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A Beginners Guide to Recruitment

Mohan Kannegal
With Karthik Vijayaraghavan

A Beginners Guide To Recruitment

Copyright 2008 Mohan Kannegal & Karthik Vijayaraghavan

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About The Authors


Mohan Kannegal is Co-Founder, Director and Head of Delivery at MeritTrac, India's largest pre-recruitment assessment company. He manages Recruitment Process Outsourcing and Assessments at MeritTrac. He is responsible for processing and assessing 2 million job applicants each year for MeritTracs 400+ customers. Mohan is a Production Engineer from the National Institute of Technology, Surat and has an MBA from the S.P. Jain Institute of Management, Mumbai. Before MeritTrac, he has worked in the IT industry. His interests are technology in recruitment, creative writing and yoga. Mohan blogs at tractalent.com.

Karthik Vijayaraghavan has over 14 years of experience in the field of Talent Acquisition & Management, Recruitment Process Outsourcing and HR Outsourcing. He has spent the last five years planning, implementing & managing Recruitment Process Outsourcing projects for large MNC software companies. In his current role, he shoulders the responsibility to build strong recruitment models and design unique sourcing strategies and tools. A graduate in Computer Science, his interests are a unique ability to build and enhance a motivated team of professionals in his pursuit for excellence.

You can write to the authors at book@tractalent.com.

Copyright Mohan Kannegal & Karthik Vijayaraghavan 2008 Photographs Usha Krishnan The authors thank Richa Mehta for her assistance in editing this book. All Rights Reserved.

This book is self-published by the authors, has been released only in an electronic format and is available for downloads at www.tractalent.com and www.amazon.com. The authors have allowed readers to freely distribute the book provided no modifications are made to the book in the distribution and the authors are acknowledged in all distributions. Please write to book@tractalent.com for more information regarding distribution of this book.

A Beginners Guide To Recruitment

Copyright 2008 Mohan Kannegal & Karthik Vijayaraghavan

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CONTENTS
INTRODUCTION......................................................................................................................................................................................... 5 Objective ............................................................................................................................................................................................................................. 5 Scope.................................................................................................................................................................................................................................... 5 CHAPTER 1: REQUISITIONING PEOPLE ............................................................................................................................................... 6 The Requisition Form ..................................................................................................................................................................................................... 6 Case: Verbal Communication of Requirements .................................................................................................................................................... 7 Form: Sample Requisition Form ............................................................................................................................................................................... 7 Guidelines on Using a Requisition Form................................................................................................................................................................. 8 CHAPTER 2: JOB OPENING COMMUNICATION ................................................................................................................................. 10 Job Opening Communication (JOC) ....................................................................................................................................................................... 10 Guidelines for Writing a JOC ..................................................................................................................................................................................... 11 CHAPTER 3: RECEIVING CVS ............................................................................................................................................................... 13 Receiving CVs by Email............................................................................................................................................................................................... 13 Checks for Receiving CVs by Email ........................................................................................................................................................................ 14 Message: Sample Auto Reply Email...................................................................................................................................................................... 15 Receiving CVs on an Online Form (URL)............................................................................................................................................................... 15 Message: Sample Confirmation Online Message & Email ............................................................................................................................... 17 Receiving CVs as Hard Copy ..................................................................................................................................................................................... 17 CHAPTER 4: CV SCREENING................................................................................................................................................................ 18 Identifying & Training CV Screeners....................................................................................................................................................................... 18 CV Screening Specification Form ............................................................................................................................................................................ 19 Form: Sample CV Screening Specification Form................................................................................................................................................ 19 Organizing CVs for Screening Email ................................................................................................................................................................... 21 Folder Structure: Sample Inbox Folder Structure................................................................................................................................................ 21 Table: Fields in the CV Information Form ............................................................................................................................................................. 22 Duplicate CV Checking ................................................................................................................................................................................................ 23 CV Screening................................................................................................................................................................................................................... 23 Updating Sources .......................................................................................................................................................................................................... 24 Metrics for CV Screening ............................................................................................................................................................................................ 24 CHAPTER 5: INTERVIEW SCHEDULING & COORDINATION ............................................................................................................ 25 Identifying & Training Interview Schedulers ........................................................................................................................................................ 25

A Beginners Guide To Recruitment

Copyright 2008 Mohan Kannegal & Karthik Vijayaraghavan

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Interview Scheduling .................................................................................................................................................................................................... 26 Flowchart: Interview Scheduling ............................................................................................................................................................................. 26 Metrics of Interview Scheduling................................................................................................................................................................................ 28 Interview Coordination................................................................................................................................................................................................. 28 CHAPTER 7: OFFER MAKING & ON-BOARDING................................................................................................................................ 30 Flowchart: Offer Making & On-boarding................................................................................................................................................................ 30 Good Practices in Offer Making & On-boarding.................................................................................................................................................. 31 CHAPTER 8: MANAGING RECRUITMENT ........................................................................................................................................... 32 Knowing Your Recruitment Funnel.......................................................................................................................................................................... 32 Table: Sample Recruitment Funnel........................................................................................................................................................................ 32 Hiring Plan ........................................................................................................................................................................................................................ 33 Table: Sample Hiring Plan........................................................................................................................................................................................ 33 Planning Recruitment Team Size ............................................................................................................................................................................. 33 Table: Sample Recruitment Team Size................................................................................................................................................................. 33 Tracking & Monitoring Activity.................................................................................................................................................................................. 34 Table: Sample Daily Tracker.................................................................................................................................................................................... 34 END NOTE: PRE-RECRUITMENT TESTS ............................................................................................................................................. 35 How to Buy Tests ........................................................................................................................................................................................................... 35 NEW IDEA: A COMMON APPLICATION FORM ................................................................................................................................... 37 NEW IDEA: A COMMON APPLICATION FORM ................................................................................................................................... 37 The Challenge of Individualized CVs ...................................................................................................................................................................... 37 The Software Developer Application Form ........................................................................................................................................................... 37 Table: Software Developer Application Form....................................................................................................................................................... 38 NEW IDEA: AC BUSES TO RETAIN EMPLOYEES .............................................................................................................................. 40 NEW IDEA: SMS IN RECRUITMENT...................................................................................................................................................... 41 How SMS Can Help........................................................................................................................................................................................................ 41 The Future......................................................................................................................................................................................................................... 42

A Beginners Guide To Recruitment

Copyright 2008 Mohan Kannegal & Karthik Vijayaraghavan

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Introduction
Objective
The success of companies hinges on the ability to recruit talent. Correspondingly, there is a need for the recruitment process to be run efficiently and productively. This book is intended to address this need by serving as a ready reference guide for Recruiters to enable them to hire better and for students interested in joining the recruitment function. The book explains the steps of the recruitment process that a Recruiter is involved in and suggests good practices for each step. In the chapters that follow, we have examined each step of the recruitment process in detail and have illustrated points with forms, tables and case studies where applicable. This book is intended for reading by Recruiters and students who want to pursue a career in recruitment.

Scope
This book focuses on the set of recruitment activities in which Recruiters are involved. The start point of the recruitment process for a Recruiter is requisitioning people and the finish point is rolling out offer letters to selected candidates. In line with this, the book has a chapter each on 1. 2. 3. 4. 5. 6. 7. Requisitioning People Job Opening Communication Receiving CVs CV Screening Interview Scheduling & Coordination Offer Making & On-boarding Managing Recruitment

The recruitment process in companies also includes other aspects of recruitment such as manpower planning on the basis of business forecasts, managing different sources of CVs, using a variety of interviewing techniques and so on. This book does not cover these additional aspects of recruitment since these aspects of recruitment are usually handled by recruitment managers. A chapter on using pre-recruitment tests is included since companies in India are increasingly using pre-recruitment tests and Recruiters are involved in the buying and day-today use of pre-recruitment tests. There are also a few new ideas on recruitment towards the end of book.

Notes
The examples used in the book to illustrate points are from the software industry. However, most of the points made in the book are equally applicable across industries. Bluewater Technologies is a fictitious software company that is used for illustrations and examples in this book. In the interest of simplicity the terms CV and CVs are used throughout this book to refer to CVs, resumes, bio-data and application forms as the case may be. The phrases CV Screening, Interview Scheduling, Interview Coordination, Offer Making, and On-boarding are capitalized since the book describes these specific recruitment activities. This is done in the interest of readability and do not reflect actual practice in industry. Where references to Word, Excel and Outlook are made in this book, they refer to software applications from the Microsoft Corporation. In the context of this book, these references can be interpreted as references to generic word processing, spreadsheet and email client software applications.

A Beginners Guide To Recruitment

Copyright 2008 Mohan Kannegal & Karthik Vijayaraghavan

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Chapter 1: Requisitioning People


For the purposes of this book, the first step in the recruitment process is the stage where business teams make a hiring request to the recruitment team. We term this step as requisitioning people. There are several activities that precede requisitioning people such as business growth projection by business teams, people requirement planning against business requirement and so on. These activities are not considered within the scope of this book. Requisitioning People is the step where business teams make a hiring request to the recruitment team. In several companies, business teams make the request through a form usually, called the Requisition Form. In some cases, such requests are also made by email or telephone.

