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EXECUTIVE SUMMARY

The best investment a company can make is in their Human Resources . After all the success of an

organization ultimately depends on its Human Resource. This good intention must be put into action without

hesitation which helps the startup company to bloom.

One of the main challenges faced by almost every newly started organization is to fit the right person at the right place inorganization. Carrying on recruitment and selecting candidates has become one of the most resource consuming processes both in

terms of money and time. This is where recruitment process Outsourcing providers comes in a picture, it helps the organization to

get uality manpower, without going through the cumbersome recruitment process. Recruitment consultancy understands

manpower reuirements, procuring the candidate with the desires profile and building trust in relationship.

This pro!ect report tries to cover the scope and the difficulties involved during the recruitment process in a Recruitment Consultancy.

"ourcing, it is a vital part of the recruitment process is thoroughly dealt with. "ourcing the candidates suitable for the given !ob

 profiles is the core activity of recruitment and is a comprehensive and complicated process in itself. Hence, this constitutes the prime

ob!ective of this report.

 #hen $ndia is emerging as an economic superpower, it is necessary to deal with the problem of unemployment. This is where

recruitment plays a ma!or role. $t does not only provides employment but also adds to the national gross income of the country, thus

ma%ing it globally competent.

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Human Resource Manaement

intro!uction

Meanin"

Human Resource Manaement is the process of recruitment, selection of employee, providing properorientation and induction, providing proper training and the developing s%ills, assessment of employee&performance of appraisal', providing proper compensation and benefits, motivating, maintaining proper

relations with labour and with trade unions, maintaining employees safety, welfare and health by complyingwith labour laws of concern state or country.

Human resource manaement &HRM, or simply HR ' is a function in organizations designed to

ma(imize employee performance of an employer)s strategic ob!ectives. HR is primarily concerned with

the management of people within organizations, focusing on policies and systems. HR departments and

units in organizations typically underta%e a number of activities, including

employee recruitment, training and development, performance appraisal, and rewarding &e.g., managing

 pay and benefit systems'. HR is also concerned with industrial relations, that is, the balancing of

organizational practices with reuirements arising from collective bargaining and from governmentallaws.

HR is a product of the human relations movement of the early *+th century, when researchers began

documenting ways of creating  business value through the strategic management of the wor%force. The

function was initially dominated by transactional wor%, such as payroll and  benefits administration, but

due to globalization, company consolidation, technological advances, and further research, HR as of

*+- focuses on strategic initiatives li%e mergers and acuisitions, talent management, succession

 planning, industrial and labor relations, and diversity and inclusion.

  $n startup companies, HR duties may be performed by trained professionals. $n larger companies, an

entire functional group is typically dedicated to the discipline, with staff specializing in various HR tas%s and

functional leadership engaging in strategic decisionma%ing across the business. To train practitioners for the

 profession, institutions of higher education, professional associations, and companies themselves have created

 programs of study dedicated e(plicitly to the duties of the function. Academic and practitioner organizations

li%ewise see% to engage and further the field of HR, as evidenced by several fieldspecific publications. HR is

also a field of research study that is popular within the fields of management and industrial/organizational

 psychology, with research articles appearing in a number of academic !ournals, including those mentioned later

in this article.

$n the current global wor% environment, most companies focus on lowering employee turnover  and on retaining

the talent and %nowledge held by their wor%force. 0ew hiring not only entails a high cost but also increases the

ris% of a newcomer not being able to replace the person who was wor%ing in that position before. HR

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departments also strive to offer benefits that will appeal to wor%ers, thus reducing the ris% of losing corporate

%nowledge.

  #hy name human resource manaement$

Human" refer to the s%illed wor%force in the organisation.Resource" refer to limited availability or scarce.Manaement" refer to ma(imise or proper utilisation and ma%e best use of limited and a scarce resource.

Altogether, human resource management is the process of proper and ma(imise utilisation of available limiteds%illed wor%force. The core purpose of the human resource management is to ma%e efficient use of e(istinghuman resource in the organisation. The 1est e(ample at present situation is, construction industry has beenfacing serious shortage of s%illed wor%force. $t is e(pected to triple in the ne(t decade from the present 2+ percent, will negatively impact the overall productivity of the sector, warn industry e(perts.3very organisations) desire is to have s%illed and competent people to ma%e their organisation more effective

than their competitors. humans are very important assets for the organisation rather than land and buildings,without employees & humans ' no activity in the organisation can be done. 4achines are meant to to producemore goods with good uality but they should get operated by the human only.

5you must treat your employees with respect and dignity because in the most automated factory in the world,you need the power of human mind. That is what brings in innovation. $f you want high uality minds to wor%for you, then you must protect the respect and dignity. 5

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Historica% Mi%estones In Hrm &eve%opment

6rederic% Taylor, %nown as the father of scientific management, played a significant role in the

development of the personnel function in the early 7++s. $n his boo%, "hop 4anagement, Taylor

advocated the 5scientific5 selection and training of wor%ers. He also pioneered incentive systems that

rewarded wor%ers for meeting and/or e(ceeding performance standards. Although Taylor)s focus

 primarily was on optimizing efficiency in manufacturing environments, his principles laid the ground

wor% for future HR4 development. As Taylor was developing his ideas about scientific management,

other pioneers were wor%ing on applying the principles of psychology to the recruitment, selection, and

training of wor%ers. The development of the field of industrial psychology and its application to the

wor%place came to fruition during #orld #ar $, as early vocational and employmentrelated testing was

used to assign military recruits to appropriate functions

  "cope of Human Resource 4anagement

The scope of Human Resource 4anagement refers to all the activities that come under the banner of HumanResource 4anagement. These activities are as follows.

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Human resources

p%annin "' Human resource planning or Human Resource8lanning refers to a process bywhich the company to identify thenumber of !obs vacant, whether thecompany has e(cess staff orshortage of staff and to deal withthis e(cess or shortage.

(ob ana%ysis !esin "' Another

important area of Human Resource4anagement is !ob analysis. 9obanalysis gives a detailede(planation about each and every

 !ob in the company. Recruitment an!

se%ection "' 1ased on informationcollected from !ob analysis the

company prepares advertisementsand publishes them in thenewspapers. This is recruitment. A

number of applications are received after the advertisement is published, interviews are conductedand the right employee is selected thus recruitment and selection are yet another important area ofHuman Resource 4anagement.

)rientation an! in!uction "' Once the employees have been selected an induction or orientation

 program is conducted. This is another important area of Human Resource 4anagement. Theemployees are informed about the bac%ground of the company, e(plain about the organizational

culture and values and wor% ethics and introduce to the other employees.

Trainin an! !eve%opment "' 3very employee goes under training program which helps him to put

up a better performance on the !ob. Training program is also conducted for e(isting staff that have alot of e(perience. This is called refresher training. Training and development is one area where thecompany spends a huge amount.

*er+ormance appraisa% "' Once the employee has put in around year of service, performance

appraisal is conducted that is the Human Resource department chec%s the performance of theemployee. 1ased on these appraisal future promotions, incentives, increments in salary are decided.

Compensation p%annin an! remuneration "' There are various rules regarding compensation and

other benefits. $t is the !ob of the Human Resource department to loo% into remuneration andcompensation planning.

Motivation, -e%+are, hea%th an! sa+ety "' 4otivation becomes important to sustain the number of

employees in the company. $t is the !ob of the Human Resource department to loo% into the differentmethods of motivation. Apart from this certain health and safety regulations have to be followed forthe benefits of the employees. This is also handled by the HR department.

In!ustria% re%ations "' Another important area of Human Resource 4anagement is maintaining co

ordinal relations with the union members. This will help the organization to prevent stri%es loc%outs and ensure smooth wor%ing in the company.

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The Human Resource )++icer is responsible for providing support in the various human resource functions,which include recruitment, staffing, training and development, performance monitoring and employeecounseling.

SC)*E

&The way that the position contributes to and impacts on the organization' The Human Resource Officer provides advice and assistance to supervisors and staff. This may include information on training needs andopportunities, !ob descriptions, performance reviews and personnel policies.

The position coordinates the staff recruitment process .The Human Resource Officer provides advice andsupport to supervisors and staff selection committees and ensures that they have accurate and timelyinformation in order to ma%e effective decisions.

6ailure to provide adeuate advice or assistance may result in lost opportunities for staff development, poorstaff morale, financial loss to staffs for residents and a loss of credibility.

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Recruitment

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Recruitment : synonymous with 5hiring5 in American 3nglish : refers to the overall process of

attracting, selecting and appointing suitable candidates for !obs &either permanent or temporary' within

an organization. Recruitment can also refer to processes involved in choosing individuals for unpaid

 positions, such as voluntary roles or unpaid trainee roles. 4anagers, human resource generalists and

recruitment specialists may be tas%ed with carrying out recruitment, but in some cases publicsector

employment agencies, commercial recruitment agencies, or specialist search consultancies are used to

underta%e parts of the process. $nternetbased technologies to support all aspects of recruitment have

 become widespread.

Understanding The Requirement, Eligibility Criteria, Qualifcation And Experience- Applying The

ources !" Recruitment- creening The Resumes- Conducting Telephonic Round !" #nter$ie%-

cheduling &ersonal #nter$ie%s 'ith Concerned (epartment )eads- hortlisting The Candidates-

Conducting *inal Round !" #nter$ie%- electing The Right Candidate- +eri"ying The Collected

(ocuments- #ssuing The !er etter- Completing The .oining *ormalities

The Recruitment 8rocess ;ife Cycle by Ruth 4ayhew, <emand 4edia

"taffing a small business isn)t always simple. Hiring employees ta%es more than !ust posting an ad, accepting

applications and running a bac%ground chec%. The recruitment and selection process, from start to finish, entailsseveral stages, which are collectively referred to as the recruitment life cycle. The recruitment life cycle ensures

your organization attracts the best possible talent and seals the employment relationship deal with an

onboarding process that welcomes new additions to your staff.

