group 25 job analysis recruitment and selection

8/8/2019 Group 25 Job Analysis Recruitment and Selection

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Project ReportOn

Job Analysis, Recruitment and Selection

Prepared by: Rajiv Sachdeva (2212149)

Saugata Sarkar (2212210)

Amit Jagga (2212232)

Group No - 25


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As per guidelines, the project has been divided into three parts

Part 1 (Job and its Analysis)

Choosing the Job

Rationale for choosing the job

Job Analysis Methodology

Job Requirement Matrix

Part 2 (Recruitment)

Recruitment Plan

Job Requisition form

Staffing Flowchart

Recruitment Budget

Recruitment Guide

Selection of Recruiters

Yield Ratio and Recruitment Strategy

Recruitment Communication

Part 3 (Selection)

Identify KSAOs and Selection plan

Application Form

Reference Check Procedure

Structured Interview and other tests

Decision Making


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Part 1

Choosing the Job

The Job that is being chosen for this project is Team Leader - Operations in a BPO.

Rationale for choosing the job

The key reasons for choosing this job are:

1. Team Leader Operations is one of the most difficult jobs to hire in the BPO

domain.

2. The number of people required for this job is very large. The optimum ratio of

Team Leaders required v/s frontline agents in the BPO domain is 1:20.NASSCOM estimates the current strength of frontline agents in the Indian BPO

industry at 7.5 Lakhs, which means almost 40,000 TLs are required in India.

3. There is very limited scope of cross leverage from other industries; industrypreference has been to get people who have exposure to the BPO domain.

4. There is no formal education program in the market which caters to this

requirement.

Job Analysis Methodology

Job analysis has been conducted in the following manner.

1. Analysis of the past data shows that maximum shortfalls on timely delivery have

been encountered on this position - demand is more than supply2. Past yield ratio is 1:17, maximum rejections happen at the operations department.

3. 17% positions being filled internally, remaining being hired from outside

4. Interviews conducted with 8 existing TLs to understand job tasks5. Time study done for a week with one existing TL

6. Interview with 2 managers.


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Job Requirement Matrix

Job Requirement Matrix - Team Leader Operation (BPO)

Tasks KSAOs

Specific Task Task DimensionImportan

ce NatureImportance of

Task

Provide resolution toemployee questions

regarding customerqueries

Product

Knowledge

20%

In-depth

knowledge of the

Product

4

Analyze theperformance data of

team members

Data Analysis 10%

Ability tounderstand and

analyze complex

data

4

Provide feedback to

the employees on aregular basis

Coaching andFeedback

20% Good people skills 5

Handling Escalated

customer calls

Product

Knowledge and

customer handlingskills

10%

Good

communication

skills and abilityto handle irate

customers

4

Provide resolution to

employee questions

regarding companiesemployee policy and

procedures

Company Policiesand Procedures

15%

Knowledge of

company policiesand procedures

4

Design reward

programs for theemployees

Planning 10% Creative thinking 3

Ensure monthlytargets are met

Continuouslymonitor team

performance and

take correctiveaction to ensure

performance target

15% Target Drivenapproach

5


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is met

Part 2

Recruitment Plan

Annual Demand - The installed base of existing TLs in the organization is 1500 approx.

Annual % of positions getting vacant is 50% because of attrition and movement into newjobs. Also, the organization is growing at the rate of 40% per annum. Thus, the annual

demand for this profile is

Ramp Up @ 40% - 600Backfill @ 50% on the mean on opening and closing head count - 900

Total positions to be hired in the year - 600 + 900 = 1500

Source of hiring - As this number is extremely large, the following targets ate being

allocated to different sources.

Source

Advertisement

Job Portal 50

Total 150

Cos

t


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Hiring Mix

50

500

600

50

Ad

Re

E

IJ

Jo

IJPs (Internal Job Postings) have been given the highest target at 40%. The last year

contribution of this source was only 17%. This signifies an important shift in theRecruitment strategy of the organization.

An analysis was done on the existing 80 TLs in the organization and thereperformance and longitivity was correlated with their source of hiring. It was found

that people who were internally promoted were performing significantly better thantheir counterparts from other sources of hiring. This was the key reason why the

target for IJPs was revised from 20% last year (actual at 17%) to 40% for next year.


