPO will improve acompany's time to hire, increase the quality of the candidate pool, provide verifiable metrics, reducecost and improve governmental compliance." The RPO Alliance, a group of the Human Resources Outsourcing Association (HROA), approved thisdefinition in February 2009: "Recruitment Process Outsourcing (RPO) is a form of business processoutsourcing (BPO) where an employer transfers all or part of its recruitment processes to an externalservice provider. An RPO provider can provide its own or may assume the company's staff,technology, methodologies and reporting. In all cases, RPO differs greatly from providers such asstaffing companies and contingent/retained search providers in that it assumes ownership of the designand management of the recruitment process and the responsibility of results." On the other hand, occasional recruitment support, for example temporary, contingency and executive search services is more analogous to out-tasking, co-sourcing or just sourcing. In this example the service provider is "a" source for certain types of recruitment activity. The biggest distinction betweenRPO and other types of staffing isPr oces s. In RPO the service provider assumes ownership of theprocess, while in other types of staffing the service provider is part of a process controlled by theorganization buying their services. History . While temporary, contingency and executive search firms have provided staffing services for manydecades, the concept of an employer outsourcing the management and ownership of part or all of theirrecruiting process wasn't first realized on a consistent basis until the 1970s in Silicon Valley's highlycompetitive high tech labor market. Fast-growing high tech companies were hard-

pressed to locate andhire the technical specialists they required, and so had little choice but to pay large fees to highlyspecialized external recruiters in order to staff their projects. Over time, companies began to examinehow they might reduce the growing expenses of recruitment fees while still hiring hard-to-findtechnical specialists. Toward this end, companies began to examine the various steps in the recruitingprocess with an eye toward outsourcing only those portions that they had the greatest difficulty withand that added the greatest value to them. Initial RPO programs typically consisted of companiespurchasing lists of potential candidates from RPO vendors. This "search/research" function, as it wascalled, generated names of competitors' employees for a company and served to augment the pool ofpotential candidates from which that company could hire. Over time, as business in general embraced the concept of outsourcing more and more, RPO gainedfavor among Human Resource management: not only did RPO reduce overhead costs from theirbudgets but it also helped improve the company's competitive advantage in the labor market. As labormarkets became more and more competitive, RPO became more of an acceptable option. Furthermore,through the advent in the 1980's and 1990's of human resources outsourcing (HRO) companies thatbegan taking on the processes associated with benefits, taxes, and payroll, companies beganrecognizing that recruiting--a significant cost of HR--should also be considered for outsourcing. In theearly 2000's more companies began considering the outsourcing of recruitment for major portions oftheir recruiting need. There have been fundamental changes in the US labor market that serve to reinforce the use of RPO aswell. The labor market has become increasingly dynamic: workers today change employers more oftenthan in previous generations. De-regulated labor markets have also created a shift towards contract andpart-time labor and shorter work tenures. These trends increase recruitment activity and mayencourage the use of RPO. It should also be noted that even in slower economic times or higherunemployment, RPO is still considered by companies to assist in an increasing need to screen througha larger candidate pool. THAKUR INSTITUTE OF MANAGEMENT STUDIES & RESEARCH Prsented by Safakat Ibrahim Agashiwala(PGDM 2008-2010) 7

Talent Corner HR Services Pvt. Ltd. Benefits. RPO's promoters claim that the solution offers improvement in quality, cost, service and speed. RPO providers claim that leveraging economies of scale enables them to offer recruitment processesat lower cost while economies of scope allow them to operate as high-quality specialists. Thoseeconomies of scale and scope arise from a larger staff of recruiters, databases of candidate resumes,and investment in recruitment tools and networks. RPO solutions are also claimed to change fixed investment costs into variable costs that vary withfluctuation in recruitment activity. Companies may pay by transaction rather than by staff

member,thus avoiding under-utilization or forcing costly layoffs of recruitment staff when activity is low.

