IT Staffing Training Manual: Your Step-by-Step Guide to Success

Version
TEKRISE INC.
Proprietary & Confidential. For Internal Use Only.
June 2006.
IT Staffing Training Manual
YOUR STEP-BY-STEP GUIDE TO SUCCES S
IT Staffing Training Manual
SoftQuest Technologies, Inc. 6100 Channingway Blvd Suite 504 Columbus, Ohio 43232
Phone 614.501.0411 Fax 614.501.0410
SoftQuest Techno log ies Proprietary & Con fidential
Table of Contents
Introd uction i C H A PT E R 6 R E Q U I R E M E N T S C H A P T E R 1 R equ irem ents R equ irem ent 1 C H A PT E R 7 C H A PT E R I N D U ST R Y 2 O VE R V I E W 2 3 R E C R U I T M E N T C and ida te T pes y R cruitm nt T pes e e y Sources of C ndidates a 21 22 23 25 26 26 27 Summ ary Sheet 17 17
I N T R O D U C T I O N How To U e This Manual s
What is Staffing Ser vice? Ty pes of Staffing Service
R cruiting Skills e C H A PT E R I T 3 L I F E C YCL E 5 7 C H A PT E R C H A PT E R 4 U N I T E D ST A T E S I M MI GRA T I O N Em plo yment T pes y Em loyee T pes p y W ork Permis ion V sa T pes s i y V sa Proc ss i e Permanent R side ncy e C H A PT E R 5 8 9 10 12 12 C H A PT E R O F F E R 13 13 14 14 C H A PT E R 11 Offer T pes y 10 C H A PT E R 9 8 C and ida te Screen ing E aluat ing a R sum v e e Inter view Tactics
ST A F F I N G
C stom D ven u er ri C and ida te Driven
S U B M I SSI O N Sub mi s ion Infor mat ion s 28
I N T E R VI E W Inter view Co aching 31
C U ST O M E R Ac coun t Manager Ty pes of Cu stomers Levels of Interaction Co mpanies & Organization
33
P L A C E M E N T Place ment Assistanc e 36
C H A PT E R T R AI N I N G A udio
12
37 38 38
Work shop / Clas ro om s Tools
C H A PT E R B U SI N E SS Mis ion s
13 G O AL S 39 40 41 42
Strat eg & Tactics y Goals Opera tions
C H A P T E R 14 G L O SSAR Y Glos ary of Term s s 43
A PPE N DI X A: Sample Inter view Questions B: Work she ts e C: Repo rts D: Sample R sum e e 45 46 48 53
I N T R O D U C T I O N
1
Introd ction u
Your step-by-step guide to recruiting success.
Chapter
ecruiting is part of the sales and marketing function of an organization. Your responsibility is to generate revenues and build the business for the company, whether your role is that of a marketing executive, recruiter, support staff, or a manager in the organization. While industry experience is helpful, it is not a pre-requisite for you to be successful in this business.
This manual is intended to teach you the fundamentals of the business and expose you to the basic concepts, terms, and processes in conducting your job on every day basis.
How to Use This Manual

K E Y S T E R M
Recruiter Marketing Executive
The various term s you need to know are shown in the tabular column on the left side in each chapter. You need to become very comfortable and familiar with what these terms mean since they will constitute your daily vocabulary of business.
The block quotations as shown below are intended to emphasize the key concepts, strategy and tactics you need to be using on the job.
Perspe tive c
You will enjoy do ing y our job if a dopt the pe rs e ctive that y ou are pro vde a valuable p i service to your com munity and nation. Such po w e rf association and mental im a er ul g y will ke ep y ou mo tiv ated and working hard for the larger go od and greater cause than simply approaching it as a means to an end in life.
SoftQue st Technologies Proprietary & Confidential
I N D U S T R Y W
O V E R V I E
2
In ustry Overview d
Staffing Services match employe es/candidates to customer/client companies.
Chapter
T
I T G
his chapter focuses on the staffing industry and its niche markets.
What is Staffing Service?

Broadly speaking, staffing service is all of the following: Staffing services companies hire qualified candidates as employees. As an employer the company not only pays the employee but also pays taxes (social security, J Employers FICA/Medicare), workers compensation / Businesses unemployment insurance. The company may also pay the employee other benefits such as vacation, paid holidays, Contractors retirement benefits (401K etc.), medical, dental, vision and life insurance, tuition reimbursement etc.
Employers:
S T A F F I N
Companies have clients and products. In the staffing service, clients are the companies that contract for labor or expertise, and the product is the labor and expertise. The more skills that employees/candidates possess, the clients perceive it as better product and service. Just like most other businesses, we are in the business to make money, which is done by either adding a markup to all labor charges or by charging clients a fee. The markup is intended to include operational overheads like infrastructure, salaries of support staff, business and professional insurances, and legal fees for visas/work permissions, along with a reasonable profit added to it.
Businesses:
A staffing service company may use an individual as a sub-contractor, or engage an employee of another company as a sub-contractor via a corporation-to- corporation agreement. In some instances we could be a subcontractor to a primary vendor or contractor.
Contractors:
I N D U S T R Y
O V E R V I E W
Types of Staffing Servic s e

T Y P E S
Temporary Long-Term Termp-to-Perm Permanent
called agencies.