The Requisition Form


It is a good practice to ensure that hiring requests are made through a well-designed Requisition Form. A Requisition Form serves the purpose of accurately describing and documenting an open position, which makes handover of information between business teams and recruitment teams unambiguous. The recruitment team then uses the Requisition Form as the starting point for the entire recruitment activity. At every stage of the recruitment process the Recruiter should refer to this document to ensure that people sourcing is in line with people requirement. For instance, during a first level telephonic screen of a candidate, the Recruiter would use the Requisition Form to describe the job to the candidate on the phone. The minimum information required on a Requisition Form is Job Description Candidate Description Number of open positions Date by which the open positions have to be filled The Requisition Form should be created by business teams and then discussed with the recruitment team. In cases where business teams dont have the time or the inclination to create a Requisition Form, the Recruiter can talk to the business team, fill out the Requisition Form and obtain an approval on the Requisition Form from the relevant business team before commencing work. It is in the organizations best interest to ensure all people requisitions have a filled out Requisition Form. This avoids rework and increases Recruiter productivity. In several cases, people requisitions are made and accepted verbally or by email. While this appears to be a faster way of making a requisition, it almost always ends up in rework since the exact requirements of the business team are not understood by the Recruiter. In our own experience we have noticed that most companies have Requisition Forms but do not always use them. This leads to rework and business teams saying, Recruiters dont understand what we need. This is illustrated in the case below.

A Beginners Guide To Recruitment

Copyright 2008 Mohan Kannegal & Karthik Vijayaraghavan

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Case: Verbal Communication of Requirements


One of the largest teams at Bluewater Technologies recently received approval for adding to their current team size. The team decided that they wanted to hire candidates with two years experience in Java Programming and they would prefer Engineers. The business team manager spoke to his teams Recruiter and conveyed his requirement. He also said he wanted the positions to be closed in two weeks time. Based on this discussion the Recruiter sourced CVs and interviews were scheduled. In all, fifteen interviews were scheduled in order to close these open positions. After the business team interviewed the fifteen candidates, they got back to the Recruiter with feedback that the profiles sourced were a complete mismatch to the kind of people they were looking for. They said they needed people who were experienced in Java Programming and had strong Database skills. The Recruiter responded saying You never said anything about strong Database skills. To which the business team manager said Didnt you know that all our projects use Databases and strong Database skills is a prerequisite. I thought that was obvious.

Clearly, in this case, an unambiguously written Requisition Form could have made the entire exercise more productive. We have provided a sample Requisition Form to illustrate how this document should be structured and what information it should contain. While companies may be using a software application for their recruitment process where people requisitions are made on an online form, it would still be a good idea to check if the software application has all the fields listed in the sample Requisition Form provided here.

Form: Sample Requisition Form


# DEPARTMENT Department Name Description JOB DESCRIPTION Name of the position Role & Responsibilities Position Reports to Position Salary Band Location CANDIDATE DESCRIPTION Necessary Skills (This can be more elaborate with options to tick from a list of technology skills) Desirable Skills Relevant Work Experience (Years/Months) Total Work Experience (Years/Months) Essential Qualification /Certification Desirable Qualification/Certification Target Companies names of companies from which it would be ideal to hire from No Hire Companies names of companies from which hiring is not allowed OPEN POSITIONS & TIMELINE Number of Open Positions Date of Requisition Date by which Offer has to be made Any other information Details

A Beginners Guide To Recruitment

Copyright 2008 Mohan Kannegal & Karthik Vijayaraghavan

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Guidelines on Using a Requisition Form


On receiving a Requisition Form, Recruiters should read it and ensure that the requirement of business teams is realistic. Below is a set of guidelines to Recruiters on things to do after receiving a filled out Requisition Form. It is important that the Recruiter reconfirm with business teams on different aspects of the Role & Responsibilities section of the Requisition Form. This is to ensure that the Recruiter accurately communicates the role to the candidate at different stages of the recruitment process. A gap in the understanding of the role between a Recruiter and business teams can cause slippages in position closure times and result in unsatisfied candidates. For instance, business teams might submit a requisition for a Team Lead position, which could have Team Management as a part of the role. A candidate may later discover during the course of interviews with business teams that Team Management is restricted to allocating work on a daily basis whereas all other team management functions are handled by the Project Manager. This could cause a candidate to drop out of the selection process at a later stage. The Recruiter should ensure that the name of the role translates into a name that is understood in the Job market. For instance, what one software company calls Usability Engineer may be known widely in the job market as UI Designer. Thus, if a Recruiter were to get a Requisition Form that lists the role name as Usability Engineer, it is important that the Recruiter translates this into UI Designer so that candidates understand the role. Also, in case the role name is not translatable, it may point to the fact that business teams have aggregated two roles available in the job market into a single role or vice versa. This needs correction even before any sourcing activity starts. The Recruiter should ensure that business teams have not included desirable skills under essential skills. This usually happens when a business team writes a Requisition Form from a what the job requires perspective alone rather than balancing it with what is available in the job market perspective. This can be clarified by having a round of discussion with business teams to ensure that they have been accurate in presenting what is essential for the job and that they have factored for the training that they impart to new hires. The Recruiter should check if the essential skills listed are actually available in the market. Sometimes, what is written in the Requisition Form may be unavailable in the job market. An example of this is 7 years experience in administering Microsoft Exchange with 5 years of strong C Programming skills a rare combination in the job market. Where the essential skills are difficult to find in the job market, Recruiters should ask business teams for alternate skill sets. For instance if SQL Server DBA is an essential skill, it makes sense to check if Oracle DBA is an alternative considering the fact that there are more Oracle DBAs than SQL Server DBAs. This also highlights the fact that Recruiters are required to be familiar with the availability of skills in the job market and the relative ease of sourcing people with specific skills.

A Beginners Guide To Recruitment

Copyright 2008 Mohan Kannegal & Karthik Vijayaraghavan

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The Recruiter should double-check the list of No Hire Companies provided in the Requisition Form against the recruitment team database of No Hire companies. Many times, a Recruiter may be working with an outdated list of No Hire Companies with whom No Hire agreements may have lapsed. It is also important to check the details of No Hire Companies. No Hire clauses could be for specific departments within a company and not with the company as a whole. Bear in mind that each addition to the No Hire Companies list adds substantially to the lead-time required to source and hire people. Also, sometimes the addition of just one company to the list can make it close to impossible to hire for a specific skill. As a result, checking and clarifying the list of No Hire Companies is important. Reading and accepting the Requisition Form with the above guidelines in mind will significantly improve the speed and accuracy of the recruitment process. The Requisition Form is also used to track metrics for the process. Like all processes, recruitment processes have a set of metrics such as average time to close a position from the date of requisition and average days of variance from date by which offer has to be made. These metrics cannot be tracked without the date of requisition and date by which offer has to be made being known. A documented Requisition Form ensures that these dates are established and accepted by Recruiters and business teams. A documented Requisition Form can substantially reduce rework by ensuring that everyone involved in the Recruitment process business teams to Recruiters to placement consultants to candidates has a very clear understanding of the role and the kind of people who can fit into the role. This can improve the efficiency of the hiring process dramatically. Also, the Requisition Form is referred to again and again throughout the recruitment process as we shall see in the following chapters. Hence, it is important to have an accurately documented Requisition Form. The next step in the recruitment process is the Job Opening Communication to the various CV Sources. This is discussed in the next chapter.

A Beginners Guide To Recruitment

Copyright 2008 Mohan Kannegal & Karthik Vijayaraghavan

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Chapter 2: Job Opening Communication


The second step in candidate processing is communicating job openings to different sources of CVs employees who are referring candidates, placement consultants etc. This chapter will discuss the best practices in communicating job openings to different sources of CVs. The process of identifying and managing the different sources of CVs and the relative merits of sourcing from each of the sources are not considered within the scope of this book. The different sources for CVs are Job Advertisements in Newspapers Job Advertisements on Job Sites Employees Referrals Placement Consultants Jobsite searches Careers Section in company websites Campus Recruitment
A Job Opening Communication form helps in communicating a job opening to all these different sources of CVs.

Job Opening Communication (JOC)


Communicating the job opening to all sources of CVs in an easily understandable format that is approved by business teams ensures effective communication and improves productivity. For convenience, we will call this format the Job Opening Communication (JOC). For the purpose of our discussion, a JOC includes a range of job opening communications a predefined format describing the job and job details to placement consultants, a job ad for a newspaper, an internal memo to employees regarding employee referral programs etc. While the process of communicating job openings is well organized in the case of Newspaper and Jobsite Advertisements, this step is not carried out very effectively for other CV sources. For instance, companies rarely send a document describing job openings to placement consultants. The communication to placement consultants is often done on the telephone or by on-the-fly drafted emails, which may not cover all aspects of the job opening. A subset of the information available on the Requisition Form should be used to create a JOC. There should be a different JOC for different CV sources. For instance, the JOC for a job ad does not contain salary information but a JOC for a placement consultant will have this information. Furthermore, the JOC should contain only those portions of the Requisition Form that are public domain information. For instance, in a job ad, Target Company information is not present though the Requisition Form will have this information.

