HUMAN RESOURCE MANAGEMENT WHAT IS CAMPUS RECRUITMENT?

Campus Recruitment or Campus Placement has become a popular and commonly used method for selecting personnel in an organisation. In Campus Recruitment, Companies / Corporate visit some of the most important Technical and Professional Institutes in an attempt to hire young intelligent and smart students at source. The most significant fact about Campus Recruitment is that instead of the job seekers approaching employers, the employers come to the most suitable prospective candidate with a job offer. It is common practice for Institutes today to hire a Placement Officer who coordinates with small, medium and large sized Companies and helps in streamlining the entire Campus Recruitment procedure. WHY IS CAMPUS RECRUITMENT NEEDED? The task of filling up vacant positions in an organization is extremely important and must be done right in order to get the best people to work for you and take the Company forward with their skills and dedication. Companies have been using a variety of methods to employ and select personnel to work for them and Campus Recruitment is one of the newest methods used by most Companies today. Today, many top corporate houses are giving a lot of importance to Campus recruitment. Corporates want to hire and retain the best possible talent in order to gain competitive edge over their rivals. During recruitment process, a company employs various selection tools to ensure that it hires right person for the right job. This quest to attain the right fit between a person and a job has magnified the importance of Campus Recruitment.

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HUMAN RESOURCE MANAGEMENT RECRUITMENT PROCESS: Campus Recruitment Process

PRE RECRUITMENT PROCESS: There is a great degree of preparedness required to get an effective campus recruitment program grounded, the better the preparation and 1. Get the business heads to share the number of people required from the campuses as a part of the Management/Graduate training program and identify locations, teams and other details so that the specifications are detailed out 2. Identify the roles that befits the management /graduate trainees in terms of skills and competencies keeping in mind that most of them will be towards the beginning of the learning curve of their professional journey 3. Identify internal champions within the organization who will manage this pool of young recruits and familiarize them with the organization. These champions will also act as endorsers for the Campus recruitment program internally and ensure the program is managed well and is a success

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HUMAN RESOURCE MANAGEMENT 4. Have a designated person/people to interface with the colleges/campuses well in advance to build relationships with key people e.g. placement coordinators, professors, key influencers. Also design a Campus engagement program with the targeted campuses/colleges for higher recall and turnout ratio 5. It is imperative to define the proposition of the organization that works best in the colleges/campuses. What is the unique proposition that the organization is offering? Is the role, compensation, career growth opportunities, learning opportunities, off shore assignments, bouquet of attractive propositions? The sharper the proposition is defined, the better it will be to attract and recruit the desired candidates RECRUITMENT PROCESS: 1. The recruitment process begins the campus calendar. There could be multiple colleges/campuses whose dates could be on the same day hence it is imperative to have a pool of interviewers in advance tagged to different places, travel scheduled firmed up and logistics in place. Remember, most of the interviewers take this assignment as a call beyond their regular duty hence a smooth experience for them is the HR managers responsibility. 2. It is always preferable to have the information about the other companies visiting the campus that very day so that one has the sense of the competition and that helps to gauge the candidates interest levels and preferences. It also helps to modify the recruitment pitch that day to attract the desired profile of candidates 3. If the Pre placement talks are scheduled on the same day, it is imperative that an alumni from the institute accompanies the pool of interviewers for experience sharing as an ambassador of the organization 4. The interview process itself makes a lasting impression and is often a factor of consideration amongst the students. The team needs to use wisely use the discretion while choosing the interview pattern, stages, rounds etc. If a group discussion is conducted, the forms, methods, topics etc used are very important factors. Also, it is important to have firm process of short listing/rejecting candidates. 5. Always ensure the closure of the candidates selection right at the campus. The offers should be rolled out to the selected candidates on the spot. If pre printed appointment letters are handed over to the candidates, it is worth exercising. Getting candidates to accept the offer/appointment letter restricts them to appear for other interview and in more than one ways ensure they have made their final choice and is likely to come on board SHAH AND ANCHOR KUTCHHI ENGINEERING COLLEGE-DoMS Page 3

HUMAN RESOURCE MANAGEMENT POST RECRUITMENT PROCESS: 1. Offer drop outs are a big challenge faced by many organisations as there is a time lag between the offers made at the campus and their possible joining date. Continuous efforts need to be made to ensure the offered candidates are not dropping out. 2. It is worth the effort to keep candidates engaged with the organization during the post offer period by regularly updating them with Company news, newsletters proactively, a SPOC should be identified who can keep interacting with the candidates and keep them interested in their choice of the employer 3. Closer to the date of joining, proactive communication kit about the logistics and other details should be sent to the candidates. It is a wonderful way to reach out to them with desired information and not wait for the queries to flow in the mail box. It creates a winning impression about the organisations readiness to welcome the new joinees 4. Adequate preparation needs to be undertaken to give the campus/college recruits a delightful first day experience in the organization in the form of a robust On boarding experience.