Long -term
This type of service makes up the largest chunk of the staffing industry. Temporary staffing services supply client companies with workers on a shortterm basis, either to fill in for absent employees or to supplement existing staff during busy seasons etc. This is more widely prevalent in lower fee / skill level positions across industries. The companies that engage in this kind of business are typically
Temporary Staffing:
staffing services: This type of service involves placing employees on assignment, typically on an hourly rate fee structure, for an extended period of time (months to years). Information Technology project related assignments often require such staffing services. It is also referred to by other names such as staff augmentation, contracting, consulting etc. with the intent of creating a finer differentiation in the type of product/service along with pricing. The companies offering this service in the Information Technology arena typically call themselves as consulting companies. Temp-to-perm staffing servic : A temp-to-perm staffing service offers clients a e chance to try out a candidate on a temporary contract basis and then hire that candidate later if the client wishes to do so. This is a typical need for venture funded Information Technology companies, who seek to attract the best talent, but want to establish the candidate performance prior to offering a permanent position. The temp-to-perm staffing service companies typically charge hourly rate for the temporary assignment and a fee when the client company hires the candidate. service: A permanent staffing service is a purely recruiting service and the company will not hire the candidate as its employee at all. The permanent staffing service company will identify suitable candidates for client company to interview and select for a fee, which is typically a percentage of the salary offered to the candidate. Pe manent staffing r
What is our b siness? u
While the lines differentiating these types of staffing services ten ds to get blurry, our fo c and primary thrust is in the area of long -ter IT staffing service. While we us m offer no temporary staffing, we do serve temp-to-perm and permanent staffing ne eds of select clients. We help employe es reach their potential and me et their g oa ls (particularly in be coming productive professionals and permanent re si dents of United States) while be ing emp lo y e by us and working at client companies as part of our IT d Staffing/Consulting business service.
I T E
S T A F F I N G
L I F E
C Y C L
3
IT Staffing Cycle Life
There are two primary thrusts to the staffing life cycle customer driven and candidate drive. It is crucial to understand the life cycle to get on a fast-track to success and achieve your goals.
Chapter
any companies believe in training their recruiters/staffing services team members by throwing them in the midst of the business without any formal training and guidance. While this approach cuts the nonsense and focuses the employee to doing what is necessary very quickly, it does leave the employee at a disadvantage of not fully understanding how his/her job and performance is related to the overall business and how they can become productive and efficient very quickly at their jobs.
A simplified view of the IT staffing for the long-term staffing service is broken down into two primary thrusts. 1. Custom r Driven Pull -- the customer has the e money and a business need for which we are required to offer a long-term staffing service. Since customer needs cannot wait they typically engage multiple companies or make a request through their vendor management program requesting suitable candidates for a position. The best match and speed are crucial to procuring successful placement/assignment.
L O N G - T E R MS T A F F I N G S E R V I C E
Customer Driven Candidate Driven
2. Cand idate Driven Push IT staffing companies retain a talent pool of professionals who need to be marketed as product to client companies. Every day that goes by without the employee working on an assignment is opportunity lost and money wasted by the company. It is critical to work diligently and procure rapid placements/assignments for candidates who are available.
I T
S T A F F I N G
L I F E
C Y C L E
Customer Driven
REQ Recruit
Placement
Submit
Offer
Interview
(REQ): These are JOB ORDERS from customers. The sources of requirements can be many, such as, direct clients, vendor programs, and indirect clients.
REQUIREMENT
A requirement is assigned to the IT Recruiter(s) to work on to find suitable candidates. The recruiters are expected to work on the requirements following the process described later in this manual. The search options include looking at the hotlist of available candidates, job bulletins (monster etc.), network of companies (via broadcast e-mails and phone calls). The recruiter will continue to search for candidates until the Account Manager closes the requirement. The recruiter is responsible for making any contingent offer or rate negotiation prior to submission.
RECRU IT:
The recruiter is expected to pre-screen and qualify the candidate along with doing appropriate reference checks and credential/certification/work eligibility status verification. After completion of the necessary tasks, the recruiter is expected to submit a resume or curriculum vitae in company prescribed format for client presentation to the Account Manager.
SUB MIT:
I T
S T A F F I N G
L I F E
C Y C L E
The Account Manager will be responsible for client/customer communication. A natural progression is to send out (sendout) the candidate for an interview. These interviews vary in who, how and what preliminary screening, technical interview, client first, client second, face-to-face etc. The Account Manager will communicate the interview details and the recruiter will make the necessary arrangements to ensure that the candidate can attend the interview. The Recruiter and Account Manager will also coach the candidate as part of the interview preparation.
INTERVIEW :
Upon client acceptance of the candidate, the offer with respect to the engagement needs to be finalized and signed off. The contingent offer made during the recruitment phase will be finalized at this stage. Upon acceptance, the Account Manager confirms assignment acceptance with the client/customer.
OFFE R:
The client will issue a purchase order and the candidate is scheduled to report to work at client site. On the date of commencing work, the candidate is considered placed and the pertinent information regarding the assignment and purchase order is sent to the accounting department to initiate time reporting and billing activity.
PLAC EMENT:
I T
S T A F F I N G
L I F E
C Y C L E
Can idate Driven d

Recruit Available
Placement
Submit
Offer
Interview
This recruitment timeline is different from finding candidates for a requirement in customer driven process. We seek candidates from both USA and India to join the company as employees. Very few candidates are ready for immediate start, while majority of them will require the company to file for appropriate work permission. These candidates are hired as permanent employees by the company based on the projected market demand.