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3valuation

<etermining why you need to fill the vacancy, the s%ills and ualifications the !ob reuires and how the position

factors into the organization)s staffing plan is the beginning phase. #hen an inhouse recruiter receives notice

of a !ob that needs to be filled, the recruiter and the department supervisor or manager discuss the specific

ualifications and talent the department needs. This is the phase where collaboration between operations and

human resources is a fundamental step in finding a suitable candidate.

"ourcing

Recruiters use a number of methods to source candidates. "ourcing candidates means e(ploring resources that

lead recruiters to a pool of ualified candidates. The sourcing process can include posting !ob vacancy

announcements, perusing social networ%ing sites for !ob see%ers) profiles and creating alliances with members

of professional associations. "ourcing involves reaching out to both active and passive !ob see%ers in hopes of

finding several candidates from whom recruiters choose for the ne(t step preliminary screening.

Re%ate! Rea!in" <ifference 1etween a 8roduct ;ifecycle and a 8ro!ect ;ifecycle

8reliminary "creening

8reliminary screening begins with reviewing resumes and employment applications to determine which

applicants have the reuisite s%ills and ualifications for the !ob vacancy. This phase usually ends with a

telephone or informational interview where recruiters verify the wor% history and continued interest of

applicants. Applicants who are successful in the preliminary stage generally are invited to a facetoface

interview to give recruiters and hiring managers an opportunity to learn more about the applicants)

ualifications.

"election

$n the recruitment life cycle, the actual selection stage begins once the recruiter determines the applicant has the basic ualifications the company needs. The selection process consists of a number of activities recruiters and

hiring managers use to learn what candidates have to offer the company. 8anel interviews, behavioral and

situational interview uestions, auditions and portfolio reviews are all part of the selection process. The last step

in the selection phase is e(tending an employment offer or negotiating an employment contract. The decision is

final to hire the company)s ne(t employee.

Onboarding

The recruitment life cycle doesn)t end !ust because the employee accepted an employment offer. The last phase

of the cycle is onboarding, and it)s especially important in welcoming the new employee to the organization.

Onboarding is the best way to combine orientation, training and introductions for getting the employee off to a

great start with your organization. As the onboarding phase wraps up, the employee should be in an ideal

 position to move forward with a rewarding career.

Re"erences /01

Resources /01

About the Author

Ruth 4ayhew began writing in 7=-. Her wor% appears in 5The 4ulti>enerational #or%force in the HealthCare $ndustry5 and 5Human Resources 4anagers Appraisal "chemes.5 4ayhew earned senior professional

human resources certification from the Human Resources Certification $nstitute and holds a 4aster of Arts in

sociology from the ?niversity of 4issouri@ansas City.

End to End Recruitment

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Recruitment is the process of filling up the position in an organization which includes attracting the candidateswith specific s%ills reuired for the !ob, screening the profiles of the candidates, and selecting the most suitablecandidate who can fulfill the client e(pectation and capable to add values to the organization.

Recruitment

9ob analysis

"ourcing

"creening and selection

Assisting in final interviews6ollow ?p

9ob Analysis

This is the first step in the recruitment process which includes understanding of client)s reuirement through !obdescription followed by collecting details matching the e(pectations for particular !ob profile. This helps us toidentify the right candidates for the right !ob.

"ourcing

The ne(t step is sourcing of the profiles which can be done through searching candidates having desired s%illsfor the given !ob specification with the help of different tools/internal database.

"creening

"creening is the shortlisting of candidates by identifying the prospective employees with reuiredcharacteristics who best fit the position.

Assisting in 6inal interviews

After getting the shortlisted profiles we schedule the interviews with the client. Recruiter acts as a mediator

 between the client and the candidate providing feedbac% both ways after interview.

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Recruitment *rocess +or Companies

./ (ob )r!er

#hen representing a company and a !ob order, we will contact the manager to have a lengthy discussion and get

a detailed understanding of the company, position, team, reuired ualification, s%ills and responsibilities the

candidate/s should have.

The consultant would determine how urgent the position needs to be filled, the interview process and when thecandidate must be on board. 3OH Recruitment "olutions would also clear the fees with the manager of the

company.

$t is very important that 3OH Recruitment "olutions have a thorough understanding of the selling points of the

company. This would not be the benefits li%e medical and pension but how a candidate would grow or develop

in the company. $n essence : why would a candidate want to wor% for the company

0/ I!enti+yin Can!i!ates

After understanding the !ob order, 3OH Recruitment "olutions will identify and select suitable candidates.

After an e(tensive discussion in which we determine how ready the candidate is for a new opportunity, the

candidateBs e(pectation regarding a new company and position and whether the candidateBs salary is in the

 brac%et that the company wants to offer, we invite the candidate for a detailed interview at our office.

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1/ Intervie-in the Can!i!ates

#hen meeting with the candidate for an interview, they need to bring with their $<, company salary slip, proof

of ualifications and driverBs license if necessary.

In the intervie- -e !oub%e check the +o%%o-in"

• Reason for leaving

• 3(pectations of new company and position

• "alary and benefits

#e also determine what ma%es the candidate the best person to employ and get a thorough understanding of the

candidateBs growth e(pectations.

2/ Re+erences An! Checks

After the interview 3OH Recruitment "olutions determine who will be contacted as references. These would

always be the managers or supervisors the candidate reported to directly. #e also reuest a credit, criminal and

ualification chec% through one of the accredited organizations.

3/ CV *resentation to Company

#hen we are satisfied that weBve selected the only the best, most suitable candidates according to the !ob spec,

we compile the CDBs for the client and do a presentation.

4/ *reparation +or Intervie-s at Company

After confirming interview times with the company and candidates, 3OH Recruitment "olutions prepare the

candidates for the interviews.

#e -ou%! provi!e them -ith the +o%%o-in"

• Address and roadmap

• <etailed position info

• <etailed company info

• #hat to e(pect from the interview

#e will also provide a short reference to the client.

5/ 6o%%o-'Ups a+ter Intervie-s

After each interview, 3OH Recruitment "olutions will followup with the candidate and client to determine

how the interview went and whether both sides are interested to ta%e the process further. "hould the candidate

and company fit, 3OH Recruitment "olutions would direct both parties to the ne(t interview, psychometric

testing, medicals or the ne(t step in the clientBs recruitment process.

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"hould the candidate/s not be suitable, 3OH Recruitment "olutions would reualify the !ob order and start the

 process from the beginning.

7/ Sa%ary 8eotiation

"ince 3OH Recruitment "olutions is representing both the company and the candidate, we have a very good

indication of what the candidate would accept and what the client would li%e to offer. #e then act as mediator

to ensure that both parties are happy with the deal and that wise choices has been made.

9/ Sinin o+ Contracts

3OH Recruitment "olutions will guide the candidates through the acceptance, signing of contract and

resignation phases. #e chec% for counter offer and fear of change throughout the recruitment process and will

address it again at this phase. The Recruitment Cycle 8lanning Recruitment Advertising "electing "taff

$nduction $dentify Training 0eeds 8erformance Appraisals 4oving On 1efore recruitment, chec% the duties and

responsibilities your organisation needs to have performedE F $s the current !ob description really what the

organisation needs F <o they fit with the organisationBs strategic and business plans F #hat are the legislativereuirements F #hat recruitment policies and procedures need to be followed Ads in the local paper is only

one way of recruiting, other options includeE F $nternal notices such as newsletters or email messages F 0otices

on public noticeboards either within your organisation or in other places F 3(isting networ%s and word of mouth

advertising are cheap and effective F Recruitment agencies can help sort out potential applicants and therefore

save you time 8lanning Recruitment #hat goes in an advertisementE F Title and !ob description F 9ob status and

salary F Reuired s%ills and %nowledge F Contact details F Application closing dates Gou must not brea% anti

discrimination laws and !ob advertisements must be clear and truthful Gou need a good uality selection

criteria and an informed and organised interview panel "hort listing candidates will save lots of time.Iuestions you as% at the interview must be consistent for all applicants and the uestions must relate to the

 position. Gou can as% about e(isting in!uries if it is relevant to the position, but be careful : obviously they have

to be able to do the !ob however it is illegal to discriminate on the grounds of disabilities Obviously you will

as% if people can do the !ob to the ability they claim and its still an important process. $t is also a good time to

find out what are things that motivate your potential employee and what demotivates them This is really good

time to get to %now your staff personally, so use it as a time for them to not only get to %now the organisation

 but for you to get to %now them a bit better. $t is vital you give your employee induction into OHJ" policies

and procedures. Other policies and procedures need to be covered but OHJ" is absolutely essential 4ost

inductions start with the individual roles and responsibilities and wor% out to the big picture stuff Appointing a

 buddy can help someone feel welcome and supported. ?se the probation period to identify the strengths of your 

new wor%er as well as the areas they will benefit from e(tra training. $t is easier to train the right person for the

 position than change poor attitude or wor% habits even if the person is highly s%illed $t is important to %now

whether the training or professional development has actually benefited the individual and the organisation.