Below are the lists of some companies campus recruitment process Infosys 1) Aptitude Test 2) HR Interview IBM 1) Written Test (Aptitude) 2) Group Discussion 3) Personal Interview TCS 1)Written Test 2)Technical Interview 3)MR (Managerial) 4)HR Interview

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HUMAN RESOURCE MANAGEMENT BENEFITS OF CAMPUS RECRUITMENT Campus Recruitment proves to be beneficial for both parties concerned. Companies get the opportunity to choose from and select the best talent in a short span of time. Companies end up saving a lot of time and efforts that go in advertising vacancies, screening and eventually selecting applicants for employment. College students who are just passing out get the opportunity to present themselves to some of the best Companies within their industry of interest. Landing a job offer while still in college and joining just after graduating is definitely what all students dream of!

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HUMAN RESOURCE MANAGEMENT REFERRALS: Referral recruitment is the cost-effective sourcing and recruitment tool that converts trusted social networks into motivated search parties to find the best candidates for jobs and great jobs for candidates. The tool enables recruiters to tap into and leverage their personal, professional, and if desired as well public contacts, to find quality job candidates and build a talent pipeline by posting jobs and offering cash referral rewards for their participation in the candidate search. When a candidate is hired, the successful referrers earn all of or share the referral reward. In a few easy steps: recruiters subscribe at a small subscription fee and posts their jobs on the site either privately (internally/by invitation only) or as well publicly (externally/visible to anyone) together with a referral reward that they will pay for someone to find the right candidate for them.

Apart from the recruiter, anyone else can register as referrer and/or candidate for free on the site and can refer (recommend) any friends or contacts who they think would be right for a job advertised and/or express interest in a job themselves. If that candidate goes on to be hired by the recruiter, the person(s) who placed the hired candidate is/(are) entitled to receive/(share) a referral reward once the hired candidate has completed 60 days employment. Referral recruitment will also receive a small referral success fee if a candidate has been hired through Referral recruitment.

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HUMAN RESOURCE MANAGEMENT REFERRALS IN RECRUITMENT

When recruitment is outsourced a single, entry level hire costs a minimum of Rs. 20,000, while this can go over Rs. 50,000 in those with 1-3 years experience and even a couple lakhs of rupees in case of senior-level recruits. When the same hiring is routed through employee referrals, the cost comes down by 80%. Thats where referrals getting employees to recommend their friends make great financial sense to enterprises. With the cost of hiring starting to burn deep holes in their pockets, Indian tech corporates are betting high on the Bring your Buddy policy. Indian companies started looking at employee referrals from the end 2001. However, no one was really active till recently. On an average employee referrals account for over 40% of Indias IT hiring and it is likely to cross 60% in the next couple of years. Many companies have already put a 40% bar on outsourced hiring, and are busy dishing out attractive bonuses and cash incentives for employees to encourage referrals. Bringing buddies to work fetch employees between Rs. 10,000 to Rs. 50,000 depending on the position, profile and package, of the recruit. SAP Labs India hired 60% of its 3,000 fresh recruits through referrals as against 30% the previous year. Cisco hires 55% to 60% of employees through referrals in India. Employees are the best means to attract new talent because they understand the culture and psyche of the organization. HR-global head of TCS says the number of those hired through the employee referral channel has increased in the last two years by almost 175% in the company and expect this to increase further by 50% this year despite a higher recruitment base. Employee referrals account for around 40% of lateral hiring in Infosys. Its quality and costeffective way of hiring said the VP & Head of HR Infosys Technologies. Referrals reduce costs by over 60% and brought in around 2,000 of Patnis recruits, of the total recruitment of 4,400. Wipro Technologies, said employee referrals are also an effective tool to stem the tide of attrition. When friends work together, they are seen to be less likely to leave a company soon. Referrals help culture adaptation and tech familiarity. Intel Corp. Uses a combination of monetary and non- monetary incentives In addition to a cash reward for referrals, the company also offers a raffle for those employees who've made referrals. Ex: a $1,000 travel voucher or home entertainment systems .50 percent of the companys new hires have come from referrals. SHAH AND ANCHOR KUTCHHI ENGINEERING COLLEGE-DoMS Page 7