RECRU IT:
The candidates will have to go through the necessary process to become eligible to work for the company, for example, H1, L1 work permissions, appropriate visa stamping at the consulate and travel abroad, prior to reporting to work. Even after reporting to work, they are required to obtain the necessary documentation such as social security number prior to becoming available to work. International students from US universities are required to file for Practical Training permission and upon approval they become available for assignment.
AVA ILABLE: SUB MIT, INTERVIEW , OFFER & PLAC EMENT:
Same as in previous
section.
U N I T E D N
S T A T E S
I M M I G R A T I O
4 5
Immigration
The United States of America Immigration and Naturalization law What every IT Recruiter must know.
Chapter Chapter
he United States of America is a country of immigrants and welcomes people with extra-ordinary talent to work with proper authorization. The United States Citizenship and Immigration Services (USCIS) a bureau of The Department of Homeland Security is responsible for the administration of immigration and naturalization adjudication functions and establishing immigration services policies and priorities.
The United States Congress decides on the various quotas for visas. The quotas are adjusted following the supply and demand for skilled professionals in the United States. The business climate and economy indirectly influence Congress decisions.
E ployment m Types
As stated in Chapter 2, a staffing service company is also an employer. There are various types of employment offered to employees.
US Candidates
All the candidates y ou recruit from the United States will fall into one of these three categories of employment.
1099 -- Many individuals, particularly US Permanent Residents and Citizens, sometimes prefer to work as solo consultants or take their wages on 1099 basis to take advantage of various tax breaks. That is, the companies pays their wages and report to the US Internal Revenue Service what wages were paid to the individual, and the individual is
E M P L O Y M E N T T Y P E S
1099
W-2 Corp-to-Corp
C U S T O M E R
responsible for paying the various taxes (Federal, State, Local, Social Security, FICA/Medicare) directly to the IRS. This allows an individual to do various deductions such as travel, sales & marketing, etc. prior to computing their taxes. It is different from Corp-to-Corp since these individuals do not always carry the various business and professional insurances required by the clients. If the candidate does not pay the appropriate taxes to the Internal Revenue Service, the company can technically be at risk of having to pay the taxes for the candidate in dire situations. W-2 This type of employment is what the vast majority of the people seek. That is, the company takes care of everything and gives the employee a paycheck. Along with this there are usually additional benefits such are medical, dental, vision, life insurance, retirement plans, tuition reimbursements, vacation etc. In W-2 there are several sub- types of employment: hourly and salaried, full-time and part-time so on. A simplified view is that one type of job is with benefits (salaried and fulltime) and the rest without benefits. Corp-to-Corp In this type of a situation, the company will pay another company for the services of its personnel. Most of the sub-contracting relationships use this type of an agreement. This is very useful when a candidate in on another companies H1 and going through permanent residency thus making it very difficult to attract the candidate to resign from current company and join a new one. The additional benefit of corp-to- corp agreement is that there is no tax reporting consequences and liabilities.
Employee Types
andidates recruited from the United States market are required by the US law to be authorized to work in the United States. This is enforced strictly and corporations found violating the laws are penalized heavily. Repeat and/or major violators risk imprisonment. Every company is required to retain Employee I-9 work authorization eligibility forms available for inspection.
C
J
E M P L O Y E E T Y P E S
Citizen Permanent Resident Authorized to work for sponsor
The IT Recruiters are required to check on the candidate employment eligibility. The US Citizens and Permanent Residents can change employers at will or with proper notice in most states. Similarly there is no restriction on which companies they chose to work for, where as, all other people, popularly referred by the USCIS as aliens are required to have proper authorization prior to working for a company.
C U S T O M E R
Legal Terminolo y g
A term th at is often used when a citizen/resident/company helps someone im migrate is sponsorship. In the United States, the correct technical term used is as follows: the sponsor petitions USCIS and is called the petitioner. The im migrant is called the bene ficiary.
Work Permis ion Visa Types s

ork authorizations by the USCIS are categorized into several types of visas. These visa categories are established for the USCIS to establish and enforce policies and priorities. For example, a very recent law passed by Congress authorized 20,000 H1B visas as separate quota to foreign students (who arrive on F-1 visas) so that this talent is not lost from the United States if the students are forced to return back to their home countries after expiry of their student visas.
The USCIS laws are complex and require a professional to interpret and take necessary actions. This section is for the benefit of an IT recruiter to better understand the various visa categories so that proper decisions can be taken with respect to recruiting activities without wasting too much time pursuing difficult to handle visa situations. F-1 International student apply for this visa to come to the United States for higher studies, typically Masters or Ph. D degrees from US universities. At the end of their education, these students are allowed to obtain permission for a one year Practical Training (PT also called CPT or OPT denoting Curriculum Practical Training and Optional Practical Training). A simple paperwork will authorize the student to work on F-1 PT for an employer. This visa status is also beneficial to the student since the tax consequences are lighter certain types of taxes dont have to be paid.