A Beginners Guide To Recruitment

Copyright 2008 Mohan Kannegal & Karthik Vijayaraghavan

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Guidelines for Writing a JOC


A well-written JOC can significantly improve the turnaround time for sourcing CVs. A set of guidelines for writing JOCs is provided below. A JOC should Contain the nature of the work the company does. This reduces the receipt of CVs that are not relevant to the company as a whole. For instance, if a company works on embedded systems, most business application developer CVs are not relevant. Contain the job openings for which applications are being sought. This could include highlighting the job opening and having different sections within the JOC for each opening. Ensure that job opening descriptions are in keeping with job market definitions of the jobs. Mention essential skills and desirable skills separately. Mention essential educational qualifications and certifications if any. This information can be pulled out from the Requisition Form. Have job codes against each Job opening. There should also be a request made to the candidate/placement consultant/employee to mention the job code in the subject line of the email that is sent in response to the JOC. Mention the cities where openings are available and request the candidate/placement consultant/employee to mention the city in the subject line in case there are multi-city openings. In some cases, it may be a good idea to mention cities where openings are not available. For instance, in a JOC for positions only in Delhi from a company that is known across the country to be Bangalore based, it is a good idea to say This position is open only in Delhi. Mention the mode for applying. In case CVs are to be emailed, the email id to which the response has to be sent must be specifically mentioned. Having different email ids for each role, in case there are not too many roles, is a good idea. Things to check regarding email ids and URLs are: Ensure that the email id or the web page address (URL) where the candidate is expected to apply is short and easily memorized. For instance, Softwaretester@bluewater.com is a good email id. STSTrBW@bluewater.com is not a good email id. Ensure that the email or the web page address (URL) where the candidate is expected to apply is accurate. The worst Recruiter nightmare is to see your ad in the job supplement of the morning paper and discover that the email id printed on the ad is wrong. Mention the format in which CVs are accepted. For instance, if a company does not use Microsoft Office, this has to be mentioned in the JOC that CVs will be accepted only in certain formats.

A Beginners Guide To Recruitment

Copyright 2008 Mohan Kannegal & Karthik Vijayaraghavan

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An accurate and well-written JOC ensures clear handover of information from Recruiters to CV sources, reduces rework, and improves productivity within the recruitment process. If the guidelines provided in this chapter are followed, it will help in the creation of good JOCs. The next step in the recruitment process is Receiving CVs which is discussed in the following chapter.

A Beginners Guide To Recruitment

Copyright 2008 Mohan Kannegal & Karthik Vijayaraghavan

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Chapter 3: Receiving CVs


Receiving CVs involves creating email ids or online forms and checking these email ids and online forms for their ability to received thousands of candidate applications and ensuring that failover systems are built into the email ids and online forms. We are discussing this in a separate chapter to highlight its importance to the recruitment process. Often this is a step overlooked by the recruitment team since it involves IT infrastructure and Recruiters may assume that the IT infrastructure team will attend to this. The usual Recruiter nightmares happen at this stage. For instance, an email id that does not have sufficient server space to save all emails received on the day a job ad is released, or an online application form that may not be able to handle the load of several candidates filling out their application forms at the same time, can result in lost CVs and a lot of irate phone calls to Recruiters. Further, applicants would form a poor opinion about the company they are applying to if this happens. With this background, it is important that Recruiters are knowledgeable about managing the receipt of a large volume of CVs. Recruiters also need to ensure that the IT infrastructure teams have put adequate processes and systems in place to ensure there are no unexpected incidents. We will discuss the important checks in the area of IT infrastructure for email and online form modes of receiving CVs. We will also discuss some of the checks when receiving paper CVs in which happens in some hiring situations.

Receiving CVs by Email


CVs from most CV sources are usually received by email. There are some cases where companies also accept paper CVs, for instance while hiring on Campus. Receiving CVs by email invariably means that a very large number of emails are received every day. For instance, the responses to job ads in national newspapers usually run into several thousands of CVs. Given this, it is important to check the IT infrastructure that hosts the email id setup to receive CVs. The IT infrastructure team in your organization should be able to do the following checks to ensure that your email id is able to handle the volume of responses that will be received.

A Beginners Guide To Recruitment

Copyright 2008 Mohan Kannegal & Karthik Vijayaraghavan

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Checks for Receiving CVs by Email


We have listed a set of checks that Recruiters should ensure the IT infrastructure team conducts and confirms with the Recruiters. These checks ensure that the IT infrastructure is up and running and ready to manage the load of receiving a very large number of CVs. The set of checks that IT infrastructure teams have to do are Ensure that the email id is set up two days before the job ad is released. Send a 1000 test emails to this email id every two hours to check the email servers ability to handle large volume of incoming email. Send around 5000 emails over an entire day. A 1000 test emails can be sent at once by using the Mail Merge feature in Microsoft Word. Check if all the 5000 emails sent during the day are received correctly. Monitor the email system and report any error messages that may come up. Errors that come up may indicate that the IT infrastructure provided is not adequate for the volume of emails. Each error message should be investigated and the issue has to be fixed to ensure that the large volume email in flow can be handled. These tests should be conducted even if the email id has been used several times in the past. This is because IT infrastructure setups change periodically and it is a good practice to recheck. On completing these tests remember to delete the test emails. Ensure adequate storage space has been allocated for storing emails all along the email conduit. An email sent to an email id is usually received on a central corporate email server, which is then forwarded to a local email server which in turn may be downloaded to a local desktop computer. It is important to have 100 MB or more of storage space for the email box at all points in the email conduit to ensure that at no point does the sender receive an error that indicates that the receiving email box is full. On an average, an email with a CV is usually 100 200 KB in size. This means that a storage space of 100 MB is required for every 1000 emails at the final repository of these emails. Ensure that in case there are any problems faced with the email id, the time to setup a mirror email id and get it going should not be more than 5 10 minutes. This ensures that there is a failover option available in case the email id fails or stops working. It is important that all emails received and downloaded to one location are also backed up to ensure that hard disk failure or any other technological glitch does not mean that all the CVs received are lost. After the ad comes out, it is important that someone monitor the email box every 30 minutes to ensure that the email id is working correctly. If no emails are received over 30 minutes it usually indicates that something is wrong with the email id. Also, the person monitoring the email id can send emails from his/her own email id periodically to check if any error messages are received. It is a good idea to send an Auto Reply to candidates and placement consultants who send their email to a designated email id. This gives them instant feedback that their CV has been received. A sample email could read as given below

A Beginners Guide To Recruitment

Copyright 2008 Mohan Kannegal & Karthik Vijayaraghavan

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Message: Sample Auto Reply Email


Thank you for your interest in <Company Name>. We have received your CV and will get back to you on this in <number of days> days. We would like to take this opportunity to tell you more about us and the job role for which you have applied. <Job Role Description here> In case you have friends who would be interested in this opportunity, please ask them to email us at <email id> Best Regards Team HR In case you have activated the Auto Reply feature, please note that it is essential to carry out a load test on your email server to ensure that it is capable of handling the volumes of email responses. For instance, a job ad in one of the leading newspapers usually receives anything between 1000 and 5000 CVs on the day the ad comes out. Hence, you will need to ensure that this many emails can be sent out from the email id during the 8 to 12 hour time span. Bear in mind that most corporate email boxes have a restriction on the number of emails received and sent out on single day These checks can help in ensuring a fail safe IT infrastructure for receiving CVs on email.

Receiving CVs on an Online Form (URL)


Receiving CVs on a web form (URL) is the most convenient way of receiving CVs. It can speed up the CV Screening process dramatically, it can provide easy search facilities to Recruiters to pull up specific CVs and it can make the application process more interactive for the candidate. Despite its advantages it is still not the most popular mode of receiving CVs among companies. Email remains the most popular form of accepting CVs since it is the most convenient mode of applying for candidates. The number of CVs received in response to a job ad in a national newspaper usually runs into several thousands. Given this it is important to check the IT infrastructure, which hosts the online form provided to candidates to apply. The IT infrastructure team in your organization will be able to do the following checks to ensure that your online form is able to handle the volume of CVs that will be received. The online form IT infrastructure has to be setup and configured to ensure that the large volume of responses is handled correctly.

