Recruitment Analysis

Recruitment Summary of last 3 months

Java Developer
Position open on: Feb 18, 2008 ( 4 months) No. of positions: 5 Total Interviews Arranged: 14 Candidates Selected: Nil Candidates Rejected: 13 Short listed for next round: 1 Present Status: Position continuing

Web Designer
Position open on: May 14, 2008 ( 1 month) No. of position: 1 Total Interviews Arranged: 8 Candidates Selected: Nil Candidates Rejected: 6 Candidates on hold: 2 Present Status: Position continuing

Recruitment Status Cont

Business Analyst
Position open on: Feb 18, 2008 ( 4 months) No. of position: 1 Total Interviews Arranged: 3 Candidates Selected: 1 Candidates Rejected: 2 Present Status: Closed in April

Data Warehouse Administrator

Position open on: Feb 18, 2008 ( 4 months) No. of position: 1 Total Interviews Arranged: 1 (on hold) Candidates Selected: Nil Candidates Rejected: Nobody was short listed in resume screening Present Status: Position continuing

Recruitment Status Cont

QA Engineer
Position open on: May 14, 2008 No. of positions: 2 Total Interviews Arranged: 6 Candidates Selected: Nil Candidates Rejected: 5 Short listed for next round: 1 Present Status: Position continuing

Technical Architect
Position open on: September, 2007 No. of positions: 1 Total Interviews Arranged: 4 Candidates Selected: 1 Candidates Rejected: Others Present Status: Position closed in May 2008

Recruitment Status Cont

Technical Architect
Position open on: September, 2007 No. of positions: 1 Total Interviews Arranged: 4 Candidates Selected: 1 Candidates Rejected: Others Present Status: Position closed in May 2008

Business Coordinator
Position open on: May 6, 2008 Total Interviews Arranged: 2 No. of positions: 1 Candidates Selected: 1 Candidates Rejected: 1 Present Status: Position closed in June 2008

Recruitment Status Cont

SE Dot Net
Position open on: May 29, 2008 Total Interviews Arranged: 4 (2 yet to take place) No. of positions: 2 Candidates Selected: Nil Candidates Rejected: 1 Candidate on hold: 1 Present Status: Position continuing

Java Trainee
Position open on: Feb 27, 2008 No. of positions: 2 Total Interviews Arranged: 4 Candidates Selected: 2 Candidates Rejected: 2 Present Status: Position closed in March 2008

Analysis
Rate of rejected candidates is more than 90% (avg.) No resume screening is done before interviews are arranged, background
verifications not done, 90% candidates interviewed have got their education degree from correspondence. Technically below average. It takes more than 2 - 6 months to fulfill a single position, this duration is even more in case of higher level positions (Tech Architect). Number of interviews arranged are very less. Interviewers cant devote much time in interviewing as they already are very occupied. (Sometimes only) Financial Limitations Only traditional methods of recruitment used Job portal, Manpower Consultants and Employee References 6 positions have been closed in the past: 4 from references, 1 Bar Camp, 1 job portal (Job portal not being utilized much) Recruitment database not of much use. Resumes get old and most candidates already join somewhere and their contact details change too. No reference check is done.

Recruitment Strategy

Use available resources more efficiently i.e. job portal and Recruitment database. Recruitment database is never given much importance. The CVs may be old in the database and the candidates might not be interested but they can always give references. If their contact numbers have changed, we can always contact them at their personal e-mail ids given in their CVs, people rarely change their e-mail addresses. Even rejected candidates can be contact after 6 months, they might get selected this time. Explore new methods i.e. Networking sites and Head Hunting (specially for higher positions). Blogs too have now entered into the picture. First round CV Screening should be done at HR Level to save interviewers time. Interviews can be arranged on weekends from morning to evening, candidates are more available on weekend. We will also have more options and can select the best available talent. The comp off can be given to the interviewer in lieu of working on weekend. We should have closing targets for each position, better results can be achieved if the goals are pre defined. Recruitment data should be available with us on monthly basis so it can be analyzed regularly. Placement by Objective (PBO): The talent management model Placement by Objectives (PBO) aims to improve recruiting and retention by explicitly stating goals and expectations for each position. Candidates should fully understand what is expected of them before they are hired, not after. This way we can make faster, closer job matches. While calling candidates always ask for reference whether the candidate himself is interested or not. Its always good to have more options.