W O R K A U T H O R I Z A T IO N V I S A S
F-1 H-1 TN-1 L-1 B-1 J-1
While it is easier to hire a F-1 student, it is a lot harder to market them for IT Staffing engagements, since the students are inexperienced compared to rest of the market candidates. These candidates certainly can grasp the culture and language better by virtue of living in US for a few years, but the technical sharpness and productivity is questionable resulting in weak billing after a grueling marketing effort. H-1 This is a temporary work authorization provided to skilled workers. In order for a person to obtain a H-1 a company must sponsor them. The USCIS is very keen on making sure that by issuing this temporary work permission a US Citizen or
Permanent
10
C U S T O M E R
Residents job is not displaced. In order to establish compliance the company sponsoring the candidate is required to file a labor condition application, establish proof of offering compensation commensurate with the prevailing wage. There are two types of situations, fresh H-1B meant for a candidate residing abroad and H-1B conversion meant for a candidate already residing in the United States. The quota for H-1B applies to fresh H-1B candidates only. The candidates living abroad who are H-1B beneficiaries are required to first receive an approval from the USCIS and then take the approval package to the US Consulate for appropriate visa to travel into the United States. The visa step is normally automatic, however, the US Consulates at times override the USCIS decision and deny visa if they have any suspicion. Most rejections go without any explanation. The US Congress aligned with political, social and economic pressures, and not to mention the supply and demand in the industry periodically changes the H-1B quotas. The quota for H-1B was at 65,000 in late 1990s, it was revised to 200,000 per annum for the Year 2000 demand (kept that way for three years), and revised downwards to 115,000 and now to 65,000 from 2005 onwards. A dependant on H-1B visa holder requires an H-4 visa, which does not authorize the person to work in the United States. TN-1 The United States of America signed an ACT called North American Free Trade ACT (NAFTA). This act allows people of Canadian Origin (Citizens and Permanent Residents) to work in United States under TN-1 visa. This is a simplified paperwork process, and the beneficiary can obtain the necessary work permission within a day or less than a week. L-1 With H-1B visas getting exhausted, the IT firms from India found it is easier to send their personnel to the United States, while keeping them on local payroll, on a visa category called L-1. There is no limit on the L-1 visa quota, however, the criteria for an employee to be eligible is set so that an employees tenure with the company for at least one year is established along with their expertise and the business necessity to send the person to the United States. Candidates coming to US on L-1 cannot automatically go to Permanent Residency processing without converting to H-1B. B-1 This visa category is for a short duration business visit six months or less. The paperwork is very simplified; however, the US Consulates watch the candidates very carefully and apply a lot of rigor in identifying a genuine need as opposed to simply granting a visa during the interview at the Consulate. J-1 Some Countries and Governments sponsor and send candidates to the United States with the intent of them returning back and serving the Country / Government. In these circumstances, the sponsor establishes the need for the candidate to return and serve them. A J-1 visa recipient typically has to return to their home country for a period of two years after completing education and a year of practical training. A J-1
11
C U S T O M E R
candidate is suitable for a short duration engagement, and their continuity with the company over a year is questionable.
Visa Process
Upon approval of the work permission a candidate residing outside of the United States is required to obtain the necessary visa to enter the Country. The petitioner or their attorney will send the necessary documentation to the candidate. The candidate is expected to schedule an appointment for visa interview and obtain the necessary approval. For details on the visa requirements the local consulate provide information on their website, for example, visit http://chennai.usconsulate.gov/ to find out more about the visa procedures.
Permanent Process
Residency
The term 'green card' is a common name for the Alien Registration Card. This card is awarded to legal permanent residents of the United States and is evidence of this status. The color of the card is not green, but in fact pink; although it was green many years ago. Until today, the term 'green card' is still used by both government officials and attorneys.
12
C U S T O M E R
5
Customer
Are you born to sell? No you learn to earn. You must understand customers, build trust, and deliver faster than your competition to be successful.
Chapter
Ac ou t Manager c n
T Recruiters work primarily with Account Managers when it comes to dealing with customers. The Account Manager is responsibl e for establishing relationships with customers; building trust and delivering solutions that meet the customer expectations. The Account Manager will assign requirements to IT Recruiters.
The Supervisor at SoftQuest India will communicate with the appropriate SoftQuest USA managers. The Supervisor will establish priorities and deadlines for Requirements along with assigning individual requirements to IT Recruiters.
Types Customers
of
Direct Customers is a general reference to the company having a relationship with a manager who is vested C U S T O M E with authority to transact business or hire from the RT Y P E S company, or a reference to relationship between Direct companies where in the company manager has access to decision makers either directly or via their procurement J Indirect process. The direct customer is a general reference to the level of access and control the Account Manager has in procuring business from the target company.
13
C U S T O M E R
Indirect Customer -- is a reference to many possibilities of conducting business through relationships with others. With Indirect Customers the Account Manager does not have any advantage or leverage over the customer.
Levels Interaction
of
Direct is the most preferred method for conducting business, however, there are always gatekeepers, processes, and management programs that generally restrict free access when it pertains to IT staffing. Small companies, Venture Funded companies typically are more open to direct contact.
L E V E L S
O F
I N T E R A C T I O N
Direct Tier 1 Tier 2
Tier 1 -- As companies get bigger and their IT demands grow, they typically tend to streamline their procurement processes and establish guidelines, policies, procedures that IT vendors are required to comply. This includes insurances, candidate screening, background checks, following the company established protocols for requirements and submissions. Tier 1 indicates that the relationshi is between p the company and us directly.