A Beginners Guide To Recruitment

Copyright 2008 Mohan Kannegal & Karthik Vijayaraghavan

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Checks for Receiving CVs on an Online Form (URL)


We have listed a set of checks that Recruiters can ask the IT infrastructure team to do to and confirm with Recruiters. These checks ensure that the IT infrastructure is ready to use. The set of checks that the IT infrastructure team has to do are: Ensure that the online form is setup and ready at least two days before the ad comes out. It is nearly impossible to get a thousand people within your company to apply simultaneously to see how the online form will respond when all of them apply. Hence, it is important that a load test on the online form be conducted to ensure that it can handle up to a 1000 concurrent users. There are tools available to do such tests and a report of the load test done can be submitted to the Recruitment team for their reference. These load test reports have to be studied and any findings should be implemented by the IT infrastructure team to ensure everything is in order. A load test should be conducted even if the online form has been used several times in the past. This is owing to the fact that IT setups change periodically and it is necessary to check and confirm. Ensure that adequate storage space has been allocated for storing the information collected by the online form. On an average, an online form filled out with CV information may take up about 10 KB. The data is usually stored in a database, which is on a server. This would mean that a storage space of 10 MB is required for every 1000 emails received. Ensure that in case the online form is not working for any reason, the time to get a mirror online form up and running should not be more than 5 10 minutes. This ensures that there is a failover option available in case the online form fails or stops working. It is important that the database containing the data of the candidate is downloaded onto an Excel sheet or backed up to another database periodically to ensure that hard disk failure or any other form of failure does not translate to any loss of candidate data already received. After the ad comes out, it is important that someone monitor the online form every 30 minutes to ensure that the online form is working correctly. If no candidate data is received over 30 minutes it indicates that something is wrong with the online form. Also the person monitoring it can apply on the online form every 30 minutes to ensure no error messages are received. It is a good idea to display a message to a candidate on completion of data upload on an online form. An email response can also be triggered off on completion of the upload of data. This gives them instant feedback that their data has been has been received. A sample message that can be displayed and sent by email as well is provided below

A Beginners Guide To Recruitment

Copyright 2008 Mohan Kannegal & Karthik Vijayaraghavan

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Message: Sample Confirmation Online Message & Email


Thank you for your interest in <Company Name>. We have received your CV and will get back to you on this in <number of days> days. We would like to take this opportunity to tell you more about us and the job role for which you have applied. <Job Role Description here> In case you have friends who would be interested in this opportunity, please ask them to email us at <email id> Best Regards Team HR In case you are sending an email to candidates please note that it is essential to do a load test on your email server to ensure that it is capable of handling the volumes of email responses. For instance, a job ad in one of the leading newspapers will result in between 1000 to 5000 applicants applying on the day the ad comes out. Hence you will need to ensure that this many emails can be sent out from the email id during the 8 12 hour time span. Bear in mind that most corporate email boxes have a restriction on the number of emails received and sent out on single day These checks can help in ensuring failsafe IT infrastructure for receiving CVs on an online form.

Receiving CVs as Hard Copy


CVs are received in a hard copy format in Walk In recruitment processes and on campus. In situations where a hard copy CV is accepted, it is a good idea to have a predefined candidate application form that candidates can fill out on reaching the venue for the Walk In. This makes it easier to screen CVs quickly since information is available in a predefined format and only information required to screen-in or screen-out CVs is in the form. This also gives candidates something to do while they wait for their turn at the registration desk. It is important that all hard copy CVs are brought back and the information is tabulated in an Excel sheet or other software application. A database of CVs can be searched each time a new people requisition is made. This helps in improving the number of hires made from a given ad. Receiving CVs is a critical step of the Recruitment process. Since CVs are expensive to source, a lot of care and effort has to be spent on making sure every candidates CV is received and processed. These checks have been covered in this chapter. The next step of the recruitment process is CV Screening, which is one of the most critical steps of the recruitment process.

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Chapter 4: CV Screening
CV Screening is the process of matching CVs received against a Job Opening, and selecting CVs for the next step in the recruitment process or rejecting the CV. This chapter will discuss the CV Screening process and cover the different aspects of CV Screening.

Identifying & Training CV Screeners


Good quality CV Screeners are critical to the recruitment process. CV Screening can significantly affect the efficiency of a recruitment process. If a large number of CVs that are not suitable for a job opening are screened out at this stage, it reduces the volume of work downstream of the recruitment process. At the same time, if a large number of CVs that are suitable to the job are screened out it can adversely affect the cost and time of the recruitment process. A good CV screener screens-in and screens-out accurately and minimizes CV wastage. It is important that good quality CV Screeners are deployed for CV Screening. An important decision to be made while setting up a recruitment process would be to either have dedicated CV Screeners or allocate the role of CV Screening to Recruiters who carry out all the steps of the recruitment process including CV Screening. Assigning dedicated CV Screeners has the advantage that it is easier to source and train a person to do CV Screening alone as against sourcing and hiring a person to be a Recruiter since a Recruiter needs to have a wider range of skills compared to a CV Screener. Also having dedicated CV Screeners has the advantage of speed since a person doing the same role for several days becomes very efficient at the task over time. Having dedicated CV Screeners also ensures that CVs that do not fit into one role are allocated to another role where there may be a fit. This improves CV utilization. For the purpose of this book, we have assumed that there are dedicated CV Screeners deployed. However, the steps discussed here are equally applicable in a situation where a Recruiter is doing the CV Screening. Some of the pre-requisites for CV Screeners are Should have excellent skills in using Microsoft Office and Microsoft Outlook Should have very high attention to detail Should be able to understand simple rules and apply them repetitively Should understand technology at a very basic level should understand that there are different aspects to IT - Hardware, OS, Programming Languages, Business Applications, and Enterprise Applications. A simple test can be used to evaluate a potential CV Screeners knowledge of technology. A course in IT (GNIIT or similar courses) would be an advantage

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Once CV Screeners are hired, they have to be trained to ensure that they screen accurately. Some of the things that CV Screeners should be trained on are The structure of the IT Industry software products companies (Microsoft, Adobe, Oracle etc.), software services companies (Accenture, Cap Gemini, Infosys, Wipro etc.), hardware companies (Dell, HP etc.), Embedded Systems companies (Texas Instruments, Honeywell, Sasken etc.), chip manufacturers (Intel, AMD etc.) and so on The different roles in the IT Industry Software Developer, Software tester, System Administrator, Database Administrator (DBA), Team Lead, Business Architect, Project Lead, Project Manager etc. and a description of what each role does The different types of Technologies Operating Systems, Programming Languages, Databases, Business Applications, Enterprise Applications with popular examples for each type of Technology. For instance, Oracle and SQL Server as examples of databases with a brief description of what each Technology does. Reading and understanding a CV Screening Specification Form Resume Screening training with hands on assignments with a set of CVs Monthly monitoring of conversions (CV screener select to business team select) and discussions with business teams to ensure alignment of CV Screening with business team requirement On completing the hiring and training of CV screeners, the next step is to assign CVs along with a Specification Document. The details of the CV Screening Specification Form are explained in the next section.

CV Screening Specification Form


The CV Screening Specification Form is a document that lists the Job Role and the criteria for selecting a CV. CV screeners should be trained on CV Screening by walking them through the CV Screening Specification Form in detail and then handing them a copy of the document for their use. They should be trained to refer to the document when they are screening CVs to understand the criteria for selecting or rejecting CVs. The CV Screening Specification Form contains a subset of the information provided in the Requisition Form. It contains only the section on Candidate Description in the Requisition Form. A sample CV Screening Specification Form is shown below with an entry for the role of a Java Developer.

Form: Sample CV Screening Specification Form


Screening Parameter (Descriptive) Hands on project experience on Core Java Education Backgroun d Relevant Experien ce (Years) Experien ce Keyword s Skill Keyword s Core Java, Oracle, SQL Server Designat ion Keyword s Software Engineer Certifica tion Key Word Most Favored Compan ies

Job Role

Job Code

Restricted Companies

Java Devel oper

JD01

BE, MCA

JCP

MeritTrac

Bluewater, Northwind

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It is a good practice for Recruiters to obtain agreement on the CV Screening Specification Form from business teams before starting CV Screening, especially where large volumes of CVs have to be screened. Also, since CV Screening is a continual process, it is a good idea to periodically review the CV Screening Specification Form with business teams to ensure that business teams and Recruitment teams are aligned in their understanding of the requirement. Of special significance is the Screening Parameter (Descriptive) column. This contains the description of the ideal candidate. This column is very important since it contains the nuances of the kind of person being considered for the role. These nuances may not come across clearly from reading up on the remaining fields.

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Organizing CVs for Screening Email


In cases where CVs are being received by email it is important that the email inbox is organized to enable CV Screening. For instance, an ad in a national newspaper usually attracts thousands of CVs. The emails with CVs in them continue for 10 to 12 days from the date of the Ad and the maximum numbers of emails are received during the first 4 5 days after the Ad is released. With this in mind, it is important to be able to effectively track the CVs that are coming in on a daily basis by organizing the email inbox. Creating a folder structure in your email client (Microsoft Outlook or other email client) to classify the emails as they come in will ensure easy tracking of CVs. We recommend that the email Inbox structure mirror the structure of the CV Screening Specification. In addition to this the email inbox should have separate folders for emails where a job code is not mentioned, emails which say please find attached but without an attachment etc. A sample Inbox folder structure that can be used is shown below.

Folder Structure: Sample Inbox Folder Structure

Also, it is a good idea to tabulate some of the information on a CV onto an Excel sheet or an online application, rename the CV and then insert a link to the renamed CV back into the Excel sheet or online application. The reason for doing this is that in any recruitment process there is a need to refer to the original CV sent for different reasons. Tabulating the information and linking the CV document to the tabulated information ensures easy and fast access. Since large sums of money are spent on advertising and attracting CVs, companies would like to maximize the number of hires from a given Ad by considering the CVs that do not fit into a specific role for other roles within the organization. The table below, titled CV Information Form Fields, lists a set of fields that should be captured to make the process of searching for CVs more efficient.