Recruitment Strategy

Employee referrals: Keep employees updated on new requirements regularly. First call made to candidates should be treated with great importance. This is the time when we have to opportunity to sell our job to him and build IA image. Currently what is normally asked is: whether they are looking for change in job, their CTC, Notice period required, their availability for the interview and their skill set. Every consultant do the same. WE HAVE TO BE MORE CREATIVE. Employees reference check and background verification We need to create a good recruitment database for all the existing as well as our future requirements (ideally all positions which may arise) so we dont need to depend on consultants for our every requirement. Suggestions welcome.

Head Hunting
Map companies where similar skills are available Try getting in touch with candidates from these companies
Trying to get through reception or other probable barriers. Common excuses: We are organizing a seminar. I am a summer trainee. I am calling from CII/Management Associations I am calling from College Technical positions I am calling from a vendor/supplier company Calling from a Market Research Company

If you are not able to speak to the candidate, leave your mobile
number (not office number) Try to find that candidate on job portal.

Once the reception is convinced get connected to the person whom you are looking for

Networking Sites
Linked IN Facebook Orkut Yahoo Groups Google Groups Blogs

Other Methods to meet our Manpower Requires Efficiently

Succession Planning Proactive Retention

Succession Planning
Identify the immediate successors for every important position for each team. Ideally any organization should have succession planning up to three levels. Team 1:

Team 2

Succession Planning Strategy

We must have succession planning as we cant keep fulfilling our manpower
requirements by hiring people from outside only especially when it is taking us 3 months and more to fulfill one position. We should identify potential leaders to fill our top positions within the organization only like for TL/ PM/ Technical Architect. It is always best to promote people within. We are doing this now but this again needs to be done proactively. The aim is to develop pools of talented people, each of whom is adaptable and capable of filling a number of roles. Because succession planning is concerned with developing longer-term successors as well as short-term replacements, each pool will be considerably larger than the range of posts it covers.

We would be better served if they spent as much on developing their own

talent through succession planning as they do on recruiting.

SP to be owned by
Line Managers and Technical Director: Identify potential leaders and
ensuring we have healthy pipeline of potential leaders who can. Ideally we should have 3 level succession planning. CEO: Has a key role in ensuring that it is given the importance it deserves by other senior managers HR: The HR function has a critical role in supporting and facilitating the process and compiling all the necessary information on potential candidates. Any career move at senior level is a process of multiple dialogues, in which HR will collect views from senior line managers making sure that all possibilities are covered, and maybe putting proposals for decision to the Technical Director. Although it is a complex and time-consuming process, succession planning is the only way of managing our future manpower requirements efficiently, we just cant depend on recruitment. We will try to fill our top level positions within organization thereby giving opportunities to our best performers, recognizing and utilizing their talent fully and keep them motivated. This is also one of the ways to retain the employees. For junior level position we very well can rely on job portals and employee referrals as they can be filled easily.

Proactive Retention

Its very difficult and most of the time impossible to retain any employee if he has already resigned and has made up his mind to join any other organization, we try to do this only. We need to react proactively and identify employees who are planning to leave us in future, following may be the signs if the employee is looking for opportunities outside: change in their behavior Negative attitude spending too much time on phone taking time off from work too often. Employees who have any conflict with their superior, Reporting Manager or any other colleague Employees who have been working in an organization for more than a year or are working on same project with same repeated work and no challenging work are more likely to look for a change elsewhere People are more likely to resign after their performance appraisals. We can also send mail to our employees from an unknown e-mail ID pretending to be manpower consultants and find out who is looking for change presently.

Proactive Retention
Once these employees are identified we need find out why they are
planning for change in job. Then we need to plan our retention strategy and implement it without waiting for that employee to resign. The retention strategy will vary from employee to employee as each will have their own reason to look for a change in which we will have to strike. We have to identify the key performers in each team and should concentrate on them more. We also need to keep in mind that the improvement in our organization atmosphere, facilities, etc will only show a certain decrease in attrition, up to a certain level, thereafter in spite of whatever improvement we make, the attrition is unavoidable and will not decrease to 0 or become NIL... So we need to have back up plan too. Again Succession Planning is the best available solution and also finding replacement before the time.

Employees who may resign in future

S.No. Name Signs Retention Strategy

Take good care of key people within each team (Project wise)
Name of key people in Team 1:

Team 2:

Team 3:

Team 4:

Your suggestions and feedbacks are always welcome.

Thanks and Regards Babita Luthra