Layers
Tier 2 -- All the needs of large corporations are extremely difficult to be met by a single company. As a consequence these companies establish with one or more IT staffing firms as their Tier 1 vendors, who in turn are allowed to use smaller IT firms as their sub-contractors. This relationship of going through another company, which collaborates and competes for business with the parent company, is called a Tier 2. Layers When no direct relationship is possible to do business with a company directly, there are always avenues to procure sporadic business opportunities via other companies that are either in a Direct or Tier 1 or Tier 2 relationships. This is usually referred to as Layers. There is no limitation on how deep the layers can be, but typically after 2 or 3 the relationship loses its viability and will not be practical. A common solution to avoid excessive layers is to use a broker relationship where in a party that facilitates procuring business is compensated via a commission structure as opposed to establishing a contractual relationship for services.
Companies Organization
&
Every company has an organizational hierarchy. As an IT recruiter it is imperative that you understand the nature of business of the company, how the IT organization helps the company succeed, along with skills and resources required by the IT organization. The organization structure and decision-making hierarchy is best described using an organization chart. Unfortunately, all companies
protect their organization charts as proprietary and confidential information. The daunting tasks of methodically
14
C U S T O M E R
constructing via reverse engineering an organization hierarchy establishing appropriate relationships usually has its share of benefits.
and
As an IT recruiter you are expected to develop an understanding of the companies, their competencies, management styles, IT staffing expectations, types of positions etc. This knowledge becomes a crucial differentiator from your competition and is valuable for procuring successful placements by being able to identify and submit right matches/candidates quickly.
15
R E Q U I R E M E N T S
6
Requirements
How should you go about working on requirements?
Chapter
R
J
equirements are classified as several types depending on the nature of the requirement and the source of the requirement.
R E Q U I R E M E N T T Y P E S
Permanent Placement Direct Client Vendor List Indirect
Permanent Placement requirement is usually a request from a company for a candidate that they wish to hire directly on to their payroll. This requirement is for the IT Staffing Company to identify and submit suitable candidates for a fee to facilitate the company hiring the candidate. These opportunities typically tend to be of strategic importance since it provides favorable access into an organization along with a fee for the transaction.
Direct Client requirements are the most advantageous and beneficial requirements to work on since there is a high probability of a successful placement by virtue of the access to decision maker and flow of information along with feedback to make the necessary adjustments until the requirement closes. The number of competitors in these types of requirements is in the range of 10 to 20 companies only. Vendor List requirements arrive on a steady stream basis via a procurement program. The Vendor management organizations, procurement divisions, Tier 1 who typically send these requirements also make sure that the hiring manager name, department etc. are suppressed to eliminate the possibility of a direct contact. Since companies have several Tier 1 and Tier 2 vendors, the competition for each requirement is very fierce and the number of companies responding to a requirement can vary from 20 to 100. As a IT recruiter you are expected to be lightning fast and make your submissions in matter of hours to stand a chance of acceptance of your submission before the manager gets flooded with resumes and closes out the requirement for further submissions.
16
Indirect requirements are by far the most difficult ones to predict the outcomes. However, it is a necessary part of the business. These requirements become valuable when we have candidates who come off assignments and badly need a new assignment quickly. Since we have control on the candidate, indirect submissions are acceptable. As an IT Recruiter you must develop good relationships with other IT recruiters so that you can leverage the relationship to market your candidates as and when necessary.
Req irements u She t e
Sum ary m
Your Manager will maintain and update the requirements summary sheet everyday. You are responsible for contacting your manager to have requirements assigned to you based on your workload and interest. Obviously the more placements you can generate the more you get rewarded for your work.
DIRECT/PREFERRED CLIENTS State of Ohio REQ # SQ0152 Job Description Crystal Reports (CRRS) Developer Open 17-May-06 Status Open LOC OH Rate 45 Notes Face to Face Interview Assigned Ajay
Avaya Communication SQ0151 SQ0152 VC++/MFC Developer C/C++ Developer 17-May-06 17-May-06 Open Open NJ CO 40-45 50-55 6 months; right to hire Raju Raju
IBM (Permanent Placement) SQ0153 SQ0154 SQ0155 SQ0156 SQ0158 SQ0159 Systems Architect VP, SOA Solutions EAI Build Engineer EAI Solutions Architect Senior Business Intelligence Prod. M EAI Solutions Architect 18-May-06 18-May-06 18-May-06 18-May-06 24-May-06 24-May-06 Open Open Open Open Open Open Any NY NY NY NY NY 110K/yr Open Open Open 115K/yr Max. 130K/yr Max 100% travel 40% travel Eldos Eldos Eldos Eldos Eldos Eldos
Priority Work / HOT requirement
17
Req ireme u nt
As an IT Recruiter you must pay very close attention to the requirement before commencing work. A requirement typically has a lot of valuable information, which will help you focus your effort. A well-written requirement will contain the following information. Rate / Pay relates to the bill rate that we can offer. A bill rate is usually $ per hour offered to a company on a corpto-corp basis. If it is a 1099 candidate it is the hourly rate payable to the candidate. If a consultant of a company is discussing the bill rate -- while not normal you can expect to run into such situations it is the all inclusive rate offered to the consultants company. Pay rate is usually for permanent placement and the pay is offered as $ per annum as base pay and the company benefits etc. are separate. The various abbreviations used in requirements for rate are as follows: DOE Depends on Experience ALAP As Low As Possible OPEN Means, what can you pay? is used to indicate the nature of the
R E Q U I R E M E N T I N F O R M A T I O N
Bill / Pay Rate
Job Type Experience Primary Skills Description Start Date Duration Location # of Openings Special Considerations
Job Type requirement. The various abbreviations used are:
Perm Permanent Placement / Job. Some companies will file for work permissions, while most of them require a permanent resident (abbrev. GC) or a citizen. Contract On Contract Contract-to-Hire After a specified duration, the company may hire the candidate directly and has the right to do so. Experience The requirement typically specifies the amount of experience sought in a candidate. This experience is usually divided into non-US (India etc.) and US experience. The employers value the US experience. The authenticity and verifiability of experience is of utmost importance for the company image and procurement of a successful placement. These days there are too many resumes with inflated experience.