HUMAN RESOURCE MANAGEMENT STRUCTURE OF EMPLOYEE-REFERRAL PROGRAMS An employee-referral program can be as simple as informally asking workers, "Do you know anyone who can fill this job?" Unfortunately, such a simplistic approach generally elicits the equally off-the-cuff response, I don't know off the top of my head." It is necessary to add some structure to an employee-referral program, communicate the benefits to employees, track the success of referred candidates, reward successful referrals and discourage low quality referrals.

Generally, successful employee-referral programs offer some kind of monetary bonus for referrals who are hired and retained for a certain period of time (often 90 days). The reward amount should be sufficient to motivate employees to make referrals but not so large that they offer referrals who are unqualified for the positions.

Some companies limit the number of bonus-qualifying referrals that each employee can make per year. The purpose of this strategy is to encourage employees to reserve their scarce referral opportunities for the highest-qualified candidates that they know. On the downside, such a policy can reduce the number of employee referrals per year.

A new employee's performance may not be measurable in only 90 days. In such cases, it may be prudent to offer a series of instalment payments for referral bonuses, based upon retention of the referred employee through several milestones.

Rather than pay cash bonuses, some companies offer their own goods or services to employees in exchange for referrals. This strategy is particularly suited to consumer-oriented businesses that sell items such as DVD players, car tires and other products that most workers commonly use.

Requests for employee referrals should be specific, including mandatory qualifications and qualifications that an above-average candidate should have. Most employment departments are awash with candidates, the majority of whom are under qualified. Employee referrals should add to the quality of the candidate pool.

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HUMAN RESOURCE MANAGEMENT

To measure the effectiveness of an employee-referral program, it is important to track such metrics as the cost of employee referrals versus other recruitment channels, performance and retention of employee referrals, employee attitudes toward referral programs, and the percentage of new employees who are hired via referrals.

BENEFITS OF EMPLOYEE-REFERRAL PROGRAMS One benefit of an employee-referral program is that it can provide the employer with a source of passive candidates those workers who are not actively seeking new jobs. This not only expands the employers pool of potential candidates but also tends to produce higher -quality candidates.

Candidates referred by employees also tend to be of higher quality because the referring employee usually screens his or her referrals closely. After all, his or her reputation is somewhat on the line with every person he refers for a position. Referring a string of unqualified candidates reflects poorly on the referring employees judgment, which may affect his or her own career prospects.

The usual monetary bonus paid to a referring employee for a successful referral can be a significant morale booster. It reinforces the tendency to refer high-quality candidates to ones own company, even when no positions are available. This helps to establish an ongoing recruitment process.

Employee-referral programs can replace more expensive recruitment channels such as newspaper advertising, employment agencies, job fairs and so on. Employee-referral programs are especially effective in the case of highly specialized positions that might be difficult to fill through conventional channels. People tend to associate with others in their professions, which gives them access to specialized or rare talent.

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HUMAN RESOURCE MANAGEMENT PITFALLS OF EMPLOYEE-REFERRAL PROGRAMS There are some aspects of employee-referral programs that can cause problems for a company. Some are subtle, while others, like lawsuits, can literally slap a business in the face.

Overreliance on an employee-referral program can lead to underrepresentation of certain protected groups in a companys job-applicant pool. This can add credence to charges of employment discrimination from rejected candidates.

Also, some competing businesses may retaliate against your company for stealing their happily employed workers via employee-referral programs.

Excessive reliance upon an employee-referral program can lead to an inbred organization that lacks breadth of ideas, and it can foster a "stick-together" attitude that masks underlying problems in organizational behaviour. Relying too heavily on an employee-referral program can also create cliques within an organization, leading to resentment and friction with other employees.

Some managers may have biases against employee-referral programs, feeling that referrals are favors done for shiftless in-laws rather than for the company.

Overly restrictive bonus qualifications or excessive qualifications for employee referrals can lead to disillusionment with an employee-referral program. Under such circumstances, an employee-referral program may actually become a source of employee discontent.

Overall, the benefits of employee-referral programs decisively outweigh the potential pitfalls. A well-designed and highly visible employee-referral program is a critical part of any companys recruitment strategy.

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