4a%e sure you evaluate the activities and a good way to Kvalue addB to the training or development is to as% the

wor%er to give a brief presentation to the ne(t team meeting. "electing "taff Reference Chec%s $nduction

$dentify Training 0eeds Advertising ?sually performance appraisals are done at the end of the probation period

and then annually. $t is important the employee feels supported during this time so ma%e sure you have some

 positives as well as negatives to discuss. 1rea% the position down into differing tas%s and offer clear e(amples

of the employees strengths and areas to be improved. 0o matter how good a boss you might be, people do need

to move on. 4a%e sure you have some strategies to retain the corporate %nowledge : it could be record boo%s,

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on line logs or any other record %eeping strategy. "ometimes we have to move people as they are not able to

 perform to the reuired level. $f you thin% this may be the case, ma%e sure you have good record %eeping

 procedures in place and follow the policies and procedures in your organisation. $s it possible for under

 performers to be placed in a different role in your organisation $t would save time, money and an(iety for all

involved if alternatives to losing the staff member could be found. 4oving On 8erformance Appraisals

The recruitment is the essentia% part o+ bui%!in the competitive a!vantae. HR has to define the needed

 profiles &s%ills and competencies'. The profile of the ideal candidate has to be aligned with the corporate culture

and corporate values. The profile has to support enhancing the organizational capability. The recruitment is one

of the best opportunities to enrich the organization, and it is the way to build the learning organization. HR

Recruiter has to be s%illed to identify the right profile of the best candidate, and they have to be promoted to

managers as the best hiring option.

The recruitment stratey is a %ey success factor for the process. $t defines the competitive advantage of the

organization on the !ob mar%et. The company has to choose the right mi( of the recruitment sources,

recruitment agencies and recruitment messages. The company has to choose the target groups, and the

underlying analysis has to identify the right ways to reach them.

The recruitment supports the marketin activities of the organization. The hiring of new people is a strong

communication topic for the social media. HR can start building the engaged social community around its

recruitment activities. All mar%eting specialists should focus on the close cooperation with Human Resources.

The HR 4ar%eting is a strong topic for discussions in the company. The HR 4ar%eting can build a strong

competitive advantage.

The recruitment is the e(cellent opportunity for the interna% promotions an! ta%ent i!enti+ication. The HR

Recruiter interviews many internal candidates and he or she can pass information to the career development

specialists. The recruitment strategy should align the recruitment function with the career developmentspecialists. The internal recruitment is not the isolated process. $t should move the best talents of the

organization to the challenging !ob positions. The internal recruitment needs a strong support from the top

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management. $t can be a conflicting process and it needs clear rules, and procedures defined by Human

Resources.

The recruitment process contains many interactions. $t is the most difficult HR process with the value added

for the company. The process involves managers, employees, Human Resources, recruitment agencies and

candidates. All participants have the same goal : filling the !ob vacancy and they have to cooperate smoothly to

reach the overall goal. 4any organizations ma%e a mista%e of forgetting the candidate. The candidate ma%es the

final decision. The company offers the !ob, but the candidate decides. The recruitment process has to be

measured, and main recruitment @8$s have to set. The unmeasured recruitment process cannot support the

success of HR in the organization.

The recruitment is the most sensitive HR process. The changes on the !ob mar%et are visible in the measures

almost immediately. The e(cellent process learns HR 8rofessionals to be fle(ible and being innovative. The

competition on the !ob mar%et is tough, and the company has to be winning the best talents. The recruitment has

to be smart

<ifferent Types Of Recruitment 4odels<ifferent Companies Have <ifferent Hiring 0eeds. "o <epending On ;evel Of 3ngagement, 3(clusivity, ;ongTerm 8rospects And Other 6actors 4any <ifferent Recruitment 4odels Are 6ollowed $n The 4ar%et.Here $#ill Try To 3(plain Them.

<ifferent Recruitment 4odelsE

• Contigency Hiring

• Retained "earch

• 3(clusice ReuirementsE

• Recruitment 8rocess Outsourcing&R8O'

• Outplacement

• 3(ecutive "earch

Contingency HiringE $n Contingency Hiring #henever A Company Comes Across Any Reuirement $t >ives $tTo 4any Consultants At The "ame Time And As%s All Of Them To "end Resumes.Only The Consultant #hoseCandidate $s Offered >ets 4oney 6rom The Company. Here Recruiters <on)t >et Any Assured And 6i(ed"alary. Their Revenue <epends 3ntirely On #hether They Can 4a%e Offers Or 0ot.As Ris% 6actor $s HighHere, Consultants Charge 4ore 8ercentage 6or "uch Type Of Recruitment. >enerally Company 8ays $n TermsOf A "pecific 8ercentage Of CTC Of The Candidate. This $s The 4ost 8revalent #ay Of Recruitment.

Retained "earchE Here A Recruitment Consultant #or%s 3(clusively 6or A "pecific Reuirement And 8ayment$s <ivided $nto Two 8arts.He $s 8aid A 6i(ed Amount 1y The Company 6or "earch Activity. $t $s CalledRetainer 6ee. Other Than That $f He 4a%es Offer He >ets 4ore 4oney. 6or Recruitment Of "enior 3(ecutives;i%e C3O,"ales Head Dery 6ocused Approach $s Reuired , "o This 4ethod $s 8referred.

3(clusive ReuirementsE "ometimes Companies >ive "ome Reuirements 3(clusively To Recruiters. Here

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Recruiter Assures The Client To Close The 8osition #ithin "pecific <ate. $f He Cant Close The 8osition 1yThat Time He 0eeds To 3ither Close The 8osition #ith ;esser Commission Or 1ear "ome Other 8enalty.AllThe Conditions Are Clearly <ecided 1efore The Contract. Here 8ercentage Of Commission $s ;ess ThanContingency Hiring 1ecause There $s 0o Competition.

Recruitment 8rocess Outsourcing&R8O'E R8O 4odel $s >aining ;ot Of 8opularity Recently. Here A CompanyOutsources #hole Recruitment 8rocess To Another Consultant. "ome 8eople 6rom The Consultant "ide "eat $nThe Company $tself And 4anage The #hole 8rocess 1y Themselves. The "ourcers Can 3ither "it $n TheClient 8lace Or $n Their Own Office. Here R8O 8artner $s Responsible 6or Closing All The Reuirements.

They Ta%e Care Of The #hole Recruitment 8rocess Right 6rom "ourcing,"cheduling, $nterviews, Offer To9oinings.The 1enefit 6or The Company $s That They <on)t Have To 4anage Their Own Recruitment Team#hich Reduces Costs. 1ut On The Other Hand Ris% $s High, 1ecause $f Consultants <on)t ?nderstand TheCompany Culture And Hiring 8lans 8roperly $t Can >et <isastrous Also. "o Companies "hould 1e Careful#hile Choosing Recruitment 8artners.1ecause #e Are Tal%ing About High "cale And ;onger <uration3ngagement Here.

OutplacementE Outplacement Came $nto 8icture <uring Recession 8eriod. Here $f A Company #ants To ;ayOff "ome 8eople 3mployees To Cut Costs, They Can Hire A Consultant To 8lace Those 3mployees $n OtherCompanies. The Recruitment Cost $s 1orne 1y The Current 3mployer.Outplacement $s 0ot Dery 8opular Till

 0ow.

3(ecutive "earchE 3(ecutive "earch Teams Only 6ocus On "enior ;evel $eE C3O, CTO, "ales Head And"imilar @ind Of Reuirements. 4ethod Of "ourcing 6or "uch 8ositions Are Iuite <ifferent 6rom 9unior ;evelReuirements. Here 0umber Of 8otential Candidates Are ;ess And They <on)t 8refer To "how Their ResumeOn The 8ortals. "o HeadHunting, "earching $n 0etwor%ing "ites And 8ersonal 0etwor%s Help A ;ot. 6or"uch Reuirements Commission $s 4uch Higher. 3(ecutive "earch Teams <o Retained "earch Activity Also.

Other Than The Above 4odels Recruitment Can 1e <ivided $n Other Two Types.

•8ermanent Recruitment

• Contract Or Temporary "taffing

8ermanent "taffingE Here After Recruitment The Candidate "tays $n The Company 8ayroll As A 8ermanent

3mployee.

Temporary "taffingE $n Case Of Temporary "taffing/ Contract "taffing The Candidate Remains $n The 8ayroll

Of The Consultant And #or%s #ith The Company 6or A ;imited Time 8eriod. Companies >eneraly 8refer

This 4odel $f The 8ro!ect $s "mall Or ?ncertain. Again $t Reduces Their ;ong Term Costs Also. "o This

4odel $s >aining >ood 8opularity 0ow A <ays

"ources of recruitment

"ources of recruitmentE

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1roadly, there are two main sources of recruitment

' $nternal sources of recruitment which means recruitment from within the organization.

*'3(ternal sources of recruitment means recruitment from outside the organization.

.: Interna% sources o+ recruitment -hich means recruitment +rom -ithin the orani;ation"

i: Trans+er" it means shifting of employees from one !ob to another. There is no drastic change in the pay or 

status of the employees it generally remains the same.

ii: *romotion" it means shifting the employee to higher position with the change in the pay or status.

iii: Interna% a!vertisement" it means appointing the employees from within the organization through

advertisement.

iv: <ent services" it means employing the person for newly started plant in the organization.

v: E=tension o+ services" it is e(tending the service of employees by recruiting them again.

vi: Absorption o+ trainees" those who come in the organization for training employing them.