Problems. If a company failed to define its overall recruitment strategy and hiring objectives, then any recruitingprogram may fail to meet the company's needs. This is especially true for outsourced programs likeRPO: RPO can only succeed in the context of a well-defined corporate and staffing strategy. As with any program, a company must manage its RPO activities. A company must provide initialdirection and continued monitoring to assure the desired results. Overall, providing guidance toexternal activities can present a significant management challenge. Outsourcing of company processesmay fail or prove a poor organizational fit. Improperly implemented RPO could reduce theeffectiveness of recruitment. The costs charged for outsourced recruitment transactions may total more than the cost of the internal recruitment department. RPO service providers may fail to provide the quality or volume of staff required by their customers. Placing all recruitment in the hands of a single outside provider may discourage the competition that would arise if multiple recruitment agencies were used. An RPO solution may not work if the company's existing recruitment processes are performing poorly.An RPO solution may not work if the service provider has inadequate recruitment processes orprocedures to work with the client. RPO may not resolve difficulties that organizations have hiring staff when the organization isperceived negatively by potential employees. This will instead require improved branding and anadjustment of image. The perception is that very few RPOs can successfully integrate their client'sbrand and therefore do not represent their client's brand as well as a retained search or internalrecruiting resource may drive brand representation and or marketing. Further, most RPOs perform their staffing functions and service offsite, further disconnecting theclient's growth & recruiting strategy from the actual workforce within the client company. This isimportant because during a period of rapid recruitment growth, one of the many positive effects that acompany typically enjoys is an increase in the workforce wellness or an overall workforce positivity ofsentiment of optimism that comes with personnel additions... this may be lessened with an offsiterecruiting function. Organizations with efficient hiring process that are viewed as employers of choiceby potential staff may stand to gain negligible benefits from RPO. THAKUR INSTITUTE OF MANAGEMENT STUDIES & RESEARCH Prsented by Safakat Ibrahim Agashiwala(PGDM 2008-2010) 9

CRITICAL REQUIREMENTS For any managed services model to work there are some critical requirements or must haves like A. Executive sponsorship of the project. Any business model innovation requires the executive to champion internal resistance into acceptance. B. Clear Partnership Definition - A detailed and clear scope of work to be defined beforeagreeing on to the terms. The managed services agreement will have the scope of workdocumented & agreed upon. C. Clarity on the role & the deliverables from the onsite resource & the same to be documented & mutually agreed upon. D. Mutually agreed expectations to be jotted in the agreement. Prepare a project plan with defined recruitment process & get a consensus on the same. E. Historical data to be made available so as to help prepare a project plan blocking all possible loop holes and deciding on the key deliverables. F. Its imperative for the success of this arrangement that we have a buy in from each personinvolved in the project from Clients side and everyone understand that the intention is to meetthe numbers and nothing else.

Factors to be consider before selecting a Recruitment Consultant If an organisation decides to outsource its recruitment processes or activities, it is veryimportant to find and select a suitable recruitment consultant or consultancies, which candeliver results according to the needs of the organisation. Today, there are thousands ofconsulting firms (consultancies) as well as freelance consultants working independently.An organisation looks for various considerations and qualities before selecting the suitablerecruitment consultant. The reputation of the consulting firm in the job market (based on expertise and experience). Who are the consultants or firms past and present clients? Consultants expertise and experience (from how long has he/firm been in the business)

Does the recruitment consultant have the requisite resources to complete the targets on time? Get the idea of the effectiveness and the services of the recruitment consultant from its current and past client Talent Corner HR Services Pvt. Ltd. Qualities of an independent recruitment consultant: Some of the qualities or characteristics looked in recruitment consultants are: Marketing skills Flexibility and adaptability Wisdom Exuberance Ability to prioritise Ambition Resourcefulness Diplomacy/ delicacy Selecting the right recruitment consultant is essential for the effective recruitmentprocesses. A successful Recruitment consultant is someone who is determinative, focused,and able to create opportunities for him, works harder and smarter than competitors andcontinually set and achieve higher standards. THAKUR INSTITUTE OF MANAGEMENT STUDIES & RESEARCH Prsented by Safakat Ibrahim Agashiwala(PGDM 2008-2010) 14