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Job Requisition Form

The form should ideally be hosted in a HRIT platform and should be online so that

data management is taken care of. Following fields are important to be mapped whiledesigning the form.

S, No Field

1 Position ID

2 Position Description

3 Number of Positions


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Staffing Flow Chart

Sample Flow Chart made for the XLRI Group Project

Reporting

ManagerorJob

Requestor

nd

Intervierwer

Recruitment

Quality

Recruiter (1)

Sources Resumes

(2)

Receives resumes& checks thedatabase for duplication& informs the

source in case of duplication

(4)

Conducts 1st

LevelFunction round

END

Yes

(5)

Conducts 2nd

Level

Function round

Yes

(7)Candidate Shortlisted

Yes

No

No

(9)

Appointment Letter duly sig

authorized signatories with

Check Lists handed over candidate for acceptan

Receives Job

Requisition

(3)

Short listed candidates

fill Application form

and undergo Interview

(10)

Receives documents for making

a record the organizations

system

Does SalaryFitment as per

existing grids

(8)

Conducts reference check/s

and initiates background

check once the financials are

agreed by both parties*

(4A)

Is the Functionround clear

(5A)

Is the Functionround clear

Black box means hand off to the next process

Box with double lines means predefined artifact(s) to be used

Total SLA for TLs joining - 45 days (5 days sourcing, 10 days interview process, 5 days negotiations

and signing of contract, 25 days notice in the previous organization


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Recruitment Budget

Per unit cost is the average cost, irrespective of the source used for hiring

Total Units has been assumed at 1500Training and development costs to achieve the IJP target of 40% have not been factored

Recruitment Guide

Expense Head Total Cost Per Unit Cost Methodology / Explanation

Consultant Payouts 24990000 16660At 8.33% of annual CTC (Onemonths salary) plus service Tax

Employee Referral Payouts 7500000 5000

Depending upon the referralscheme being run in thecompany and the payouts beingoffered

Salary of Recruitment team 10000000 6667Wages being paid to therecruitment team

Background Check 1500000 1000Cost being charged byprofessional background check

companies

Advertisement and other BrandingActivities

1500000 1000

Advertisements in news papers,on radio, Job fairs, internalbranding for employee referralprogram

Rent for space dedicated to Recruitment 2000000 1333

Identify square feet areaoccupied by recruitment teamand for recruitment activities andapportion rent

Depreciation of Assets 1000000 667Depreciation of the capitalexpenditure items

Cost of IT Services 500000 333 Apportion a % of total IT costs

Transport and Travel 500000 333 Transport and Travel

Staff Welfare and inceptive programs 250000 167

Money being spent on the staffwelfare and performanceenhancement plans of therecruitment team

Job Portal Charges 300000 200 Annual License fee beingcharged by job portal companies

Miscellaneous 200000 133 Tea/Coffee, vendor awards etc

Total Cost 50240000 33493


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Recruitment guide needs to be extremely detailed and ideally all selected recruitersshould be taken through 5-7 day training and then a month of OJT before being certified

to hire on their own. The broad categories of the recruitment guide are:

1. Dressing up formally to meet the external candidates

2. Resume Prescreening3. Telephonic Screening

4. Addressing the candidates

5. Assessment Methodologies

6. How to conduct structured interviews7. Psychometric Testing

8. Hiring Checklist

9. Documentation Procedures

10. Salary Negotiations11. Selling the Job - especially in the case of multiple offers with the candidate

12. Conducting Reference Checks

Selection of Recruiters

An ideal recruiter for this profile should have the following qualities

Understanding of the profile

Target driven approach

Understanding of the basic assessment methodologies

Ability to handle internal stakeholders

Negotiation Skills

Good with documentation

Sales driven approach to be able to sell the job to the candidate

As the target for the year is 1500 per year, and the average number of such positions a

recruiter can hire in month is around 8, we would need 16 recruiters. Selection of

recruiters for this profile would be based on the above mentioned parameters.


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We could use the following strategy

Have 6 recruiters from sales background, 5 from operations background and 5from HR background.

Take them through appropriate training required for being a good recruiter

Divide the team into 5 sub groups, with one person from sales, one fromoperations and one from HR.