0: E=terna% sources o+ recruitment mean recruitment +rom outsi!e the orani;ation"

i: A!vertisement" it is a way to attract number of employees by giving advertisement in the newspaper.

ii: Casua% ca%%ers" the good organizations have a list of casual callers also who apply them and the organization

instead of giving new advertisement give a call to these casual callers.

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iii: Emp%oyment e=chane" it is a good source of recruitment where the candidates are called with the help of 

employment e(change.

iv: E!ucationa% institutions" here the companyBs go to the educational institutions from where they select the

suitable employees for the !ob.

v: <abor union" the organization may select the candidate from the labor union of the company to satisfy the

labors also.

vi: Recommen!ation o+ emp%oyees" sometimes the employees wor%ing in the organization also suggest the

name of suitable candidate for the appointment.

vii: #aitin %ists" generally the organization s prepares the waiting lists of the employees. "ometimes the

selected candidates failed to !oin in that case the waiting list employees are called.

Thus the above said are the main sources of recruitment of the employees within the organization and outside

the organization which are used by the organization to employ the employees

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Reflecting the recent economic slowdown in $ndia, a Source Information Services report released today &LthAugust *+2' has found that the $ndian consulting mar%et grew by MN in *+* to !ust over .-bn.

The report says that despite this modest growth, the economic slowdown has in some ways become an

important driver of demand in $ndiaBs consulting mar%et as clients see% help to both increase revenue andimprove efficiency.

$nterestingly, the "ource report found that small and familyowned businesses are becoming increasinglyimportant buyers of consulting services in $ndia as a new breed of young, highlyeducated business people risein the ran%s and are eager to ta%e their businesses to the global stage.

19 Richards, senior analyst at "ource and author of the report commentedE P4uch as weBve seen happen in the4iddle 3ast, the conservative, provincial local businesses of $ndia are being transformed by a new generationof sophisticated, highly educated young professionals who are confidently ta%ing the helm, steering their shipsinto international waters. 6urthermore, they understand what consulting can do for them, and theyBre eager to

engage. These new clients are not only providing critical new revenue but offering a refreshing change from thetypical $ndian consulting buyer.Q

The report also found that digitisation is at least as important in $ndia as it is elsewhere, though itBs happening alittle differently. "pecifically, there are opportunities around helping businesses ma%e the most of mobile

 platforms as more $ndians access the $nternet on their mobiles than on computers.

Cloud computing and infrastructure services also present a big opportunity in the $ndian mar%et. Thesetechnologies and their security capabilities have been viewed with some suspicion in the past, but companiesnow seem to be coming around. 0eil Ramchandran, managing partner J C3O for Capco $ndia, saidE P4y

 personal view is that cloud computing and infrastructure services have completely overcome the fears aroundthem a few years ago.Q

6rom a sector perspective, financial services continues to be big business in $ndiaBs consulting world, and whilstrepresenting !ust under a third of all consulting revenue, and growing by =N in *+*, it was the largest growthsector. The energy and resources mar%et also grew by -N as $ndia e(plores renewable energy alternatives in

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order to better meet its huge domestic reuirements.

As the economy is still growing, the report found that many firms are doing well. $t says that smaller firms witha lot of room to grow are en!oying a time of e(traordinary e(pansion. Ra!inder "ingh of "olving 3fesocommentedE P#eBre a new entrant into this mar%et : weBve been a small mar%et player since *++*. "o ourgrowth is not being determined by the mar%et, itBs determined by what we can ta%e. #e almost doubled lastyear and e(pect to do the same this year.Q

On the down side, consulting firms reported that they are struggling with the high cost of talent as $ndiaBssophisticated young professionals are putting a high price on their labour and e(perienced consultants to fill thesenior ran%s are also e(pensive as well as difficult to find. Two of the other mar%et challenges identified byfirms were managing increasingly demanding clients, and finding the best pricing strategies.

<espite these challenges, it seems clear that things are still going well in $ndiaBs consulting mar%et, because thereport found that one of the four ma!or concerns for consulting firms is how to successfully manage a rapid rateof growth. This suggests the outloo% for consulting in $ndia is bright.

  Temporary wor% 

6rom #i%ipedia, the free encyclopedia

Temporary -ork  or temporary emp%oyment refers to a situation where the employee is e(pected to leave the

employer within a certain period of time. Temporary employees are sometimes called 5contractual5, 5seasonal5,

5interim5, 5casual staff5, 5freelance5 or the word may be shortened to 5temps5. $n some instances, temporary

 professional employees &particularly in the whitecollar wor%er  fields, such as law, engineering, 

and accounting' even refer to themselves as 5consultants5 &not to be confused with management consultants'.

Temporary wor%ers may wor% fulltime or parttime, depending on the individual case. $n some instances,

temporary wor%ers receive benefits &such as health insurance', but usually benefits are only given to permanent

employees. 0ot all temporary employees find !obs through a temporary employment agency. 6or e(ample, a

 person can simply apply at a local par% for seasonal !obs.

A temporary -ork  aency, temp aency or temporary sta++in +irm finds and retains wor%ers. Other

companies, in need of shortterm wor%ers, contract with the temporary wor% agency to send temporary

-orkers, or temps, on assignments to wor% at the other companies. Temporary employees are also used in

wor% that has a cyclical nature, reuiring freuent ad!ustments to staffing levels.

$n *++= there were a total of 2,L** temp agencies and staffing services in the ?nited "tates with revenue of

over L.M million per firm.S

Contents

  hideS

History

* 8ost6ordism and temporary wor% 

2 Temporary wor% agencies

o 2. 1enefits for client firms

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o 2.* >rowth of Temporary "taffing

o 2.2 Abuse in the temporary staffing industry

M 8ros and cons

o M. 8ros

o M.* Cons

- ;egal issues

"ee also

L References

= 3(ternal lin%s and further reading

HistoryeditS

Tren!s in Temporary #ork >US:E source: D. H. Autor, Outsourcing at Will: The Contribution of Dismissal

 Doctrine to the Groth of !m"lo#ment Outsourcing 

The staffing industry in the ?nited "tates began after #orld #ar $$ with small agencies in urban areas

employing housewives for parttime wor% as office wor%ers. Over the years the advantages of having wor%ers

who could be hired and fired on short notice and were e(empt from paperwor% and regulatory reuirements

resulted in a gradual but substantial increase in the use of temporary wor%ers, with over 2.- million temporary

wor%ers employed in the ?nited "tates by *+++.*S

There has indeed been a great paradigm shift since the 7M+s in the way firms utilize the temporary wor%er.

Throughout the 6ordist era, temporary wor%ers made up a rather marginal proportion of the total labor

force in  0orth America. Typically, temporary wor%ers were white women in pin% collar ,clerical positions who

 provided companies with a stopgap solution for permanent wor%ers who needed a leave of absence, when on

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vacation or in illness.2S $n contrast, in the 8ost6ordist period, characterized

 by neoliberalism, deindustrialization and the dismantling of the welfare state, these understandings of

temporary labor began to shift.MS $n this paradigm, the idea of the temporary wor%er as a stopgap solution to

 permanent labor became an entirely normative employment alternative to permanent wor%.-S

Therefore, temporary wor%ers no longer represented a substitute for permanent wor%ers on leave but became

semipermanent, precarious positions routinely sub!ect to the threat of elimination because of fluctuations in a

company)s products. $n the conte(t of today)s temporary labor force, both people and positions have become

temporary, and temporary agencies use the temporary wor%er in a systematic and planned, as opposed to

impromptu manner.2S

8ost6ordism and temporary wor%editS

As the mar%et began to transform from 6ordism to a post6ordist regime of  capital accumulation, the social

regulation of labor mar%ets and the very nature of wor% began to shift.S This transformation has been

characterized by an economic restructuring that emphasized fle(ibility within spaces of wor%, labor mar%ets,

employment relationships, wages and benefits. And indeed, global processes of neoliberalism and mar%et rule

contributed greatly to this increasing pressure put on local labor mar%ets towards fle(ibility.LS

 This greaterfle(ibility within labor mar%ets is important at the global level, particularly within O3C< countries and liberal

mar%et economies &see liberal mar%et economy'.

The temporary labor industry is worth over U-L billion per year, and the largest agencies are spread across

over + nations. The biggest temporary wor% agencies are most profitable inemerging  economies of the >lobal

 0orth, and those that have undergone mar%et liberalization, deregulation and &re'regulation.=S

The desire to mar%et fle(ible, adaptable temporary wor%ers has become a driving, monetary oriented ob!ective

of the temporary wor% industry. This has caused individual agencies to adopt practices that focus on

competition with other firms, that promote Ptry before you buyQ practices and that ma(imize their ability to produce a productE the temporary wor%er. Through this process, the ideal temporary wor%er has today become

largely imagined, produced and mar%eted by temporary agencies.7S

Temporary wor% agencieseditS

The role of a temp agency is as a third party between client employer and client employee. This third party,

handles remuneration, wor% scheduling, complaints, ta(es, etc. created by the relationship between a client

employer and a client employee. Client firms reuest the type of !ob that is to be done, and the s%ills reuired to

do it. Client firms can also terminate an assignment and are able to file a complaint about the temp.+SS #or%

schedules are determined by assignment, which is determined by the agency and can last for an indeterminate

 period of time, e(tended to any point and cut short. +S 1ecause the assignments are temporary, there is little

incentive to provide benefits and the pay is low in situations where there is a lot of labor fle(ibility. &0urses are

an e(ception to this as there is currently a shortage'.+SS*S #or%ers can refuse assignment but ris% going

through an indeterminate period of downtime since wor% is based on availability of assignments, which the

agency cannot PcreateQ only fill.+S

#hether the wor% comes through an independent gig economy source or a temp agency, when a temporary

employee2S agrees to an assignment, they receive instructions pertaining to the !ob. The agency also provides

information on correct wor% attire, wor% hours, wages, and whom to report to. $f a temporary employee arrivesat a !ob assignment and is as%ed to perform duties not described when they accepted the !ob, they may call an

agency representative for clarification. $f they choose not to continue on the assignment based on these

discrepancies, they will most li%ely lose pay and may undermine chances at other !ob opportunities. However,

some agencies guarantee an employee a certain number of hours pay if, once the temporary employee arrives,

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there is no wor% or the wor% isn)t as described. 4ost agencies do not reuire an employee to continue wor% if

the discrepancies are enough to ma%e it difficult for the employee to actually do the wor%.MS

A tem"orar# or$ agenc# may have a standard set of  tests to !udge the competence of the secretarial or clerical

s%ills of an applicant. An applicant is hired based on their scores on these tests, and is placed into a database.