Types of RPO Enterprise Solutions . Or End to End Recruitment Process Outsourcing This solution entails the recruitment process outsourcer assuming total responsibility of the recruitment effort or the entire continuum. The assumption may include all recruitment for all positions or it may include a segmentor segments of employment. For example, a company may outsource the entire continuumfor all

sales positions but retain all other hiring. People Science believes the mosteffective partnerships begin first with the assumption of a segment of employment. Augmenting Solutions . Augmenting RPO partners fill the gap of proficiency where an organization is lacking.These services are wide ranging and providers typically fill a combination of areas suchas resume search and initial pre-screens and first round interviews. Project RPO. Project Recruitment Process Outsourcing occurs when an organization has a pressingneed to meet a substantial headcount increase and typically within a time constraint.Project RPO can include augmentation or end to end services and typically has anexpected end date of services. Examples would include the opening of a new call centeror the need to increase headcount that is expected to stabilize. Provider Specific RPO. Provider Specific RPO involves utilizing a supplier who provides a single specificexpertise. Although the provider may be limited in scope of service, processing is acritical component of their services and essential to effective completion of thecontinuum. Examples of Provider Specific RPO work are outsourcing resume search orbackground checks. BENEFITS OF RPO Talent Corner HR Services Pvt. Ltd. Traditional recruiting methods can be expensive and are often unproductive and unpredictable. Whether you employ your own internal recruiters or utilize the services of staffingagencies, most companies, at the expense of large commissions or placementfees, do not obtain the results they expect from their recruiting function. RPO Services eliminate the aforementioned inconsistencies by offering a simple, effective, and alternative solution to recruiting needs. Reduced Recruiter Costs . Spend approximately $25,000 (including $100 commissions/placement) for anexperienced, dedicate recruiter VS. $50,000 + commissions, payroll costs,medical and dental insurance, administrative costs, and paid vacation (whichcan add up to more than $65,000) for an internal recruiter. The decision toutilize external recruiters is obvious Save more than 60% on Recruiter costsby utilizing RPO services and enjoy numerous other benefits that will help thecompanys to grow. No Infrastructure Costs . Utilizing external recruiters allows to free up capital that can be better allocatedtowards higher valued consulting activities. The RPO has their own state of the artoffices which are equipped with everything a recruiter would need to performhis/her daily duties meaning a company dont have to pay a single rupee towardsproviding a comfortable working environment for there own recruiters. RPOprovide workstations, computers, static-free phone lines, and a fast DSLconnection at no additional cost. Improved Productivity. Recruiters in India are highly technical and have tremendous experience and THAKUR INSTITUTE OF MANAGEMENT STUDIES & RESEARCH

Knowledge. (some of the Recruiters even have MBAs degree) and are able todeliver many qualified resumes on a weekly basis. They can be trained to followthe exact recruiting methodology of client and have the ability to match talentedprofessionals as per the requirement of companies. And because the price of 1internal recruiter is equivalent to 2-3 external recruiters, companies can afford tohire more recruiters at the same cost and increase productivity. The Bottom Line:More Recruiters = More Productivity. Reduced Time to Hire . RPOs are specialized in the field of recruiting which allows them to process,screen, and deliver dedicated and qualified recruiters that reduces companies timeto hire allowing companies to focus on the core components of their business. Increased Flexibility and Control . RPO services allow companies to free up human and capital resources that can bebetter spent on core competencies. RPO services provide companies withflexibility, control, and visibility over their entire recruiting function by removingtheir dependence on 3rd party staffing agencies, who are often unreliable,unpredictable, and expensive. Securing the best talent . Competition for the most talented individuals is increasing. Organisations need tosecure the best people quickly and efficiently to help them build competitivecapability. perform backend searches for matching candidates in RPO internal database as well as various job boards, user groups and networking groups Senior Recruiting teams: evaluate and qualify candidates screened by junior recruiting team members. This results in overalloperational efficiency in the recruiting process and yields optimal results in terms of a qualifiedcandidate in the fastest time. Techniques use by RPO for recruitment. Online Candidate Sourcing. Online candidate sourcing helps RPO for resume generation using the internet. From using Job Board/CV databases, Google, advanced search engine usage techniques, THAKUR INSTITUTE OF MANAGEMENT STUDIES & RESEARCH Prsented by Safakat Ibrahim Agashiwala(PGDM 2008-2010) 17