18
Reference Che ks c
As an IT Recruiter y ou are required to establish the credibility of the candidate via proper re fe ence checks and ensuring the ac curacy of the re s me or CV. Make r u sure that the dates of education and work experience don t overlap unreasonably. Manager re fe ences are ac ceptable while pe er and family re fe ences are r r consid e re bogus. d Primary Skills describe what the customer is seeking in a candidate. Combination of skills will generally indicate the type of candidate being sought.
Termino lo y/Skills g
As an IT Recruiter y ou are required to understand the skills listed out in a requirement and be a bl to scre en candidates to deter ine their competency. e m Description is a more verbose statement intended to bring further clarity to the listed skills. It usually has secondary skills, critical skills/qualities the company is seeking etc. Start Date indicates when the candidate is expected to report to assignment if selected. Some of the abbreviations used are: ASAP As Soon As Possible IMMEDIATE meaning they dont want to wait for a typical two week notice for someone to resign from a job or assignment. Duration is the period of assignment. This information is extremely crucial since most of the financial calculations with respect to the bill rate are based on the duration. The cost of moving a candidate to a new location for shorter durations will require the company to charge more $/hour to recover the cost and viceversa. On assignments shorter than 3 months, it is not uncommon to ask for per diem, travel and living expense reimbursement. Location is important to figure out the cost of living, proximity of the candidate location to the advertised job location etc. All of these will have a bearing on the bill rate. As an IT recruiter you may be required to find candidates who are willing to travel at their own expense for interview. Sometimes, the client explicitly states the need for local candidates. In other situations, a face-to-face interview requirement will reduce the geographic range of your search for available candidates. # of Openings If multiple openings are advertised it offers some leverage in bill rate negotiation due to the potential cost savings by virtue of multiple placements and possibility of candidates sharing expenses/costs in some situations.
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Special Considerations Additional information such as travel requirements, international travel/visa requirements, security clearance eligibility, certifications, etc. are covered as special considerations.
Sample Requirement
Title: UNIX Shell and Informatica Developer Positions: 1 Duration: 6/1/2006 - 12/1/2006 Order Type: Consultant Contractor Work Location: NJ Interview Type: Phone Interview Required Travel: No Travel Required Work Environment: Professional/Corporate. Works under direct supervision. Anticipated Schedule: Typical 8 Hour/Day. No overtime. Required Dress Code: Professional Job Description: This person will be responsible for inbound data feeds and preprocessor components in the UNIX and Informatica areas. This will include maintenance and support for the file structure for accepting the inbound files used for processing, transferring of the data files into the landing schema tables, and the transferring of the data to the TrueComp staging tables, which includes the processing of all edit checks performed on the data inputs. Additionally they will be responsible for Batch Loader (BL) which is an access database tool that is used by the compensation managers to mass load data to our landing tables and ultimately into TrueComp. We run weekly pipeline processes with monthly payroll processing of International and US payrolls. Key skills required: 3 years experience in Shell scripting, Java, Oracle 8/9, Informatica and HP-UX. Experience in Visual Basic, MS Access and ASP is highly desribale. Work will be on the Global Sales Compensation System. Experience with development of sales compensation application in the past would be a plus. Hours may be flexible to accommodated processing hours.
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R E C R U I T M E N T
7
Re ruitment c
Build your reputation as top-notch recruiter by delivering quality candidates.
Chapter
nventory of candidates is crucial for every company to succeed in this business. You as a recruiter are expected to build a portfolio of most placeable candidates (MPCs).
Can idate Types d

C A N D I D A T E T Y P E S
Active candidates are people who are searching for a job or assignment using all the means available to them. For example: Submitting their resume to 100s of companies directly Asking lots of consulting companies (competitors) to market him/her.
Active Passive Touch-Me-Not
Active candidates present the risk of submission collision deliberate underbidding etc. leading to bad money and low quality opportunities. Submit Active candidates to direct clients or v ia v endor programs and make the candidate aware of the submission to preserv our exclusive submission e for the requirement.
Passive candidates are people who are our own employees or candidates who are interested in a job or assignment but are not directly submitting themselves for various job opportunities.
21
Build your inventory w it most placeable and passive candidates for better results. h Touch-Me-Not or blacklist candidates are those people that are deemed as unsuitable for presentation and come with the risk of bringing bad reputation to us as a result of their negative attributes. For example, bogus resume, drug addition, uncontrollable emotions etc. In most states in USA it is illegal to maintain a blacklist of candidates, but companies in their human resources files log whether an employee is OK to rehire which is legal. You are basically recruiting either for a customer requirement or for the company to increase the candidate pool.