Companies or individuals loo%ing to hire someone temporarily contact the agency and describe the s%ill set they

are see%ing. A temporary employee is then found in the database and is contacted to see if they would be

interested in ta%ing the assignment.MS

$t is up to the temporary employee to %eep in constant contact with the agency when not currently wor%ing on

an assignment by letting the agency %now that they are available to wor% they are given priority over those

who may be in the agency database who have not made it clear that they are ready and willing to ta%e an

assignment. A temp agency employee is the e(clusive employee of the agency, not of the company in which

they are placed &although sub!ect to legal dispute'. The temporary employee is bound by the rules and

regulations of the client firm, even if they contrast with those of the company in which they are placed.

?ene+its +or c%ient +irmseditS

There are a number of reasons as to why a firm utilizes temp agencies. They provide employers a way to add

more wor%ers for a short term increase in the wor%force. ?sing temps allows firms to replace a missing regular

employee. A temp wor%erBs competency and value can be determined without the infle(ibility of hiring a new

 person and seeing how they wor% out. ?tilizing temp wor%ers can also be a way of not having to pay benefits

and the increased salaries of a regular employees. A firm can also use temp wor%ers to vary compensation in

what would normally be an illegal or impossible manner. The role of temp wor%ers in the wor% space can also

have the effects of coercing regular employees into ta%ing more wor% for less pay. Additionally, temp wor%ers

are less li%ely to sue over mistreatment, which allows firms to reduce the costs of employment in highstress,

regulated !obs.+SS*S-S

@ro-th o+ Temporary Sta++ineditS

Temp agencies are a growing part of industrial economies. 6rom 77L the number of employees sent out

 by temporary staffing agencies increased by percent. Temporary staffing industry payrolls increased by

 percent from 7L to 7=, and *+ percent from 7= to 77, and *L= percent from 77 to 777. The

temporary staffing sector accounted for out of * new !obs in the 7+Bs. -S $n 77, +- billion, worldwide,in

staffing agency revenues. 1y *++=, 2++ billion was generated, worldwide, in revenues for staffing agencies.S The Temporary "taffing $ndustry accounts for N of !ob growth in the ?.". since the great recession ended,

even though it only accounts for *N of allfarm !obs.

LS

 This growth has occurred for a number of reasons.<emand in temporary employment can be primarily attributed to demand by employers and not employees *S

=S A large driver of demand was in 3uropean labor mar%et. 8reviously, temporary employment agencies were

considered uasilegal entities. This reputation shied potential client employers away. However, in the later half 

of the *+th century, there would be shift predominated by legal protections and closer relationships with

 primary employers. This combined with the tendency for growth of the T"$ in countries where there are strict

regulations on dismissal of hired employees but loose regulations on temporary wor%, growth is much faster

compared to industrialized nations without these labor conditions.=S7S

Abuse in the temporary sta++in in!ustryeditS

1ecause the agency &and temporary agencies are largely consolidated into a few big corporations' decides

whether or not you wor% &i.e. whether or not you have an income', the wor%er is e(pected to go along with

these imbalances of power .S The agency itself creates the conditions for wor%er e(ploitation or adds to them.+S Temp agencies often create and reinforce an ethnic hierarchy that determines who gets what !obs.

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S Agencies will often pic% up racialized preferences on the racialized preferences of client firms who use code

words li%e ParticulateQ to describe the PtypeQ of wor%er wanted. +S Temps are told to be a PguestQ and not a

wor%er, which leads to wor%er e(ploitation. Temps must show deference and are e(pected to perform a form of

feminized hospitality. A ramification is this, is temps having to deal with se(ual harassment and are encouraged

not to report it, and in some cases encouraged to ma%e themselves Pse(ually availableQ. Temp wor%ers of color,

often have to show increased deference, se(ual availability, and attractiveness in order to receive assignments,

more so than their white peers.+S An additional ramification of temp wor%ers PguestQ status is being at the

 bottom of the wor%place hierarchy, which is visually identifiable on $< cards, in different colored uniforms, as

well as the encouragement of more Pprovocative dressQ.S Their PguestQ status often means, temp #or%ers are

unable to access onsite wor%place accommodations and arenBt included in meetings despite the length of their

time wor%ing at the client firm.+SS*+S This is all compounded by a wor% system in which temps must file

complaints about clients through the temp agencies, which, often enough, not only disualifies them from

another assignment at that firm, it disualifies them from receiving an assignment from that temporary agency.+S "ince a client firm is harder to replace than a client employee and there is no disincentive to not giving a

complaining employee, an assignment there is an incentive for agencies to find employees who are willing to

go along with the conditions for client firms, as opposed to severing ties with firms that routinely violate the

law.+S

VV

8ros and conseditS

*roseditS

• Easy hireE Those meeting technical reuirements for the type of wor% are often virtually guaranteed a

 !ob without a selection process. $n this sense, it could be argued that it would be easier to find wor% as atemporary wor%er. Also, in some cases, agencies will hire temporary wor%ers without submission of aresume or an interview*S

• 8otential for fle(ible hours

• There is an opportunity to gain e(perienceWcompanies are all uniue, so the temporary wor%er will be

e(posed to a plethora of different situations and office procedures *S

• There are companies that do not hire internally and use these staffing services only. They are a good

gateway to get employment with a certain company.

ConseditS

• ;ac% of control over wor%ing hours and the potential for immediate termination for refusing an assigned

schedule.

• 8ositions often are with high turnover  rates. Research suggests that plants choose temporary wor%ers

over permanent ones when they e(pect output to fall, which allows them to avoid costs associated withlaying off permanent employees**S

•  %ac$ of reference as many employers of e(perienced !ob positions do not consider wor% done for a

temporary agency as sufficient on a resume.

• $n the ?nited "tates, the gradual replacement of wor%ers by temporary wor%ers resulted in millions ofwor%ers being employed in lowpaid temporary !obs.*S

• Typically, temporary wor%ers earn roughly a third of a permanent counterpart, receive few or no health

 benefits and seldom become fulltime employees from their temporary positions.*S

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;egal issueseditS

Throughout this literature, scholars have argued that neoliberal &see neoliberalism' policies have been a

 prominent component in the erosion of the standard employment relationship. This precarious new model of

employment has greatly reduced the wor%erBs ability to negotiate and, in particular, with the introduction of

advanced technology &that can easily replace the wor%er', reduced the tempBs bargaining power.*2S $t has been

suggested that labour regulations in 0orth America do little in addressing labour mar%et insecurities and the

 precarious nature of temporary labour. $n many cases, legislation has done little to ac%nowledge or adapt to the

growth of nonstandard employment in Canada.*MS

$n the 3uropean ?nion, temporary wor% is regulated by the Temporary Agency #or% <irective and the 4ember 

"tates) laws implementing that directive

A recruitment management system &R4"', also %nown as an e

recruitment or online recruitment system, is a multicomponent software

tool designed to automate and facilitate the processes involved in finding,

attracting, assessing, interviewing and hiring new personnel.

A recruitment management system &R4"', also %nown as an erecruitment or online recruitment system, is a

multicomponent software tool designed to automate and facilitate the processes involved in finding, attracting,

assessing, interviewing and hiring new personnel. 3recruitment systems are widely used in the enterprise and

elsewhere, including universities and charitable organizations. Current systems are often webbased portals that

are integrated with an organizationBs website.

6eatures of recruitment management systems includeE

• A userfriendly administrative interface.

• The capacity to automatically post !ob listings to the corporate site and to online !ob ban%s.

• Online application software that enforces input in a valid format for retrieval of relevant data.

• The ability to capture and resumes for similar data retrieval.

3recruitment systems are widely used in the enterprise and elsewhere, including universities and charitable

organizations. Current systems are often webbased portals that are integrated with an organizationBs website.

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6eatures of recruitment management systems includeE

• A userfriendly administrative interface.

• The capacity to automatically post !ob listings to the corporate site and to online !ob ban%s.

• Online application software that enforces input in a valid format for retrieval of relevant data.

• The ability to capture and resumes for similar data retrieval.

• Analytics software to assess and ran% applicants.

• Applicant and !ob trac%ing.

• "cheduling software.

• Contract generation software.

•

$ntegration with the organizationBs human resources management &HR4' and human capitalmanagement systems.

• Report generation software.

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Thouhts )n Recruitment An! Emp%oyee Retention

Recruitment is something that always %eep HR department engagedin any software company of any size,

location or standard. 3mployee turnover is a continuous pain for that matter for HR that compels HR

department to %eep their database abreast based on the inputs from development and deployment departments.