Yield Ratio and Recruitment Strategy

The past yield ratio has been 1:17. For every 17 profiles sourced, 1 person has joined and

maximum rejections have happened at the operations interview stage. Past years datahas the following conversion rates

Sourced - 17

Recruiter Cleared - 10

-

Hired - 1.3

Joined - 1


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Yield ratio has a direct correlation with cost and recruiter productivity. The target for next yearsyield ratio has been set very aggressively at 1:10. Following interventions are being made to

ensure that the recruitment team achieves this.

A focused learning module for the existing employees who apply for Team leader IJPs.

This would be a 48 hour module split into two parts at a gap of 3 months. This learning

intervention would impart basic skills required for a TLs job to the employees who areeligible for applying in TL IJPs.

A two hour recorded CD of successful TLs would be played in the office cafeteria daily.

These would be internally promoted TLs who would narrate their success stories and the

efforts that they had put to reach that level.

Innovative Employee referral schemes with targeted branding across the organization.

Extra rewards and recognition for individuals and teams who refer the most.

Face to Face meetings of the consultants with the final interviews in order to achieve

better level of calibration. Detailed mapping of the external market. Extreme focus if any competitor losses

business from a customer.

Innovative schemes for the consultants for supplying on time and for lower attrition

Advertisement which positions the organization as an employer of choice in the

marketplace.

Partnering with universities to start BPO specific courses at the post graduation level,

which could build pipeline for future years.

Recruitment Communication


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Recruitment communication has to be designed in such a way that it positions the organization as

an employer of choice in the marketplace. Some of the things that can differentiate therecruitment communication from other organizations are:

Sales - Oriented Resourcing team to provide competent decision making in branding andcommunication

Right - partners, preferably in a retainer ship model to provide access to highly creative

thought pool

360 degree approach to increase penetration and value in the defined target group.

Key Channels of recruitment communication for this specific position would be FM Radio andJob Portals. A very limited joint advertisement with other profiles would be done in the print

media as well. Looking at the budget that has been set up for communication, we would not bein a position to go very aggressively on the print media a it is one of the most costly channels of

communication. Also, as a large contribution is being sought from Employee Referrals,aggressive and focused communication should be developed for this segment.

Part 3


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KASOs and Selection Plan

Major KASOs CategoryNeceselec

Indept knowledge of the Produ

Ability to understand and analy

Good people skills

Good communication skills and

ability to handle irate customers


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Application Form

Page 1

10th

12th

M M Y Y

Middle Nam

Last Name:

M M Y Y

Position Applied For:

PLEASE DO NOT LEAVE ANY FIELD BLANK

First Name:

APPLICANT'S NAME (BLOCK LETTERS)

EDUCATION DETAILS (Start from class 10th &


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Application Form

Page 2

Address:

Name:

Names, Addresses and contact nos. of three suthan your relatives employed with Public / Pvt

1) Name:

Designation:

Pin Code:

Organization:

Name, Address, Phone number to be contacte

Tel No:

Mobile No:

CURRENT SALARY DETAILS

Notice Period required to be served to the pre

Monthly Salary (INR) :

Total CTC (INR) :


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Reference Check Procedure

Reference and background check procedure has become a key aspect of the BPO hiring.

There are multiple reasons why these have become mandatory for most IT and BPO

companies. Most customers ask for this as part of their contract with the supplier. Also,this acts as an additional filter for hiring the right kind of employees.

We would use a two-prong approach for conducting these checks

Reference Checks: These would be conducted by the recruiters themselves. The

information would be provided by the candidate in the application form.

Background Checks: These would be conducted by professional background check

companies. It would be advisable to stick to the 17 NASSCOM empanelled vendors.

There names are available on the National Skills Registry website. Following parameters

could be checked.

1. Educational Qualifications2. Professional Experience - No of years could be restricted basis the criticality of the

position

3. Address Verification - Could be restricted only to critical or high risk businesses4. Criminal Checks - Could be conducted either through Local police station

verification or through various data bases available. Eg - Database of Supreme Court

convicts etc.