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Table: Fields in the CV Information Form


Fields
Candidate Number (Unique number to identify candidate) Source Type(PC/ER/Ad/Direct/Campus/Off Campus) Source Name Candidate Name Date Of Birth Certifications City of Current Residence Experience (years) Mobile No. Phone No email ID Current Employer Primary Skill set Secondary Skill set Applied For Role Applied For Project CV Received Date Path To CV (File path where soft copy of CV is stored) CV Screened By CV Status CV Screened On

The CV Screeners should enter information available on the CV into the fields listed in the CV Information Form. They should then copy the CV attachments in the emails, paste them into a folder in Windows Explorer, and rename the CV file to a meaningful name based on a naming convention. An example of the naming convention could be
<<Candidate Name>> + <<location>> + <<Skill>> + <<Years of experience>>, For example, KarthikV-Bangalore-Java-4yrs.doc.

This step can also be done automatically by using any of several software utilities that are available on the Net. The reason to do this is that several of the emails received have CVs attached whose file name are repeated, for instance most CVs are named CV.doc or CV1.doc. This makes it impossible to uniquely trace a CV back to a person and does not allow the CV Screener to save the file on Windows as well. Renaming the CVs ensures unique identification of CVs.

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Duplicate CV Checking
Some sources of CVs Placement Consultants, Employee Referrals are rewarded for sending a CV that eventually converts into a job offer. Owing to this fact, it is important to know which source sent a CV first. It is quite possible that two different sources have sent the same CV and is hence critical that we know which source sent it first to ensure that the reward reaches the right person. Also, processing a CV from receipt to offer is a time consuming and expensive process. As a result, the CV screener has to ensure that CVs already processed are not resubmitted. Owing to these factors, checking for duplicate CVs is a key requirement. Hence, checking for duplicate CVs has to be carried out as a part of the CV Screening process. Checking for duplicate CVs requires checking for a combination of data points which could serve as pointers to duplication for instance, checking for fields such as Last Name, Date of Birth, email Id, Phone number, Company currently employed in etc. The key challenge in checking for duplicate CVs is the fact that two people can have the same last name and Date of Birth but still be two different people. So duplicate CV checks require a two stage process Identify possible duplicates through a check on different field combinations such as Last Name + Date of Birth or Phone Number + Email ID + First Name. These checks can be built into Excel in the CV Information Form, which can automatically alert CV Screeners for possible duplicate CVs. A more detailed comparison of the two CVs, which have been identified as possible duplicates, can be carried out. CV Screeners can pull out these possible duplicate CVs, match them and see if they are actually duplicates.
With these checks in place, it is possible to identify duplicate CVs and avoid the challenges that duplicate CVs pose.

CV Screening
The actual activity of screening CVs is done by CV Screeners. The CV screener refers to the CV Screening Specification Form and screens CVs based on the specification. If this is done for CVs received by email, then the emails are opened, the attachment containing the CV is opened and the CV is scanned. Each of the criteria that are listed in the CV Screening Specification Form is searched for in the CV. For instance, if Educational Background specification says MCA then the CV screener checks the document to see if the candidate is an MCA. This exercise is repeated for each of the parameters. If the CV does not fill any criteria, it is rejected at that stage itself. If the CV meets all the criteria listed in the CV Screening Specification Form, then the CV is put into one of the select folders. There may be a single select folder or multiple folders depending on other parameters like city of current residence, or specific technology skill or role applied for. While screening CVs it is important that CV screeners look for the aspect that causes maximum rejection first. For instance, if 70% marks in Engineering is a prerequisite and if this mark in Engineering is rare, it is important to look for this first while screening CVs. The parameter that is easiest to check and causes maximum rejections should be looked at first. This increases the efficiency of CV Screening substantially. In case there is an online application form, then screening is simpler since an online application form would have a search interface. The CV Screener would be required to enter information from the CV Screening Specification Form into

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the search interface and search for CVs that meet the selection criteria. Some of the specifications may be not be possible to search through the search interface. For these cases, it may be required to use the search interface to narrow down the set of CVs, and then pull out the relevant ones.

Updating Sources
One of the critical roles of the CV Screener is keeping the various CV sources informed about the status of the CV. The updates provided to each source are different and are dependent on different factors. The update provided to each CV Source is discussed below For CVs obtained in response to an ad, response emails are sent to each of the candidates. Short-listed candidates are congratulated and the details of the next steps of the selection process are communicated to them. Rejected candidates are thanked for their interest in the job and explained that unfortunately they do not match the requirements of the job at that point in time. For CVs obtained from placement consultants, emails are sent to the placement consultants. The placement consultant is given the details of the next steps of the selection process for the short listed candidates. The placement consultant is also requested to thank the rejected applicants and explain that they do not match the requirement at that point in time. Informing placement consultants quickly and regularly is very important since it gives the placement consultants time to source more CVs if the candidates have been rejected. For CVs referred by employees, the employees are kept informed of the status of the application. To ensure that more candidates are referred, it is important to give quick updates to employees and also explain why their referrals were rejected. For selected candidates it is important to keep the employee posted so they know they will get the employee referral reward. These updates to each of the CV sources will ensure that all CV sources actively participate in sourcing more CVs.

Metrics for CV Screening


The key metrics that have to be monitored while screening CVs are CV Screener Efficiency Number of CVs screened by the screening team and individual screeners per day, per week, per month, and lead time required to turn around a CV from receipt CV Screener Accuracy Percentage of total CVs selected by CV Screeners which business teams also agree should be selected Source Management Frequency and accuracy of CV Screening reports sent to CV Sources placement consultants, employee referees, ad candidates etc. Tracking and managing these metrics regularly ensures that CV Screening is run well. CV Screening is one of the critical steps in the recruitment process. The focus of CV Screening is to pull out CVs of candidates who fit the role and rejecting CVs of candidates who do not fit the role. It is important that this step be carried out efficiently and accurately. The next step in the recruitment process is Interview Scheduling.

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Chapter 5: Interview Scheduling & Coordination


Interview scheduling is the process of scheduling interviews based on the availability and convenience of interviewers and interviewees. In this chapter we will discuss the Interview Scheduling process.

Identifying & Training Interview Schedulers


Interview Schedulers are critical to ensure candidates whose CVs are selected are brought to the interview table. Interview Scheduling affects the number of offers made. If a large number of candidates are not reached by an Interview Scheduler, it will be difficult to achieve recruitment targets. A good Interview Scheduler is able to bring more candidates to the table by actively looking for alternatives in case a candidate does not find a time suitable for his or her interview. At the same time, a good Interview Scheduler has a good rapport with business teams and is able to convince business teams to alter their schedules to adjust to candidate schedules if required. Similar to the point mentioned earlier in the section on CV Screening, an important decision to be made while setting up a recruitment process would be to either have dedicated Interview Schedulers or to allocate the role of Interview Scheduling to Recruiters who do all the steps of the recruitment process including Interview Scheduling. Assigning dedicated Interview Schedulers has the advantage that it is easier to source and train a person to do only Interview Scheduling as against sourcing and hiring a person to be a Recruiter since a Recruiter needs to have a wider range of skills compared to an Interview Scheduler. Also having dedicated Interview Schedulers has the advantage of speed since a person doing the same role for several days becomes very efficient at the task over time. For the purpose of this book, we have assumed that the recruitment process has dedicated Interview Schedulers. However, the steps discussed here are equally applicable in a situation where a Recruiter is handling all aspects of recruitment including Interview Scheduling. Some of the pre-requisites for Interview Schedulers are Should have excellent spoken and written English communication skills Should have very high attention to detail Should be persistent, pushy and find alternatives without sounding rude Should be able to use Word, Excel and Outlook Once Interview Schedulers are hired, they have to be trained on Interview Scheduling. Since an Interview Scheduler is most likely the first person the candidate speaks to from the company, the Interview Scheduler creates an impression about the company in the candidates mind. That is why it is critical that a company have well-trained Interview Schedulers.

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The areas that should be covered while training Interview Schedulers are The company, the businesses it operates in and the locations the company is present in a broad understanding of the company is essential. The business unit that is currently hiring the size of the business unit, the locations, the roles, the hierarchy, the projects the business unit works on. A good understanding of the Business Unit is required. The specific role that candidates are being interviewed for this would mean the ability to explain the role to candidates, clarify queries candidates might have on the role and sell the role to candidates. A very good understanding of the specific role is the objective. Mock Interview Scheduling calls using a script the trainees make the calls and the trainer acts as a candidate and puts the trainees through different scenarios during Interview Scheduling. On completing hiring and training of Interview Schedulers, the next step is to assign a list of candidates to the Interview Scheduler along with an Interview Scheduling script. The details of the Interview Scheduling process are explained in the next section.

Interview Scheduling
We have a sequence of steps that outline the activity involved in scheduling interviews. The steps are illustrated in the flow chart.