A reuirement raised last time is of no value as compared to the current value in any department or

organization.

Hr department is reuired to be well euipped with the data regarding current level of all employees e(isting in

the organization, their profile, roles and responsibilities, e(perience, growth pattern etc. 0ot only that, they need

to be proactive in terms of estimating appropriately about the employee behaviour on the basis of which they

can very well !udge about the commitment level of any employee towards his/ her !ob and/ or organization. The

 profile of an employee who has never spent more than two years in any organization in past will call for an

alarm when his/ her tenure is reaching to that level in your organization.

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HR needs to have a good networ% in terms of social networ%ing site, media, some active relevant group

networ%s, online and offline !ob portals etc. 6or that sa%e an internal survey about e(isting employeeBs

acuaintances becomes handy if maintained to initiate an internal referral recruitment process in case of a

vacancy. "ome organizations do not mind rewarding a nominal amount to referee.

4any organizations go for ne(t level of maturity when they start rotating their employees internally on a

regular basis. That acts as a two level benefit for organization in return. One : no situation becomes too critical

in case of any %ey personBs e(it as there is always a bac%up for that profile and second : it increases the

confidence level of employees by gaining e(posure, e(perience and learning in areas where they need

improvement

CHA8@I8@ R)<E )6 RECRUITME8T I8TERME&IARIES"

Recruitment consultancies, agencies or intermediaries are witnessing a boom in the demand of their services,

 both by the employers and the !ob see%ers. #ith an already saturated !ob mar%et, the recruitment intermediaries

have gained vital position acting as a lin% between the !ob see%ers and the employers.

1ut at the same time, one of the ma!or faced by this industry is the growing popularity of erecruitment. #ith

the changing demand, technologies and the penetration and increasing use of internet, the recruitment

consultancies or the intermediaries are facing tough competition. To retain and maintain their position in the

recruitment mar%et, the recruitment intermediaries or consultants &as they are commonly %nown' are witnessing

and incorporating various changes in terms of their role, functions and the services.

According to a survey amongst top employers, most of them agree with the growing influence of technology

and the $nternet on the recruitment processes. L+ percent of employers reported the use of application portal on

their companyBs official website. Apart from, the emerging popularity of the !ob portals is also growing.

1ut the fact that the intermediaries or the consultants are able to provide their e(pert services, economies of

scale, up to M+ percent saving in the recruitment cost, %nowledge of the mar%et, the candidates, understanding

of the reuirement and most importantly, the assess to the suitable and talented candidates and the structured

recruitment processes. The recruitment intermediaries save the organization from the tedious of weeding out

unsuitable resumes, coordinating interview,posting vacancies etc. give them an edge over the other sources of

recruitment.

To retain their position as the service providers in the recruitment mar%et, the recruitment intermediaries are

 providing value added services to the organizations. They are incorporating the use of internet and !ob portals

ma%ing their services more efficient.

<espite of the growing use of the internet, the recruitment intermediaries are predicted to continue dominating

the recruitment mar%et in the anticipated future

Ho- !o recruiters et pai!, an! ho- much$

<o they get paid in milestones &li%e when the candidate have phone interview, then for in person interview, then

offer' Or do they get paid only if the candidate accepts the offer Also, how much do they typically get, as a

N of the candidate)s salary

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Matthe- <ancey, #or%ed in recruitment in ;ondon and "ydney for nearly + years

$n my time as a recruiter in ;ondon and "ydney &2 years all up, up until late *+*', the way it generally

wor%ed is outlined below.

&$n typing it, $)ve found myself using the word 5usually5 or 5probably5 a lot very little about the process is set

in stone, and while most recruitment processes don)t vary from the norm that much, they)re all li%ely to be

different in some ways.'

Recruiters generate revenue for the company they wor% for by successfully finding candidates for their clients)

vacancies. This is not the same as the recruiter)s commission or salar#, and while there)s a rough relationship

 between the three &more revenue X higher commission X higher salary' there)s very rarely onetoone

relationship between what a recruiter charges and what she earns.

$f the recruiter is wor%ing on permanent !obs, she will probably agree with the client a oneoff recruitment fee,

which is usually a percentage of the successful candidate)s starting salary. The actual percentage varies widely,

and could anything from -N for !unior or volume places &eg. 2+ people for a contact centre' to 2+N or even

more for very senior or specialist positions. $t)s a commercial agreement between recruiter and client.

The fee is usually invoiced on the day that the candidate starts wor%, and the revenue is usually attributed to the

recruiter in the month or uarter that the candidate starts. &This is important for commission purposes, which $)ll

get to in a minute'.

One common e(ception is where the recruiter is wor%ing on a retaine&  basis instead of charging one single

oneoff payment on filling the !ob, the recruiter will have negotiated with the client to structure the invoicing

along these linesE

• /2 on acceptance of the assignment

• /2 on submission of a shortlist of candidates &or confirmation of first round of interviews'

• /2 on the day the successful applicant starts.

&This is /2 of some percentage of what the successful candidate)s starting salary is li%ely to be eg. starting

salary -+,+++, fee of *-N X 2L,-++ total fee X *,-++ per installment'.

This is usually negotiated for 5e(ecutive5 level recruitment &ie. very senior candidates', or for very hardtofill

 !obs where not many candidates are li%ely to be available.

There are unli%ely to be milestones as granular as the ones you)ve specified in the uestion details, but $ guess

anything)s possible.

Things wor% slightly differently if the !obs being filled are contracting positions &ie. contractor paid hourly or

daily' but $ won)t go into that here because it gets a bit complicated. Happy to provide details in the comments

if needed.

"o, commission. <epending on the how the recruitment firm operates, each recruiter)s revenue per billing

 period &eg. month or uarter' is then calculated at the end of that period, and the recruiter)s commission iscalculated from that figure, using a formula that is probably different for every single recruitment firm in the

world.

 Dery roughly it)s a percentage, although it)s hardly ever a fi(ed percentage of revenue there will be sliding

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scales that ramp up the higher the revenue is, and/or thresholds at the lower end below which no commission is

 paid, and/or components based on team or company performance, and probably loads of other and/ors as well

all to incentivise the recruiter to ma(imise revenue during that period, obviously.

The incentive is then paid in addition to the recruiter)s fi(ed base, and that forms the recruiter)s total preta(

salary.

Thin%ing about my last * months in recruitment, $ thin% my commission would have averaged out at about =N

of the revenue $ generated, which when added to my base, meant that $)d have earned, before ta(, a total of

maybe *-2+N of the revenue $ generated.

That)s probably a bit lower than the industry e(pectation, in "ydney at least $ used to hear the rule of thumb

 being mentioned that 5recruiters should earn /2 of their revenue5 but $ was happy with my income, and with

the company $ was wor%ing for, for the whole seven years $ wor%ed there.

To address a few misconceptions, recruiters are li%ely monitore! andtarete! on the following 5performance

indicators5, but $ very much doubt that anyone would be pai! commission based on themE

•  0umber of !ob ads placed

•  0umber of resumes sent to clients

•  0umber of applicants interviewed by the recruiter him/herself 

•  0umber of applicants interviewed by the client

•  0umber of !obs filled &as opposed to revenue generated by filling !obs'.

&Having said that, they might not  get paid commission if they &on't  meet targets for some or all of these.

<epends how their firm structures things.'

These are important things for a recruiter and her manager to monitor, to ensure that the pipeline of activities

that ultimately should result in supplying a successful candidate and being able to charge the client a fee is full

enough to maintain a consistent revenue stream.

Happy to provide any more details in the comments. $ no longer wor% in recruitment, but $ have no a(e to grind

with the industry $ en!oyed my time wor%ing as a recruiter, and $ did well.

4oreover, $ actually thin% it)s very important that these details are understood properly by candidates/applicants

and clients/employers ali%e. $ thin% there)s no need for it to be shady or obscure, and $ genuinely believe that if

everyone understood what the process is and why recruiters appear to emphasise some elements of it over

others, the whole threeway relationship between employer, recruiter and !ob see%er would be a lot easier and

simpler for everyone.

Recruitment an! Se%ection ' The Conte=t

Eua%ity an! &iversity

PThe ?"# >roup of a diverse body of people with different perspectives, values and attitudes and as such we

see% to promote an inclusive environment where such differences are shared and valued, and where any unfair

treatment or discrimination is challenged and eliminated. $n addition to encouraging inclusivity in all our

activities, we will also promote the principles of diversity by ma%ing sure that the different perspectives of

individuals or groups are respected and celebratedQ &"trategic 3uality 8lan *+*'

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6or further information see the ?niversity 3uality and <iversity 8ages

#e value the differences between people and understand the benefits of employing a diverse range of talented

 people. #e recognise the need to ensure that discrimination and stereotyping play no part in our recruitment and

selection processes.

1y ta%ing a positive approach to diversity throughout the recruitment and selection process we can select the

 best person for the !ob based on merit and not factors that are not relevant to their ability to underta%e the !ob.

As a ?niversity staff member with a role to play in the Recruitment and "election 8rocess it is important that

you understand who is protected by law, what constitutes direct and indirect discrimination and why a positive

approach to diversity attracts a wider range of suitable applicants.