Re ruitment c Types
R E C R U I T M E N T T Y P E S
FOR REQU IREMENT -- Speed is of the essence in recruiting for a requirement. Most active candidates are submitted within hours of receiving a requirement.
Passive candidates with unique skills have the best chance of being considered for an interview. Always attempt to submit at least one passive candidate per requirement before the requirement is closed. Majority of the requirements are closed for submission in two days to a week. Only few exceptions occur when the requirement is open for longer period. In case of direct contact with the hiring manager, it is possibl to submit e candidates until the position is closed.
For Company
For Requirement
Submit y our active and passive candidates in your portfolio w ithin one hour of receiving a requirement. Do at least two submissions w ithin 24 hours. FOR COMPANY Inventory of candidates is crucial for every company to succeed in this business. In order to have a steady stream of candidates available, several ways of sourcing need to be pursued. The key goal of recruiting for the company need and to build your portfolio is to bring in candidates as our own employees. This activity typically requires selling the company to the candidate, establishing good rapport and mutual trust, with most placeable applicants. The Account Manager will review your submissions and take appropriate hiring decision.
22
Target H-1B Co version Candidates working for Indian firms n who are interested in sett ling down in USA
Find most placeable applicants w ith hot and marketable skills in USA. Ensure that you have done the d ue dilig ence a nd are conv inc ed th at the candidate will stay w it us for 5 to 6 years in a mutually bene ficial relationship. In other words, until h the candidate attains US Permanent Residency.
So rc s of Candidates u e
W
S
hile you may come across a lot of resumes it is important to identify the most suitable and marketable candidates aligned with the company expertise and strength. The various sources to find good quality candidates are: Company Database -- Since the inception of the company we have been actively contacting candidates and recruiting for various positions. This information is archived and is availa for quick internal search. You should tap into ble this database and follow-up with old contacts to see if they are interested in a job or assignment change. Network of Recruiters / Companies A database of companies and recruiters is maintained for the very specific reason of helping one another to fill requirements. You can always broadcast your requirement to this network to identify suitable candidate for the requirement. Referrals Many times the best candidates for a particular position come via referrals. In fact, some of the referrals come from hiring managers who either have to move some of their contractors out or are interested in bringing a particular person they are interested into their group. Candidate Datasheets While screening candidates, there is a lot of information such as peers, references gathered. A quick search through these references may serve as valuable source for quality candidates.
S O U R C E S
F C A N D I D A T E
Company Database Network of Recruiters / Companies Referrals Candidate Datasheets Job Boards Website Advertisement Organization Charts User Groups, Special
Interest Groups
Buzz Word of Mouth Internet Research Network of Local
JCandidates
Tradeshows, Job Fairs
Job Boards Most of the consulting companies subscribe to at least one job board website. This is a good source for you to run powerful searches to identify closely matching skills / candidates who are available in the market. This usually leads to active
23
candidates, hence you will have to be very efficient and fast in identifying, screening and presenting the candidate. In case of hiring for the company, this usually is the best source of candidate pool for you to mine effectively and build a sound portfolio of candidates. Website Over the past several years, thousands of visitors have gone through our website. Posting jobs on the website is a good practice to continuously attract talent. A significant number of responses are usually from our past acquaintances, employee referrals, customers etc. Advertisement Occasionally running advertisements in local newspapers, magazines is necessary to reach out wide audience for urgent and hot opportunities. In special situations, some customers are willing to pay for these costs to maintain their anonymity. Organization Charts Every organization considers its organization chart as proprietary and confidential. As you reverse engineer and seek out information, it becomes very valuable to go through such charts to target specific expertise and candidates. The more information you are able to accumulate the better advantage you have in zeroing on to the right candidate when opportunities arrive. User Groups, Special Interest Groups High specialty and hot skills candidates can be easily identified if you can reach into certain user groups, special interest groups. These networks have insight into the industry trends, candidates who are the experts / hot, and which candidates might be open for a new job or assignment. For example, there are a lot of US Citizen / Permanent SAP consultants who work via their network to procure high billing consulting gigs. Buzz / Word of Mouth This is by far the most benefic way to recruit the ial candidates. Once you become known as a top-notch recruiter and have a stream of candidates lining up as a result of your past performance and the market buzz, you will have plenty of choices and a large candidate pool to pick and choose. Creating a buzz has a ripple effect and gives your tremendous amount of momentum in building a big and robust portfolio. For example, you could become famous as the recruiter to get in touch to go to USA. Internet Research Sometimes you will end up with customers wanting a superstar, an exceptional candidate, and by virtue of the companys relationship you may be obligated to procure the golden deer or a purple squirrel. In these cases, Internet Research will prove to be very effective. You can zero in on organizations to focus your recruitment efforts. Internet research can be valuable like electronic gadgets that can help you find the schools of fish in the ocean. Network of Local Candidates Most of the consultants or candidates are always talking to their peers about their current jobs and market opportunities. Your ability to
24
reach out to these groups or networks of local candidates is critical for your success as a recruiter. Many of these candidates will also be able to provide referrals for you to address the requirements at hand. Tradeshows, Job Fairs Candidates who are willing to seek out new opportunities typically look out for tradeshows, job fairs to attend to scope out the current market trends, available opportunities and even drop their resumes for hiring consideration. Attending these tradeshows and job fairs will give you an insight into who are available, how many candidates are in the market etc. If you can manage a booth it will provide visibility, establish a brand and attract candidates.