Flowchart: Interview Scheduling

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Guidelines for Interview Scheduling


The steps of the process of Interview Scheduling are simple. However, each step involves finer points which impact the success of Interview Scheduling. Some of the guidelines on the finer points of Interview Scheduling are

The list of candidates who are to be interviewed should be drawn out from the CV Information Form. This ensures that all information regarding the candidate is available to the Interview Scheduler while making the phone call. Obtain confirmed time slots from business teams which are interviewing. Also obtain a signoff from business teams on the duration of each interview and make a table of interviewers and time slots that they are available for Work with the list of candidates to be scheduled and the table of interview time slots available. Match candidates to the interview time slots. Then call up a candidate, introduce yourself, set the context, communicate the time slot for the interview to the candidate, obtain candidates confirmation, send a confirmation email to the candidate and complete the call. Since Interview Scheduling is essentially about bringing two sets of people interviewer and interviewees together at a given time, the key skill required is the schedulers ability to convince candidates and interviewers to agree to time slots. This requires the Interview Scheduler to convince candidates to agree to a time slot. For the actual call with the candidate, it is a good practice to work from a script. An Interview Scheduling script should contain sections on basic rules of scheduling interviews, how to introduce yourself, a description of your company, description of the role being hired for, interview details (these will vary from candidate to candidate) and closing the call. The sections of the Interview Scheduling script are Basic rules for scheduling interviews includes choosing a time of day to make the call when candidates would be open to discussing a job change, speaking slowly and clearly and sounding enthusiastic on the phone. Greet and introduce yourself and your company ensuring that the company name is said slowly and clearly. During the conversation, mention the company name a few times so that it registers with the candidate. During the call, tell the candidate the purpose of your call, about the job as given in the JD and that his/her resume meets the requirement. Check the availability of the job candidate for an interview and confirm the time, date, venue, and interviewer name to the candidate. Check alternate time slots if the candidate does not find the specified time slot possible.

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Provide accurate information regarding the venue for the interview and provide directions to reach the venue. Confirm the email address of the job candidate so that an email with the details of the interview is also sent. Include a route map to the address in the email sent out. If there are documents that job candidates are required to bring along to the interview, highlight this to the candidate over the phone and reiterate by email. Close the call by requesting the candidate to tell you back all the details of the interview to ensure he or she has understood it correctly. These guidelines help in ensuring that a large number of candidates who have applied appear for the interviews.

Metrics of Interview Scheduling


The key success measures for Interview Scheduling are Number of phone calls made to contact candidates per day, per week, per month Percentage of the total list of candidates that were successfully reached Percentage of the total candidates reached who confirmed participation in the interview Percentage of those who confirmed participation who actually attended the interview For the metric, Percentage of those who confirmed participation who attended the interview, note that all the factors affecting this metric are not in the control of the Interview Scheduler. However, it is a good metric to track the overall success of Interview Scheduling. These are the guidelines and best practices for Interview Scheduling. The next step in the recruitment process is interview coordination, which is explained in the same chapter, since it is an activity that is carried out by Interview Schedulers themselves and completes the Interview Scheduling activity.

Interview Coordination
Interview Coordination is the next step in the recruitment process. This is the process of coordination from when the candidate arrives at a venue for an interview to when a candidate completes the interview and leaves the interview venue. Since interview coordination requires interaction with candidates, it is a good idea to have Interview Schedulers managing the process of interview coordination also. This ensures that the candidate has a familiar person as the point of contact during the interview process. During interview coordination, the candidate meets a representative of the company for the first time. It is a great opportunity to create a positive impression on candidates and on business team representatives who will conduct the interviews. Since Interview Coordination is about extensive communication with the candidate, the focus is on being courteous and friendly. It is also important that in case a candidate does not make it through the interview, this information should be communicated tactfully to the candidate and the word rejected never used during any conversation.

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Interview Coordination involves interaction with the candidate and interaction with the interviewer. The steps and the guidelines for the steps are Interaction with the candidate Welcome the candidate with a smile and be polite and courteous. Introduce yourself and share your mobile number/ desk number so that the candidate can contact you in case he/she requires assistance. Tell the candidate the name of the interviewer he/she will be meeting. Reconfirm the role that the candidate is being considered for. Take the candidate in to the interview room and introduce the candidate to the interviewer. Introduce the interviewer to the candidate. In case the candidate has to wait, make sure the candidate is seated comfortably; magazines or newspapers are provided to the candidate and candidate kept informed about the expected wait time. Once the interview is complete, indicate the date and time by which the candidate will receive a response and thank the candidate for coming. In cases where the result of the interview is available, communicate it to the candidate. In case the candidate has not made it through the interviews, communicate this tactfully. Interaction with the Interviewer Provide the interviewer with a schedule of interviews at the beginning of the day In case, there are candidates who confirm attendance but do not turn up, call and check with the candidate. Also, inform the interviewer that some candidates have not turned up and there may be a delay in their coming for the interview. At the end of the interviews, thank the interviewer and tell him/her that you look forward to their participation going forward as well. The guidelines provided here will help in making a good impression on candidates and business teams. The next step in the recruitment process is Offer Making and On-boarding.

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Chapter 7: Offer Making & On-boarding


Offer Making and On-boarding are the final steps in the recruitment process. These steps are critical to the recruitment process since losing a candidate at the Onboarding stage has a very adverse effect on recruitment productivity. Since the recruitment process is essentially like a funnel where a large number of CVs translate to a small number of offers - losing a candidate at the On-boarding stage requires the whole exercise to be done again from sourcing CVs right up to On-boarding to make up for the loss of a candidate at the On-boarding stage. Despite this, several companies lose a large number of candidates at this stage. While there are several reasons for losing candidates at the On-boarding stage, one of the reasons can be the lack of a strong Offer Making and On-boarding process. This chapter addresses some of the good practices in Offer Making and On-boarding candidates. The process of Offer Making includes salary negotiations with candidates. This aspect of Offer Making is not covered in this book since salary negotiations is a specialized activity that extends into negotiating skills which is beyond the scope of this book. The Offer Making and Onboarding processes are described in the flow chart below.

Flowchart: Offer Making & On-boarding

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Once the offer has been rolled out to the candidate, the follow up process through to the Onboarding of the candidate is an extremely important stage in the recruitment process. It is also the final stage in the entire process.

Good Practices in Offer Making & On-boarding


Recruiters make offers and work on ensuring that candidates are on-boarded as employees. Some of the check points for Recruiters for Offer Making and On-boarding are Once business and recruitment teams decide to make an offer to a candidate, an offer email and hard copy letter are sent to the candidate. It is important that the Recruiter confirm with the candidate that the letter has been received. The Recruiter should also follow up to ensure the candidate sends an acceptance to the offer letter by email or as a hard copy. In case a candidate does not send an acceptance, the Recruiter should follow up with the candidate and understand the reasons for not sending the acceptance email. If it is a simple matter of the candidate not having got around to sending the acceptance email then persistent follow-up by the Recruiter can resolve the issue. However, if the candidate has expressed concerns about joining the company, it is required that the concerns be understood and then communicated to the right team within the organization to ensure that the candidates concerns are addressed. Some of the usual reasons for not accepting an offer letter are that a candidate has a better salary offer from another company, or the candidate has second thoughts about relocating to another city or the job role is not challenging enough. In these cases, it is important the Recruiter get accurate information from relevant departments and conveys it to the candidate to ensure that the candidate is not making a decision based on incorrect information. Also, the Recruiter can rope in business teams or senior people in their own team to speak to the candidate and see if the candidate can still be convinced to join. In case the candidate accepts the offer, reconfirm the date of joining. In case the candidate is relocating, ensure that the arrangement of accommodation is made. These guidelines and processes can help in Offer Making and On-boarding. The next chapter deals with managing the recruitment process.

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Chapter 8: Managing Recruitment


This chapter focuses on the metrics and systems to manage large volume candidate processing in a recruitment team. Since candidate processing is a transaction intensive process, there is a need for an information system for planning, monitoring, reporting, analysis and course correction of all the steps. In a typical recruitment process, the information system is accessed on a daily, weekly, and monthly basis to ensure that the recruitment process is on track. The information system can be an Excel sheet or a high-end enterprise-wide software application. We will not discuss the relative merits of different software applications in this book since this is extensively addressed in books on enterprise software applications. This chapter focuses on the data elements that should be captured, the reports that should be looked at and metrics that have to be tracked to manage the recruitment process well. The key aspects of planning, monitoring, reporting, analysis and course correction of the recruitment process are also discussed.

Knowing Your Recruitment Funnel


To plan a recruitment process, the start point is the recruitment funnel. A recruitment funnel essentially lists the stages of the recruitment process and the pass through rates at each stage. For instance, for a company, it may be known that 30% of all CVs received are selected at the CV Screening stage, 25% clear the Interview and 80% of all offered candidates eventually join the company. If a company has a large amount of historical data this can be used to calculate the recruitment funnel for the company. In several situations such data is either not available or not available in an easily usable format in which case the recruitment funnel can start with estimates and then fine-tune the estimates with actual numbers fed back from the actual recruitment process. The recruitment funnel is required to review the recruitment process. It serves as an indicator dipstick of eventual hiring success. A recruitment funnel is illustrated in the table below. The table shows that 65% of all CVs screened are selected, 90% of all CVs selected are scheduled to take a Business Interview and only 45% of those who are scheduled for a Business Interview actually pass the Business Interview.