Talent Corner HR Services Pvt. Ltd. filetype searches to searching blogs, and other business networking sites. Advertising Posting. RPO can post the advertisement in the leading newspaper about the vacancies of differentcompanies to attract the right talent as per the requirement.. The cost of the advertisementcan be share as per the agreement between the company and RPO. RPO should know howto write a Job Advert copy and manipulate keywords to attract candidates who couldotherwise be heading towards competition. Networking . RPO can get the best out of social networking sites like LinkenIn, Orkut, and FaceBook.Networking provides "never seen before" searching techniques and keys to unlock "hardto find" candidates. RPO should know how to write compelling emails and letters toengage cold candidates located on these sites, to convert them into hot prospects. Communication . Improved communication levels will help RPO to stand out from the crowd. By applyingworldclass communication techniques in everything from emails, letters, job adverts toblog posts will help the RPO to gain edge over its competitor. Core and Non-Core activities of Corporate HR The corporate HR organisations can outsource almost all of the non core recruitingfunctions of the HR and leave only the core tasks of the organisations to their HR andRecruitment team. These recruiters will play an important role in the cycle of recruitment and by making theprocess less complicated, while the HR can function on core activities like interviewingcandidates, paperwork, instructing the candidates, completing the joining formalities andothers. The focus on these tasks adds a great deal of efficiency to the work being done. Below is a chart that describes the benefits of working with RPO

choice of outsourcing model Full Outsourcing Activities initiated in a recruitment process from day one i.e. understanding therequirement until closing down the position, all comes under the Full Outsourcing model.This model of outsourcing comprises of not only non-core but also core recruitmentactivities that are communication based and are effective for critical recruitment. Partial Outsourcing Apart from the core recruitment activities, all other non-core activities such asunderstanding the requirement, placing the position on various job boards, searching andresearching candidates, sorting profiles, screening CV and responses, and finally sourcingyou with the list of candidates

that are the best match for the position make into partialoutsourcing process. These are precisely the activities that RPOs are most preferred. Feature-set comparison between the two outsourcing model: Partial RPO Full RPO High client/data security Low client/data security Partial RPO is about non-core activitiesin a recruitment process, whichconsumes up to 70% of the time. Full RPO is about core and non-core activities in recruitment process. More monotonous nature of job. More interesting kind of job . Can produce quick results in a shortspan as employees have necessaryexpertise to extract the leads in boundtimelines. Involves all the activities till the candidateis placed in the company, which may endas a time consuming job. Employees need a limited period training to start on the process. A high-level training is essential to helpemployees build better repo with thecandidates. Low man hour rates. High man hour rates. Understanding Recruitment Process Recruitment Process, by all means, is a systematic process that consumes your time invariably in nurturing right candidate for right position. The below chart denotes break-up of requirement process in various sub-processes; quotingapproximate time consumed in each relevant sub-process. It is a complete study of all the core andnon-core activities included in the recruitment process. Sub Process % of Time THAKUR INSTITUTE OF MANAGEMENT STUDIES & RESEARCH Prsented by Safakat Ibrahim Agashiwala(PGDM 2008-2010) 20 SUBPROCESS %OF TIME

Understanding of the requirement 5% Placing the job position on respective portals/domain 5% Sorting the profiles and sending mailers 30% Screening the responses as per job order

30% Calling and scheduling 20% Follow up and closing 10%

The Recruitment Process Lifecycle. Understanding requirement specifications. Experience, technical skillsets, managerial aptitude, flexibility, localization, environmentalethics, etc are grounds, which companies take into account depending upon the job and natureof work. Studying these requirements minutely and sourcing candidates is the first ad foremost job. Job-Boards database searching and Sourcing .