The 3uality Act *++ protects people in employment from discrimination, victimisation and harassment or any

other detriment on account of any of the following characteristicsE

*rotecte! Characteristics

• Age

• <isability

• >ender reassignment

• 4arriage and civil partnership

• 8regnancy and maternity

• Race

• Religion and belief 

• "e(

• "e(ual orientation

?nlawful discrimination can ta%e a number of different forms. The 3uality and Human Rights Commission

&3HRC' provides useful guidance on such issues 3HRC Recruitment >uidance for 3mployers

8?" The +o%%o-in in+ormation is +or ui!ance on%y an! !oes not constitute %ea% a!vice

&irect &iscrimination : less favourable treatment of a person compared with another person because of a

 protected characteristic, their association with a person who has a protected characteristic or because they

are perceive! to have a protected characteristic.

<irect discrimination cannot be !ustified, whatever the employerBs motive.

3(amplesE

• not considering someone because they are believed to be homose(ual &regardless of whether they are or

not'

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• not considering a disabled person that meets the selection criteria and without loo%ing at whether

reasonable ad!ustments can be made

• not considering a person because they care for a disabled child

• not considering someone because they loo% too young for the position

In!irect &iscrimination : where a practice, provision, reuirement, rule or wor%ing condition puts people with

a particular protected characteristic at a disadvantage compared with others who do not share that characteristic,and applying the practice, provision or criterion cannot be ob!ectively !ustified.

3(amplesE

• specifying applicants should be clean shaven may disadvantage some religious groups.

• using a specific ualification in the selection criteria that e(cludes those who have gained the euivalent

e(perience, %nowledge and s%ills via another method.

• using height, weight or strength reuirements &that are not related to the ability to perform the role' are

li%ely to discriminate against women.

• As%ing for a specific number of years e(perience that may rule out younger candidates with the s%ills

reuired for the !ob, but have not had the opportunity to demonstrate them over an e(tended period.

*ositive Action : refers to the steps that an employer can ta%e to encourage people from groups with different

needs or with a past trac% record of disadvantage or low participation to apply for !obs.

The 3HRC gives e(amples of what you might do &depending on the protected characteristic you are targeting',

which would count as positive action, includeE

• 3ncouraging applications from underrepresented groups, such as through targeted advertising.

• Offering preapplication training to particular groups where this meets a need. 6or e(ample, updating

 peopleBs s%ills ahead of the recruitment process.

6urther 3HRC advice

<a-+u% &iscrimination

There are certain circumstances where discrimination may be lawful, for instance where there is a genuine

occupational reuirement &>OR' for the !ob or conte(t that it is carried out.

3.g. A womenBs refuge may want to say that it should be able to employ only women as counsellors. $ts client

 base is only women who are e(periencing domestic violence committed by men. This would probably be a

genuine occupational reuirement.

8?" Any reuest to use @)Rs must !iscusse! -ith your HR *artner

&isabi%ity an! Hea%th in+ormation !urin the recruitment process

"ection + of the 3uality Act *++ aims to prevent disability or health information being used during the

recruitment process to sift out !ob applicants without first giving the applicants the opportunity to demonstrate

they have the s%ills to do the !ob.

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The 3HRC provides guidance for employers on what can and canBt be as%ed, and at what stage in the

recruitment process as well as what information can and canBt be used during the recruitment process.

3HRC >uidance

)ther re%evant %eis%ation

Asy%um an! 8ationa%ity Act 0BB4

There is a new points based system &81"' for economic migration in to the ?@. 3mployers now have a legal

responsibility to prevent illegal migrant wor%ing in the ?@ and face civil penalties in the event of employing an

illegal migrant wor%er. 1asic document chec%s are carried out by HR for every person we employ to chec% we

only employ those legally entitled to wor% in the ?@. As an employer we also have a responsibility to trac% and

monitor the immigration status of migrant wor%ers and reporting any unauthorised absence, this tas% is also

underta%en by HR.

Rehabi%itation o+ )++en!ers Act .952

Spent Convictions

?nder the Rehabilitation of Offenders Act applicants do not have to declare spent criminal convictions

&conviction has e(pired' when applying for !obs. $f you are made of or become aware of any convictions it

would be unlawful to use this information to discriminate against such applications on the basis of their e(pired

conviction.

"pent convictions can only be considered where a !ob reuires a <isclosure and 1arring "ervice &<1"'

8reviously CR1S chec%. These are reuired for !obs that involve wor%ing with children or vulnerable adults.

Unspent Convictions

Applicants are as%ed to disclose unspent convictions at the application stage. $f an applicant has declared an

unspent conviction contact your HR 8artner  for guidance

C)M*A8Y *R)6I<E

6)U8&ERS"Mr/ Aroon?a%akrishnan

ESTA?<ISHES&" 0B.B

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Cateory" HR Recruitment

#e are one of the growing full service Recruitment "olutions in $ndia.

#aays J "olutions is specialized in Human Resource service provider offering 4anpower recruitmentservices to ma!or Corporate J 40CBs in $ndia.

#e recruit across a wide range of industries and at all position levels.

Our primary activity is 8ermanent staff recruitment for either single, large volume or ongoing staffingreuirements.

#e recruit at all employment levels from !unior to senior and across a broad range of employee categories andsectors.

#e have a pan$ndia presence, with a wide spectrum of Recruitment "pecialists, each with a rich domaine(pertise across various industries li%e 1an%ing and 6inancial "ervices, $T and $T3", 64C>, 4anufacturing,3ngineering, etc. This gives us the capability to tap the crYmedelacrYme of the talent across $ndia.

At #aays J "olutions, we understand our patronsB need and help them in creating a roadmap towards becomingsuccessful. #e believe that only if they are well on their way towards achieving their goals, can we also treadthe same path.

#e are a panel of competent and resourceful professionals. #e maintain the highest standards of Honesty and $ntegrity. #e always believe in establishing long term relationship which transforms to business and are therefore

transparent in our dealings with our clients. At #aays J "olutions we believe in the 58artnership Approach5 with our clients and consider ourselves as an

e(tension of clients.

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#e always aspire to add value to our clients, maintain a very high level of confidentiality. #e invite you to e(perience our services built on the tenets of 8ace, Iuality and Reliability.

#aays J "olutions specialized Human Resource service provider offers 4anpower recruitment services to

ma!or Corporate J 40CBs in $ndia and abroad.

#e service our clients with a host of HR solutions, encompassing Recruitment and Corporate Training. #e are

reputed for delivering effective results consistently with focus, understanding and forever emphasis on uality.

#e offer our 6ranchisee with following facilitiesE?se of our 1rand 0ame #aays J "olutions for all corporate communications. 0ot mandatory to form a

company

?se of Company)s ;ogo, <esigning etc.

Complete Operational Training to the 6ranchisee "taff. 3(pert Training to staff so that faults due to

ine(perience can be avoided.

9obsee%er)s <atabase from Darious 9ob 8ortals for All $ndia. 0o need to spend ;acs on <ata portals. <edicated

Access to !ob portals at cost much lower than mar%et.

8roper e(pert guidance on each and daily activity to avoid any loss due to ine(perience of trade. Continuous

guidance on sourcing against typical reuirements &"ourcing methods, target companies, etc.'

All online promotion of franchisee from Head Office. 0o need to invest single penny on online promotions or

on "3O.

"ocial connectivity li%e !ob posting and sharing with 6aceboo%, ;in%ed$n, twitter etc. 0o need to maintain

various accounts on 6aceboo%, Twitter, ;in%ed$n.

1ac% office operations Centralized $nvoicing J Collections .0o need of maintenance of Account. Head Office

will maintain all record of payment. 0o need to invest on Tally or on invoice software.

$nfrastructure >uidance $nfrastructural euipment, Office layout plan, etc.

6ranchising AddonsE

A license to trade as an Orbit 8lacement Consultancy

1enefit from being part of our group, including ground representation

Receive a national advertising and mar%eting program that will continually reinforce our distinctive brand

image

"taff Training

#hat are 8reReuisites

>ood reputation and contacts in the area.

"uitable office space and computer with internet access

$nitial investment of Rs.,++,+++/ towards franchise fee and 2 years subscription with a renewal clause.

#illingness to underta%e aggressive local promotions

6amiliarization with placement industry or $T enabled services shall be considered as an added advantage

1usiness Acumen and drive to succeed

3ntrepreneurship "%ills, 1usiness "ense and a Creative 4ind ma%e the perfect combination to successfully run

a Career 8lacements 6ranchisee

Contact us now for more details to become franchisee and start earning lucrative returns

Our 4ission

To identify, evaluate and present highly ualified candidates as per the clients need, culture and reuirements.

"imultaneously also elevate the personal and professional goals of professionals we present.

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Our Dision

1eing the most preferred talent management service provider, which is globally recognised as being the most

$nnovative, "ophisticated, <edicated and Iuic% by providing clients and candidates with a level of e(cellence

which surpasses their e(pectations.

4ethod

#e ta%e efforts to understand the company, its vision, goals and culture.

Reuirements are understood in great detail in terms of ualification, years of e(perience, 3ssential s%ills,

 preferred s%ills, compensation and !ob profile.

"hortlist candidates with the relevant s%ills either through our vast database or networ%ing with the help of

our trained recruiting staff.

"pea% to the candidate about the company and !ob profile.

6acilitate meetings with the selected candidates.

Coordination from candidate counselling, offer letters, negotiations, till the candidate !oins the Company.

?ui%! your o-n Success+u% business DDD #e%come to the #aays So%utions 6ami%y DDD

#aays So%utions specialized Human Resource service provider offers 4anpower recruitment services to

ma!or Corporate J 40CBs in $ndia and abroad.

#e service our clients with a host of HR solutions, encompassing Recruitment and Corporate Training. #e are

reputed for delivering effective results consistently with focus, understanding and forever emphasis on uality.