Table: Sample Recruitment Funnel


From HR Interview Pass & Offer Business Interview Pass Business Interview Scheduled CV Selected CV Screened To Joined HR Interview Pass & Offer Business Interview Pass Business Interview Scheduled CV Selected % to next step 80% 90% 45% 90% 65% Reason For Loss Do not join after accepting the offer Rejected in HR interview Rejected in Business Interview Wrong number, not reachable Does not meet CV Screening criteria

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Hiring Plan
All recruitment plans center around an Onboard Target - the number of people who have to join the company by a certain date. Hiring numbers are always Onboard Targets. When the Onboard Target is known, it can be fed into the recruitment funnel which can then calculate backwards to arrive at the number of transactions that will need to be done at each stage of the recruitment process. For instance, if the Onboard Target is a 100 hires, the recruitment funnel tells us that to be able to Onboard 100 candidates we need 125 HR Interview Pass & Offers (100 divided by 80%). Further to get a 125 HR Interview Pass & Offers we need 156 Business Interview Pass and so on. This is illustrated in the table titled Sample Hiring Plan. By looking at the Sample Hiring Plan, we realize that for this specific recruitment funnel, it needs 1484 CVs to be sourced to be able to achieve the Onboard Target of 100 people.

Table: Sample Hiring Plan


Recruitment Process Step On Board Target HR Interview Pass & Offer Business Interview Pass Business Interview Scheduled CV Selected CV Screened Target 100 125 156 868 965 1484 Recruitment Funnel 80% 80% 17% 90% 65%
Calculated by dividing On-board Target by Conversion Funnel (100 divided by 80%)

Planning Recruitment Team Size


We can then plan the size of the recruitment team based on the hiring plan. The number of people in the recruitment team is calculated by dividing the total number of transactions by the number of transactions a person can do each day, each month etc. For instance, let us assume that a company has a joiner target of 100 people. Given this, we need a team that can screen 1484 CVs in 20 days (assuming 20 working days a month). This means that we have to screen about 75 CVs every day. We then need to know how many CVs one person can screen on a single day. Let us assume that one person can screen only 25 CVs a day. So to screen 75 CVs everyday we need 3 CV screeners. This calculation is repeated for Interview Scheduler, Interview coordinators etc to arrive at the team size. (Note that 25 CVs a day per CV Screener is an example to illustrate the point. A CV Screener usually can screen many more CVs in a day).

Table: Sample Recruitment Team Size


Activity To Be Done Joinees Rollout Offer Letters Coordinate HR Interview Coordinate Business Interview Schedule Candidates Screen CVs Monthly Target 100 125 156 868 965 1484 Number One Person Can Do Per Month NA 400 400 400 600 1400 Team Size NA 0.3 0.4 2 1.6 1.1

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Tracking & Monitoring Activity


Tracking and monitoring involves the periodic review of performance metrics of the recruitment process and taking corrective steps based on the performance metrics. The source data for deriving all the performance metrics is the CV Information Form. This sheet discussed in Chapter 3, contains information about every CV received. The performance metric that is critical for a recruitment process and which needs tracking is the number of CVs in different stages of the recruitment process. This count is obtained by pulling out information from the CV Information Form. At the end of a day, the count of CVs at any stage in the recruitment process should be less than the number of CVs that flow into that step each day. For instance, if the number of CVs received on a single day is 20, then at the end of the day, a count of number of CVs in the CV Screening stage should not be more than 20. If it is more than 20 it points to a pile up in the CV Screening step of the recruitment process which will eventually lead to a delay in hiring. This pile up could be because there are not enough CV Screeners or because the CV Screeners are not screening as fast as they should. The corrective steps could be to add more CV Screeners or to increase training for the CV Screeners.

Table: Sample Daily Tracker


Recruitment Process Step HR Interview Pass & Offer Business Interview Pass Business Interview Scheduled CV Selected CV Screened Expected Number 5 10 20 40 300 Todays Number 2 42 18 45 310

In the sample daily tracker shown, the number of CVs that have been passed by Business Interviewers is 42 though the expected number is 10. This shows that there is a pile up of CVs at the Business Interview stage. This alludes to the fact that while Business Interviewers are interviewing and passing candidates, they are not being subsequently interviewed by HR teams which is leading to the pile up. The resolution in this case could be adding more people to do HR interviews to remove the pile up. These are the guidelines for managing the recruitment process. By adhering to these guidelines and the other set of best practices and guidelines mentioned in the previous chapters, we believe the recruitment process can be made more productive. Happy hiring!

A Beginners Guide To Recruitment

Copyright 2008 Mohan Kannegal & Karthik Vijayaraghavan

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End Note: Pre-Recruitment Tests


We have noticed an increasing use of Tests in prerecruitment screening in recent years. Pre-recruitment Tests are used to assess technology skills of candidates with zero to six years of work experience. In addition, Tests are used to assess abilities such as analytical ability and verbal ability, and to assess personality traits. Public sector companies have been using pre-recruitment Tests for several years now. Owing to the specialized nature of prerecruitment Tests, companies usually buy Tests from Test publishers. Recruiters are involved in making the buying decision for pre-recruitment Tests and as a consequence need to be aware of evaluating a Test publisher and buying pre-recruitment Tests. This chapter provides some guidelines for Recruiters on buying pre-recruitment Tests. .

How to Buy Tests


A set of guidelines for buying pre-recruitment Tests are provided below which can be used by Recruiters while making a Test buying decision. Establish that the Test measures a skill or ability required for the job. This is done by identifying the competencies the job requires and matching these competencies with the competency that the Test or set of Tests measure. For instance, if a job requires knowledge of databases as one of the competencies, choosing an Oracle RDBMS Test would be inappropriate since the job requires generic knowledge of databases and not specific knowledge of Oracle RDBMS. Further the level at which the competence is required should match the level of the Test. For instance, if a job requires a beginners knowledge of C Programming, administering an advanced C Programming Test would be inappropriate. Competencies refer to knowledge, skills, abilities and personality traits that are required in an applicant to do a job. While competence refers to a combination of knowledge, skills, abilities and personality traits it is loosely referred to as skills in the industry which is why competence is listed under the heading skills in the People Requisition Form. Reconfirm that the Test creation process adopted by the Test publisher adheres to internationally accepted practices for Test publishing. Some of the good practices to look for in the Test publisher are the Test publisher should create Tests against defined competencies, should use subject matter experts with relevant work experience to create questions, should use questions in Tests which reflect the work environment, should run trials before releasing the Test and should provide measures of Test characteristics such as Mean Score, Standard Deviation, Reliability, Validity and Scoring Norms. Asking for this information from the Test publisher ensures that you are choosing a Test from a good Test publisher.

A Beginners Guide To Recruitment

Copyright 2008 Mohan Kannegal & Karthik Vijayaraghavan

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Ask for historical scoring patterns on the Test. The historical scoring patterns known as Norms are required to make an interpretation of a score. For instance, if a job applicant scores 34% on a C Programming Test it is hard to draw any conclusion from this information alone. But if you knew that 90% of all Test takers have scored 33% or less on the Test it tells us that this job applicant is probably good at C Programming. A better indicator would be if we said 90% of all software programmers from some of the best software companies scored less than 33% on this Test, it would tell us that the Test taker is certainly a very good C Programmer. The Norms can be used to interpret scores of Test takers. Ask for a recommended selection criteria. A Test publisher is required to study the competencies required for a job and the degree to which each competence is required and then recommend a selection criteria (a minimum score) on the Test. This demonstrates the Test publishing companys experience in selling this Test. Discuss and understand the details of administering the Test. A Test works correctly only when it is administered as per the recommendations made by the Test Publisher. Tests have to be usually administered under supervision to ensure there is no copying, Test instructions should be unambiguous and unbiased, the Test should be presented in an easily readable format, and there should be no typographical errors in the Test, Test administrators should be trained on handling test taker questions etc. A poorly administered Test returns unreliable scores. Ask the Test publisher to provide several sets of Question Papers. It is important to have multiple sets of question papers to ensure that the Tests do not become public domain information. It is also important to check if the Test publisher has the bandwidth to create further sets of question papers since a Test publisher should be able to provide several sets of question papers over many years. In addition, the Test publisher should have a process and the expertise to create multiple sets of question papers which have equivalent difficulty levels. These guidelines will go a long way in identifying a good Test publisher from whom Tests can be purchased and used.

A Beginners Guide To Recruitment

Copyright 2008 Mohan Kannegal & Karthik Vijayaraghavan

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New Idea: A Common Application Form


The most popular mode of applying for a job is by typing out a CV in a format which the applicant finds appealing, saving it as a Microsoft Word or Adobe PDF or Text file and then emailing this CV to an employer. We refer to this format of CVs as individualized format CVs. While individualized format CVs are convenient for applicants, it is not convenient for employers since multiple CV formats makes CV Screening cumbersome and complicated. In this chapter, we discuss a solution for the challenge of individualized format CVs.