Job-board database searching is the first active task initiated on receiving the requisition. To getquality candidates, we have subscribed on major job portals worldwide that serve us with alarge bandwidth of candidates' resumes from all streams. While not restricted to a single edium, we also source candidates from other channels like networks, agencies, referrals etc. Screening, Sorting and Mailing. Candidate screening and assessment is an area that relies on a blend of technology and offshorerecruiter's expertise. We have developed effective processes to present the most prominentcandidates in front of your hiring managers. Selection. While the hiring decision remains with the recruiters, we can help to support managers in avariety of ways to speed the hiring process. We can be involved in the process to call all theshort-listed candidates, schedule their interviews, follow-up with the hiring authorities andfinally close the position by sending offer/rejection mailers

Talent Corner HR Services Pvt. Ltd. Advantage s of RPO 1.Top notch Talent Pool . Competition for the most talented individuals is increasing. Organizations need to secure the best people quickly and efficiently to help them build competitive capability 2.Cost reduction and removal of workload from the HR Administration. RPO providers take on the burden of operational recruitment activities, allowing organizations to focuson core value-creating and strategic activities. By transforming processes, utilizing best practice, andreplacing a fixed cost base with a variable charging structure, RPO can significantly reduce the cost ofrecruitment. In regular staffing, you invest in salary, incentives, overheads, infrastructure cost andmore. By outsourcing recruiting functions to Recruiting Junction, all you need to pay is a fixedmonthly retainer fees (which is lesser than the salary of one in-house recruiter) along with a negligiblecommission. 3.Better Productivity and Quality. RPO providers can provide highest quality services. By outsourcing your recruitment process toRecruiting Junction you get dedicated recruiters for each client, while in regular staffing, one recruiterhandles many clients. In regular staffing the focus is lost, as recruiters serve bigger clients better. RPOrecruiter can provide undivided attention to your all your clients big or small. 4.Reduce operational risks . Risks come in many forms, and the expert knowledge of an RPO specialist can help organizationsreduce the risks associated with an inability to scale their business operationally to meet changingdemand, and the risks of non-compliance to legislative and regulatory change The ROI of RPO: Recruitment Expertise The unique expectations and job requirements of the next generation entering the workforce can bechallenging. The younger workers filling the shoes of the retiring. Baby Boomers value worklifeintegration, prefer teamwork and expect greater compensation and benefits. Undoubtedly, a newapproach to recruiting is required in order to catch the attention of the talented. THAKUR INSTITUTE OF MANAGEMENT STUDIES & RESEARCH

Prsented by Safakat Ibrahim Agashiwala(PGDM 2008-2010) 24

Talent Corner HR Services Pvt. Ltd. Streamlining the Recruitment Process. In order to attract the Millennials, the first step your organization needs to accomplish is to develop astrong image and identity. How do you accomplish this? When you partner with an RPO provider, thisessentially means that they are working to improve the effectiveness of your recruitment process. Bytightening up your process, a fair and consistent image of your organization will be quickly deliveredto potential employees that are applying for a job with your company. A fast, responsive recruitment process will be an essential component in keeping the techsavvy,options-oriented Millennials interested in working for your organization. Organizations that removebarriers for employees to apply, have a user-friendly application process and respond to applicants inan expeditious manner will certainly have an edge on the competition. The Internet has meant thatpeople have many choices when seeking employment, and companies who create the best applicantexperience will ultimately have a competitive advantage in attracting and retaining the best talent. Offering Best Practices Recommendations. A top-notch RPO provider should essentially be working as a partner "extension" of your organizationand continuously be offering you best practices recommendations. The provider should be on the look-out for ways to improve the image of your organization so it is an appealing option for potential employees. Is your organization attractive to the young talent entering the workforce? If not, why? How does yourorganization stack up to competitors in terms of pay and benefits? Does your organization have astrong corporate culture? Does your organization empower employees to grow and pursue leadershipopportunities? These are all important decision-making factors for the next generation. A strong RPOprovider can help you improve in these areas - making you undeniably attractive to potential employees. Developing an "Employment Brand."