The SLA with the vendors should be such that the final reports should be available withthe organization prior to the on boarding date of the potential employees. This wouldhelp weed out the negative background check cases prior to on boarding. As we have

assumed a 25 day lag between offer to Joining, this should provide us enough time to

execute these checks and take corrective actions, if any.

Structured Interview and other tests


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Psychometric test being suggested for this profile is SHL.

Material Required - Computers with internet connection

Instructions that should be given to the candidates

This questionnaire helps to find out more about your preferred style of behavior at work.

It is not a test. There are no right and wrong answers.

When answering, please think of work or similar situations rather than domestic or social

situations. It is in your own interest as well as ours that we gather an accurate impression

of your working style.

The questionnaire consists of 128 statements and there is no time limit for this exercise.

Allowing for instructions and examples, this session should last for approximately 35

minutes.

Please remember:

Be as discerning and honest as you can. There is no right or wrong answer, so please do

not give an answer because you think it is the right thing to say or it is how you mightlike to be.

Please note that certain checks are built into the questionnaire to give us an

indication of how frank and honest you have been in your ratings.

You may find some of the choices difficult, but please try your best.

Although there is no time limit, you should work as quickly as you can and notponder at length over any one set of statements.

You must respond to all 32 blocks of statements.

Personal Interview

Things to decide before starting the Interview

Who will conduct the interview If more than one person will be conducting theinterview decide who will ask which questions

Set an interview schedule

When

How Long


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How much time between interviews

Guidelines for the Interview

Opening the Interview

Have the papers in chronological order and scan through them before the entry of

the candidate.

Be on time - empathy and sensitivity. Reach out-receive- proper introduction

Put the candidate at ease, set the tone.

Briefly describe the job. A description of the job is a nice transition from the

icebreaker to the actual interview. Include pertinent information about theprimary functions of the job and any special challenges the job may pose. Dont

be afraid to point out realistic promotion opportunities the position may afford,but dont make promises.

Core of the Interview:

Analyze & understand the key competencies displayed by the candidate in the

past experiences/situations so as to process his/her candidature further (look forrelevant behavioral data plow deep not wide). Take notes (reverse of the cv could

be used)

Build on the information gathered from CV and Position Particular Form. Dont hesitate to probe yet do not show off/nag.

ACTIVE LISTENING IS THE KEY

Avoid:

Close-ended questions/ Leading Questions

Paraphrasing in ones own words

Failure to get a dialogue

Failure to probe We

Failure to intervene if the interviewee digresses

Asking questions in the present tense.

Evaluating the event itself or the persons behavior.

Dont make the applicant think you are rushing, making him/her feel unimportant.


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Dont rush into quick assessments.

Dont be afraid to probe.

Dont show boredom/aggression.

Dont Show off

Dont forget to listen feelings

Dont let stereotypes ruin your judgment, dont slot. Dont let an interruption destroy the tempo of the interview.

Make sure you elicit answers to questions.

Separate the real from the paper person

Closing the Interview:

Ask the candidate if there is anything he/she would like to know or ask

Success stories

Companys expectations Future plans

Describe next step and timings. Re-look at the cv/your notes.

Comprehend his/her needs (both expressed and unexpressed)

Thank them for coming to the interview

Post Interview:

Write your conclusions and recommendations

Catch them fresh.

Detailed, specific, your choice of words - strengths, Weakness Potential / suitability for the position commitments recommendation.

Involve/exchange notes with co-panelist. Share/solicit observed behavior data.

Maintain confidentiality to appropriate extent

Possible Questions for KSOAs to be judged in the interview

Good People Skills

How would you resolve the conflict between two of your employees?

If two of your employees need leave on the same day and you could grant it only

to one of the employees, how would you decide and how would you address the

situation?


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Ability to handle irate customer

Role play where the interviewer becomes an irate customer who wants to speak

with a customer service manager.

Creative Thinking

If you were short of your targeted production by 20% and there are only 6 days

remaining before the close of the month, what would you do to achieve your

target?

Decision Making

In todays scenario, recruitment team has very little say in the decision making on

selection. Once a candidate is short listed and show cased to business, recruiters try toinfluence the business that the candidate is good for the organization. One thing that the

recruiter should be focused on is that they should continue to monitor the performance

and longitivity of the candidates that they hire.

group 25 job analysis recruitment and selection

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