The Challenge of Individualized CVs


The challenge with individualized CVs is that each CV presents information in different ways and in different orders. For instance, some CVs start with contact information followed by education followed by employment history while other CVs have information in chronological order while others may have it in reverse chronological order. Information which is critical for some companies may be missed out completely in many CVs for instance a company might have a rule that says only people who have an Engineering degree may apply for a job, but all applicants CVs may not contain this information which makes it difficult to screen CVs. Owing to this, screening individualized CVs is tedious and error prone. For instance, if a companys selection criterion says, should have a total of 2 years of experience on Java, the CV Screener has to add up time spent on each individual project in which Java was used and check if it adds up to 2 years. Moreover, since it is a manual process and requires searching for information, making calculations and drawing inferences, CV Screeners tend to make mistakes. Also, since screening individualized CVs is a time consuming process, business teams do not do CV Screening themselves. Instead, they explain what is required to recruitment teams who screen on behalf of business teams. Since recruitment teams would not have a firsthand feel of what the job requires, it leads to wasted CVs. For instance, a recruitment team sourcing Oracle DBAs might reject all SQL Server DBAs. Whereas a business team may look at SQL Server DBAs as the second option in case sufficient Oracle DBA CVs are not available. Finally, considering the number of CVs screened each month across different companies, the process needs automation. While several CV parsers are available, even the most intelligent parser is not completely accurate. Given these issues multiple CV formats, incomplete information, business teams not screening CVs and automation unfriendly CVs there is a need for a solution which can make CV screening more accurate and convenient.

The Software Developer Application Form


One solution is a web application form, which an applicant fills. The advantage here is that all CVs are in the same format making it easy to search and shortlist. The disadvantage is that it requires the candidate to fill out an application form each time he or she applies to a company. Moreover, filling out web forms is tiresome for the applicant. But sending a CV by email is very convenient for applicants. Companies who have offered applicants the option of filling out a web

A Beginners Guide To Recruitment

Copyright 2008 Mohan Kannegal & Karthik Vijayaraghavan

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form or sending an email attachment have found that less than twenty percent of applicants fill out web forms while everyone else opts to send CVs by email. A solution that can provide the advantages of a web application form with the convenience of email could be for companies to agree on a standard Application Form, which is acceptable to all companies within an industry. Our own experience, screening over a million CVs for different companies has shown that most companies within an industry look for the same information on a CV. Moreover, some information is common across industries, for instance, years of experience, projects worked on, current employer and education. Given this, it is possible to adopt an Application Form that is acceptable to across an industry. We have created a sample Application Form for the Software Development industry which is shown in the table below. Similar field lists can be put up for an industry body with participants across companies discussing and agreeing on a common format.

Table: Software Developer Application Form


:Source :Job Ad :ApplyingFor:Java Developer :Name:Ashish Ram :Email:ashish@hotmail.com :PassportNumber:T12040 :DateofBirth:2-Oct-73 :DayPhone(withSTDCode) :08026583827 :EveningPhone(withSTDCode) :08026584557 :City(Currentresidence) :Bangalore :WillingtoRelocateto(CityNames) :Bangalore, Hyderabad, Chennai :CurrentSalary(Annual) :3.5 Lakhs :ExpectedSalary(Annual) :4.0 Lakhs :Skills:Core Java, J2EE :HighestQualification: Engineering :HighestQualificationInstitution:REC Surat :HighestQualification(%orCGPA) :65% :TotalSoftwareDevelopmentExperience(months) :36 :Skill1Name:Java :Skill1Expereince(months) :4

Some rules for using the common Application Form could be Applicants should not change field names Applicants should demarcate field names with an agreed separator like :, Application Forms should be submitted only in plain text format (so that it can be opened on any Operating System) Application Form files should be named as Name+Role+DateOfBirth+ DayPhone so that they are uniquely identifiable With a standard Application Form, the process of CV Screening can be made more accurate since information is available in specific fields. Further, it would possible to break up CV Screening into two activities the first part would be screening applicants on the basis of hard facts age, educational background, willing to relocate etc which can be done by almost anyone. The second part would be to present the short-listed applicants information in a tabular format to business teams and business teams would choose applicants based on projects executed. This way, business teams can participate in the CV Screening process.

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Copyright 2008 Mohan Kannegal & Karthik Vijayaraghavan

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For applicants, the big benefit is write once, apply several times. A Job applicant would create a standard Application Form at the beginning of their career. As he or she goes along, they add or edit information on the Application Form. Each time they apply for a job, they open the standard Application Form, double check information, attach it and email it. And everyone employers, placement companies and job sites - accept the Application Form since its an industry standard. Finally, it is easy to write software to read the Application Form since the format is known and field delimiters clearly demarcate information. Software can be written to read and upload information on application forms into a database from where it is easy to search and retrieve information. And since all sources of CVs use the Application Form as an interchangeable format, it is possible to put CVs from different sources into a single database a big challenge currently. Acceptance of such an Application Form has to be driven by the top companies in each industry. Companies will have to agree on a standard Application Form and insist that everyone applying to them use it. With time the industry could move towards an only standard Application Forms accepted model. To popularize the Application Form and to educate job applicants the Form could be made available on websites of employers, assessment companies, placement companies, HR portals, and emailed across to college campuses.

A Beginners Guide To Recruitment

Copyright 2008 Mohan Kannegal & Karthik Vijayaraghavan

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New Idea: AC Buses to Retain Employees


It is critical for companies to retain employees. And companies are trying several HR practices to ensure employee retention and satisfaction. Here is another idea that could be used as a retention tool. In Bangalore, for instance, several companies ferry employees to work on buses. These buses offer the same levels of service and comfort as Bangalores local transport buses. The commute is tiring and frustrating. Can companies offer air-conditioned buses to ferry employees to work instead? Air-conditioned (AC) buses ensure employees commute to work in comfort. Employees do not have to hear blaring horns or sweat in the heat. When they reach office, they would feel fresh and ready for the day. The cost of AC buses is far more than regular buses. But, there are several advantages that an AC bus offers. The biggest advantage for companies providing an AC bus commute would be that it would be seen as a significant differentiator by employees. When all else matches job role, office location, employee perks employees might choose not to make the shift to another company since they get to go to work on an AC bus. Consider the impact it can have when employees in an AC bus wave to rival company employees traveling in a non-AC bus on a hot summer afternoon! The other advantage is the fact that employees commute in a noise free environment. So commute time can be used for training. Organization wide training courses on communication skills or presentation skills are ideally suited for delivery in an AC bus using LCD displays. Also, HR teams could use the commute to interact with employees. Tax consultants can have tax return forms filled out on the bus. Financial advisors can offer investment advice. Others who want to popularize their services with employees can use the commute to do so. Also with charging points in place, employees can even work on their laptops. Even with increased costs, the advantages may make the option worth exploring. Commuting in AC buses operated by the Bangalore Metropolitan Transport Corporation has shown that commuting can be a pleasurable experience. Will companies offer this as an employee perk?

A Beginners Guide To Recruitment

Copyright 2008 Mohan Kannegal & Karthik Vijayaraghavan

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New Idea: SMS in Recruitment


There are several software applications that can be used to improve the productivity of a recruitment team. One of these software applications which is built around the SMS service offered by mobile phone companies can help in dramatically improving the productivity of the Interview Scheduling and other steps of the recruitment process. A substantial amount of time is spent on making calls and sending emails during Interview Scheduling, while conveying the results of a selection process to candidates. Further, emails are sent to stay in touch with offered candidates who have not yet joined. It is possible to convey these messages faster, cheaper and more reliably by using an SMS based software application.

How SMS Can Help


A good SMS based software application can convey messages to several candidates at once and receive delivery receipts. It can also receive and report responses from candidates sent via SMS and register these responses. An explanation of how this works is given below. Assume you are a Recruiter who wants to schedule interviews for a hundred candidates. You have the names and mobile numbers of these candidates in an Excel sheet. You fill out the date, time and venue of the interview for each of these candidates on the same Excel sheet. The Excel sheet can be uploaded onto an SMS based software application which SMSes the date, time and venue to each of the hundred candidates within a few minutes and provides a report of deliveries. Candidates who receive the SMSes can send back an SMS to confirm their participation. A report can be run off the application which tells you how many of the hundred participants have confirmed their participation. Those who have not confirmed their participation can be reached by making phone calls. The advantage of the software application is that in ten minutes, it is possible to SMS a hundred candidates and receives confirmations. This substantially reduces the amount of time Recruiters spend on the phone, scheduling candidates. Further, SMS is most likely to be delivered and read compared to email or phone calls. Since most candidates are in meetings during a working day, they would not answer a phone call. Also, most candidates check their personal email ids once a day or once in two days. But, they certainly check SMSes during the day. Several SMS based software applications are available on the market. The companies can be looked up on the Internet.

A Beginners Guide To Recruitment

Copyright 2008 Mohan Kannegal & Karthik Vijayaraghavan

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The Future
One of the emerging areas where SMS can be used is in Ad responses. Candidates read a Job Ad in the newspaper in the morning and note down the email address or URL they have to apply to. They login to the Internet in the evening and apply to the job. Many candidates may forget to apply or may never get around to applying. Response to Job Ads is rarely instantaneous, but using SMS it can be made instantaneous. It would work as follows. A Job Ad in the newspaper has a five-digit SMS code for each of the job sites. On sending an SMS to the five-digit code with a candidates job site CV number and the email id of the company, the job site forwards the CV to the companys email id. For instance, Mohan is a candidate who sees a Job Ad for Bluewater Technologies in the newspaper. The code for Naukri.com is 58484 on the Job Ad. Mohan sends an SMS to 58484 where the message reads 1244478 javajobs@bluewater.com. The CV number 1244478 is picked up by naukri.com and forwarded to javajobs@bluewater.com. This can make responding to Job Ads instantaneous.

A Beginners Guide To Recruitment

Copyright 2008 Mohan Kannegal & Karthik Vijayaraghavan

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