Companies like Southwest Airlines and Google have actually turned the common talent shortageproblem into a more desirable talent "sorting" problem by using employment branding techniques.They are known as great places to work with excellent growth and leadership opportunities. As anexpert in recruiting, an RPO provider can also help you by putting together the whole employmentvalue proposition and sourcing strategy for your organization. Essentially, your employment brand communicates to potential employees what your organizationrepresents and what the employment experience is all about. Most employment branding effortsinclude elements that gather information on your organization's best practices. By working THAKUR INSTITUTE OF MANAGEMENT STUDIES & RESEARCH Prsented by Safakat Ibrahim Agashiwala(PGDM 2008-2010) 25

Talent Corner HR Services Pvt. Ltd. intentionally to develop an employment brand, this can actually strengthen your internal corporateculture as well. The consistent messaging can reinforce corporate values and what it means to be a partof your organization. A strong culture will certainly help you to attract potential employees and retainthem once they are working for you. Using Recruitment "Marketing." As an expert in recruiting, an RPO provider will have knowledge about the latest recruiting trends andinsight into the most effective sourcing channels. They will be able to help you use your employmentbrand to develop high-impact, innovative recruitment marketing campaigns to spread the word thatyour company is a great place to work. An RPO provider can augment your current recruiting activities through new methods such as jobfairs, radio programs, social networking sites and innovative direct mail campaigns. These avenues arealso excellent opportunities to promote information about company milestones, new product/serviceofferings and your overall competitive edge. The goal of the marketing campaigns is to elevate yourdifferentiators, grab the attention of the modern Millennials and to specifically distinguish yourorganization from the rest of the media storm. Entering into an RPO relationship is no doubt a big step, but the benefits will certainly far outweighany initial start-up challenges. And as the current talent war shows no signs of relenting, RPO is sureto be one of your best kept weapons. An RPO provider's specialization on recruitment will expose youto new sourcing techniques and overall help you to attract and retain

the best people. RPO is a newtrend, but it is a solution that will certainly make a lasting and positive impact on your organization RPO Process Model Recruiting Manager : Manages and is responsible for overall delivery to client including response rate, interview rate, fill rate etc. Recruiting Team Lead: Reports to Recruiting Manager and monitors progress on each client job order. The Team lead is alsoresponsible to maintain relationships with candidates in the hiring process and serves as second levelescalation point. Junior Recruiting teams: THAKUR INSTITUTE OF MANAGEMENT STUDIES & RESEARCH Prsented by Safakat Ibrahim Agashiwala(PGDM 2008-2010) 26

Talent Corner HR Services Pvt. Ltd. perform backend searches for matching candidates in RPO internal database as well as various job boards, user groups and networking groups Senior Recruiting teams: evaluate and qualify candidates screened by junior recruiting team members. This results in overalloperational efficiency in the recruiting process and yields optimal results in terms of a qualifiedcandidate in the fastest time