'e oer our *ranchisee %ith "ollo%ing "acilities2

?se of our 1rand 0ame #aays So%utions for all corporate communications. 0ot mandatory to form

a company

?se of Company)s ;ogo, <esigning etc.

Complete Operational Training to the 6ranchisee "taff. 3(pert Training to staff so that faults due to

ine(perience can be avoided.

9obsee%er)s <atabase from Darious 9ob 8ortals for All $ndia. 0o need to spend ;acs on <ata portals.

<edicated Access to !ob portals at cost much lower than mar%et.

8roper e(pert guidance on each and daily activity to avoid any loss due to ine(perience of trade.

Continuous guidance on sourcing against typical reuirements &"ourcing methods, target companies, etc.'

All online promotion of franchisee from Head Office. 0o need to invest single penny on online

 promotions or on "3O.

"ocial connectivity li%e !ob posting and sharing with 6aceboo%, ;in%ed$n, twitter etc. 0o need to

maintain various accounts on 6aceboo%, Twitter, ;in%ed$n.

1ac% office operations Centralized $nvoicing J Collections .0o need of maintenance of Account.

Head Office will maintain all record of payment. 0o need to invest on Tally or on invoice software.

$nfrastructure >uidance $nfrastructural euipment, Office layout plan, etc.

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*ranchising Add-ons2

A license to trade as an Orbit 8lacement Consultancy

1enefit from being part of our group, including ground representation

Receive a national advertising and mar%eting program that will continually reinforce our distinctive

 brand image

"taff Training

#aays So%utions Team"

Our Commitments E

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'AA3 A4( !UT#!4INVESTMENT DETAILS

<ate Commenced Operations*++

<ate Commenced 6ranchising / <istribution*+M

'AA3 A4( !UT#!4PROPERTY DETAILS

#hat type of property is reuired for this franchise opportunityA decent office space easily commutable forstaff with basic amenities.

6loor area reuirement*++ s.ft and above . & " 4eter X +.L " 6t.'

8referred location of unit franchised outletE0ear to railway stations or bus depots

'AA3 A4( !UT#!4TRAINING DETAILS

<o you currently have detailed operating manuals for franchiseesGes

#here is franchisee training providedHead Office/6ranchisee Office

$s field assistance available for franchiseeGes

#ill someone from Head Office provides assistance to franchisee in opening the franchiseGes

#hat $T systems do you presently have that will be included in the franchise0o

'AA3 A4( !UT#!4OTHER DETAILS

<o you have a standard franchise agreementGes

How long is the franchise term for2 years

$s the term renewableGes

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9ob profileE

$n waays and solutions i was wor%ing as hr e(ecutive. my role was to do calling to candidatesfor the post of development manager &dm' and use to as% them about their

Iualification

Age

Other acativities

9ob e(periences

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#hat is 6ranchising

6ranchising is the legal right to carry out a business in accordance with a particular operational method and

under a specific brand. This includes the right to use trademar%s, logos, a business system, operating

 procedures, $T and mar%eting techniues.

$t can be seen as you wor%ing for yourself and running your own business however, you go to mar%et with the

 benefits of a household name and a dedicated team supporting you with advice and guidance on how to operate

effectively.

#hat does a Recruitment Agency 6ranchise do

A Recruitment agency franchise will gather CDs from a wide variety of people loo%ing for wor% and match

their s%ills and e(perience to any vacancies that arise. 6or employers this means the right wor%ers will literallyturn up on their doorstep, and for !ob see%ers, having an agency sift through vacancies to find the ones of

interest is an attractive choice.

#ith millions of people out there loo%ing for wor% and companies eager to pay agencies to find the right

candidates, success is almost guaranteed.

$ntroduction to the pro!ectE

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HR TE<E*H)8IC I8TERVIE# UESTI)8S"

Tell me about yourself

Tell me about your !ob profile

How much current CTC, youBre getting in current organization

How much are your e(pectations form new organization

How the notice period you reuired if you are selected

#hy did you want to resign from your previous !ob

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S-ot ana%ysis

SWOT Analysis is a useful technique for understanding your Strengths and Weaknesses, and for

identifying both the Opportunities open to you and the Threats you face.#aays and solutions uses

"#OT analysis to help it reach its ob!ectives. This is a strategic planning tool. $t helps the business to focus on

%ey issues. "#OT is the first stage of planning and loo%s at the "trengths, #ea%nesses, Opportunities and

Threats involved in a pro!ect or business venture. "trengths and wea%nesses are internal aspects. This meansthat they are within the control of the business. They may refer to aspects of mar%eting, finance, manufacturing

or organisation. Opportunities and threats are e(ternal factors. This means that they are outside the control of

the business. These may include the environment, the economic situation, social changes or technological

advances, such as the internet. A business can create opportunities and counter threats by ma%ing the most of its

strengths and addressing its wea%nesses.

Strenths

Financial Planning Consultant with the largest Life Insurance Company in UAE (Dubai). Its amongst the top 50

companies in Fortune 500 List, which has been awarded consistently the Word most Admired Life Insurance

Company. The selected candidates would be provided with Work Visa for 2 years and all travel cost is paid. The

FPC would be on contract with the company and earn Tax Free 60000 Dirham or Rs 8 Lac per year + plus

commission upto 40%-65% of Sale value. The Sales is to be done only to NRI and Expat High Net Worth

Customers working in Dubai . Life Insurance is highly controlled and a good option for investments in UAE. The

annual target would be 18 Policies - this is an OPPORTUNITY to EARN 50 Lac Tax free in 2 Years. If you just

achieve your target of 18 policies in one year with desired avg. case size in Dubai.

. #aays and solutions strengths includeE F a strong brand which attracts %ey consumer groups. $t promises the

same uality and range worldwide F

Waays & Solutions - specialized Human Resource service provider offers Manpower recruitment services to major

Corporate & MNC’s in India and abroad.

We service our clients with a host of HR solutions, encompassing Recruitment and Corporate Training. We are

reputed for delivering effective results consistently with focus, understanding and forever emphasis on quality.

We offer our Franchisee with following facilities:

Use of our Brand Name Waays & Solutions for all corporate communications. Not mandatory to form a company

Use of Company's Logo, Designing etc.

Complete Operational Training to the Franchisee Staff. Expert Training to staff so that faults due to inexperience can

be avoided.

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Jobseeker's Database from Various Job Portals for All India. No need to spend Lacs on Data portals. Dedicated

Access to job portals - at cost much lower than market.

Proper expert guidance on each and daily activity to avoid any loss due to inexperience of trade. Continuous

guidance on sourcing against typical requirements (Sourcing methods, target companies, etc.)

All online promotion of franchisee from Head Office. No need to invest single penny on online promotions or on

Back office operations - Centralized Invoicing & Collections .No need of maintenance of Account. Head Office will

maintain all record of payment. No need to invest on Tally or on invoice software.

Infrastructure Guidance- Infrastructural equipment, Office layout plan, etc.

Franchising Add-ons:

A license to trade as an Orbit Placement Consultancy

Benefit from being part of our group, including ground representation

Receive a national advertising and marketing program that will continually reinforce our distinctive brand imag

#EAF8ESS

• Dolatile finance

• Campus Recruitment

• Online 4ar%et has the ability to greatly e(pand their business

• 3merging mar%ets are fast growing regions of the world that enable Recruitment agency to

uic%ly e(pand its horizon

• $nternational mar%ets offer Recruitment agency new opportunities to e(pand the

 business and increase its horizon

•  0ew "ervices

• "ocial 4edia coverage

)pportuinity

We are Hiring for Dubai - FPC with a leading Fortune 100 multinational insurance company with a strong presence

inmorethan60countries.

Financial Planning Consultant with the largest Life Insurance Company in UAE (Dubai). Its amongst the top 50

companies in Fortune 500 List, which has been awarded consistently the Word most Admired Life InsuranceCompany. The selected candidates would be provided with Work Visa for 2 years and all travel cost is paid. The

FPC would be on contract with the company and earn Tax Free 60000 Dirham or Rs 8 Lac per year + plus

commission upto 40%-65% of Sale value. The Sales is to be done only to NRI and Expat High Net Worth

Customers working in Dubai . Life Insurance is highly controlled and a good option for investments in UAE. The

annual target would be 18 Policies - this is an OPPORTUNITY to EARN 50 Lac Tax free in 2 Years. If you just

achieve your target of 18 policies in one year with desired avg. case size in Dubai.

THREATS

• Competitors with similar products

• Dolatile costs

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• $ntense Competition &Recruitment agency'

C)8C<USI)8S

$ conclude that with the help of analysis $ found that the company is following an effective Recruitment process to ma(imum e(tent.

As per my study, out of the various methods of sourcing candidates, the best one is : getting references viareference, social networ%ing sites and direct calling. $n the process, $ came across various e(periences wherethe role of anHR and the relevant traits he finds in the candidates were displayed. The structure of the financialsector &as well as that of #aays and "olutions' was %nown along with the analysis that recruitment is an

ongoing process in this industry and therefore new innovative methods have to be thought of and applied tomeet the demand. Company should focus on long term consistent performance rather than short term. Theemphasis towards training and enhancing s%ills of recruiters needs to be more and also consistent. 3ven thoughan 1usiness <elivery 4anager has many challenges to face in order to ensure emerge as a strategic partner inthe business, it is Recruitment, that is the %ey determining factor in how well andbusiness delivery teamcontributes towards the achievement of the overall ob!ective of the organization and therefore is a dauntingtas% for any HR/ 1usiness <elivery 3(ecutive.

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?I?<I)@RA*HY

?ooks revie-