The Big 3 Efficiency Metrics in Recruiting. Measuring success is critical in recruiting. There are four general types of metrics on which toconcentrate -- cost, quality, quantity, and time. One way we measure "quality" is using the Big 3Efficiency metrics. Efficiency is a funny thing. It can mean many different things to different people. For example, theLaws of Thermodynamics tell us that any engine or machine is doing very well if it is operating at 80%efficiency, which means that 80% of the energy input is turned into useful work. They also tell us thatNO machine can operate at 100% efficiency. In recruiting, efficiency measures how well recruiters are doing their job and effectiveness of the recruiting process. 1. submittal efficiency, Talent Corner HR Services Pvt. Ltd. 2. interview efficiency, and 3. offer efficiency. Submittal Efficiency . The first, submittal efficiency, is a measure of how well the submitted candidates fit against therequisition profile. It is defined as the number of candidates interviewed divided by the total number ofcandidates submitted. You would expect this number to be high. However, as in Thermodynamics, itcan be TOO high. If it is 100%, the recruiter is not pushing the edges of the requisition specifications,which means you are probably missing good candidates. However, if your submittal efficiency is too low, it indicates the hiring managers are spending toomuch time reviewing resumes. This could be because the recruiter may be doing a poor job, or perhapsthe requisition has been poorly specified. As a whole, hiring managers and recruiters are doing well ifthree of every four submittals make it to interviews (75% efficiency). Flashingred-light warningsshould start to go off if less than one in two (50% efficiency) make it to interviews, meaning it is timeto investigate to determine problem areas. Interview Efficiency. Next, the interview efficiency is a measure of the hiring manager's screening process. It is defined asthe number of candidates who receive offers divided by the number of candidates interviewed. Youwould expect this number to be lower than the submittal efficiency, since most people want tointerview several candidates for one offer. The goal is to shoot for 30% efficiency, which means yourorganization is making offers to one out of every three to four interviewed candidates. If less than onein six candidates interviewed actually receives an offer (16% efficiency), it should be an indicator thatit is time to investigate again. With low efficiencies there could be any number of problems, most ofwhich are issues in the screening process, including a hiring manager who is overly selective.However, recruiters can be great assets during this phase because they can help out with schedulinginterviews, prepping candidates, gathering immediate interview feedback, and generally guiding theprocess. Offer Efficiency.

The third of the Big 3 is the offer efficiency, a measure of how many candidates actually accept youroffers and start working with you. It is calculated as the number of candidates accepting offers dividedby the total number of offers. Since the recruiters should be helping hiring managers extend offers thatwill be accepted, as well as pre-closing the candidates, we expect this ratio to be high. If the processyields 80% offer efficiency, or four out of five offers are accepted, you are doing well. Conversely, ifless than three in five offers are accepted (60% efficiency), then something in your recruiting processeswill need to be modified or addressed. Low offer efficiencies could mean the recruiter is doing a poorjob of pre-closing the candidate or negating counteroffers. Or perhaps the offers themselves are THAKUR INSTITUTE OF MANAGEMENT STUDIES & RESEARCH Prsented by Safakat Ibrahim Agashiwala(PGDM 2008-2010) 28

Talent Corner HR Services Pvt. Ltd. undesirable, whether from a financial standpoint or on other dimensions, such as too much travel or anundesirable work location. Also, as with submittal efficiencies, the offer efficiencies percentage can betoo high. If 100% of people accept your offers, perhaps you are offering too much money for the job. The efficiency metrics are relatively easy to gather and calculate, and very helpful in monitoring thequality of the recruiting process. By investigating the issues indicated by the efficiencies, it's possibleto identify potential problem areas in sufficient time to take corrective action and still make hires on time. Another benefit of the efficiency ratios is that by multiplying all three of them together, it's possible tocalculate the expected number of hires from the number of submittals, assisting your planning process.For example, multiplying the lower bound of the "good" efficiencies (75% X 30% X 80%) = 18%,which means you need to submit between five and six candidates to get one hire. Conclusion The present value of the recruitment process outsourcing industry (RPO) in India is estimated tobe $2.5 billion and it is expected to grow at the annual rate of 30-40 per cent for the next coupleof years. According to a recent survey, only 8-10 per cent of the Indian companies outsourcethere recruitment processes. However, the number of companies outsourcing their recruitmentprocesses is increasing at a very fast rate and so is the percentage of their total recruitmentprocesses being outsourced. Outsourcing organizations strive for providing cost saving benefits to their clients. One of themajor advantages to organizations, who outsource their recruitment process, is that it helps tosave up to as much as 40 per cent of their recruitment costs. With the experience, expertise andthe economies of scale of the third party, organizations are able to improve the quality of

therecruits and the speed of the whole process. Also, outsourcing enables the human resourceprofessionals of organizations to focus on the core and other HR and strategic issues.Outsourcing also gives a structured approach to the whole process of recruitment, with theultimate power of decision making of recruiting with the organisation itself. The portion of therecruitment cycle that is outsourced range from preparing job descriptions to arranginginterviews, the activities that consume almost 70 per cent of the time of the whole recruitmentprocess.