Re ruiting Ski c ls
esume or Curriculum Vitae (CV) is the staple for a recruiter. You will see millions of them in your career, or at least thousands of them as you begin your career. Your ability to find the winners and evaluate them requires two simple and primary skills: Internet and Telephone. Your ability to navigate the Internet to locate the candidates and get on the telephone to evaluate them is the life blood for your profession.
Internet -- In the previous section we have covered the sources of the candidates. Your ability to communicate, B A S I C S K I L L S search, and seek out the winning resumes requires good written communication skills. You need to be proficient at Internet searching on the Internet, sending out e-mails (including bulk e-mails), J Telephone writing articulate messages, and attracting good talent. Telephone Once you have what appears like a winning resume you need to be able to evaluate, interview, and complete the due diligence on the candidate. Since a majority of your candidates are in USA, you will have to develop and rely heavily on your telephone skills: cold-calling, dealing with gatekeepers, voicemails, interviewing, follow-up and relationship building. If you are afraid to pick-up the telephone and talk you will be missing out on the most exciting and rewarding part of your job. The number of e -m ails y ou send, internet searches you pe rfom, and telephone calls r y ou make are a direct measure of y our effort to get the job done. A sh arp fo c on us re s lts will help y ou get it done right. u
25
Can idate Screening d

our ideal candidate must possess all of the required skills mentioned in the requirement along with some of the desired and optional skills sought. A skill match is only the first part of your assessment even though it is the most important one with respect to determining a match or a no-match. The ideal candidate must be interviewed and evaluated further to make that rest of the criteria for submission is also met. This involves understanding and capturing information such as candidate skills, expectations, ability to relocate, availability to start assignment, urgency for change, authenticity of resume, communication skills, presentability etc. The next chapter describes the submission criteria in detail.
Identify winning resu mes, screen most placeable candidates (MPCs) quickly and perform due diligence be fore submission.
Evaluating a Resume
The resume is the leading indicator of the persons qualities. As part of your overall evaluation the following must be taken into consideration: 1) Overall Appearance o Check for spelling and grammar errors. o Check for proper tense. o Is it readable? o Chronology of work experience. o Was it prepared by an individual, professional, or manufactured with bogus experience? o Does it match the requirement or not? Is it impressive or light for the job? 2) Organization o Does it tell you what the person did or is it simply describing a project without telling what the persons role and responsibility was at that place? o Is there sufficient information to demonstrate the breadth and depth of knowledge?
26
o Is there a clear progression of work and career direction? o Is the information consistent, understandable and verifiable? o Is it organized in a logical manner and easy to follow manner? 3) Education o Are the degrees, universities and graduation dates clearly stated? o Other certifications and dates mentioned? 4) Experience o Is the persons contribution to the job quantified? (number of people on team, money saved, lines of code written, quality of deliverables etc.)?
o Is it clear on what the person actually did on the job? o o Diligence: Real titles, direct employment Vs consulting engagement, Real Employer, Actual duration of job(s). Is the persons capabilities, primary skills, and experience coming through clearly from the resume? Is it verifiable with references (not peers, friends, or family members, but with real managers). US Vs India experience Manufactured experience). (in other words, Real Vs
5) Information concerning other relevant activities o Community or Professional Organizations o Publications & Articles o Hobbies and Special Interests It is essential to maintain ac curate re c ods on the candidate (candidate/contact r pro fie she et) to assure compliance w ith laws and to serve as paper trail for future l planning and recruitment. Documentation, Organization, and Consistency are essential to procuring the M ost Placeable Candidates (MPCs) cheaper and faste r than our competition.
27
Interview Ta tics c
ake charge of the inteview by conducting them with care and diligence. You must be well prepared to do the interview and have your questions thought out before you place the telephone call. Interviewing is a critical and complex task that must be performed very methodically while sticking to your plan avoiding distractions (candidate charisma, turn offs, etc.).
T
S
I N T E R V I E WT A C T I C
Non-directive
Dispassionate Neutral Non-Argumentative Non-Opinionated
Non-directive -- Candidates will be seeking direction in your questions to guess what answers would be appropriate and satisfactory to you. That is, use your direction to tell you what you want to hear. You must be very non-directive in asking questions. That is, do not give out any indication on what is the right or wrong answer when you are asking a question. Dispassionate It is easy to feel passionate, competitive about a topic, company, assignment, or any topic for that matter. You must control your emotions and probe deeper and let the the
candidate talking.
do
Neutral Do not favor one opinion or view or answer over the other. Remain neutral, encourage the candidate to speak and put them at ease. Keep your reactions to the candidate actions, responses to yourself. Remain calm and maintain a steady voice. Non-Argumentative Candidate responses may trigger a range of emotions such as shock, disappointment, frustration, anger, sympathy, happiness, but you have to be careful and must not display your emotions to avoid leading the interview off track from the structure and intent of evaluation of the candidate. Non-Opinionat ed -- You may not even know what American Football or Golf are, but you should remain encouraging and Non-Opinionated. These are typical ice- breakers or conversation starters. Do not reveal to the candidate that you dont know anything about their interests or you think Cricket is greatest sport of all time. Do not let personal and individual opinions influence candidate evaluation. Since you may not know the technical details, you m ust prepare yourself w it a h few questions to ask or se ek management help in technical scre ening of the candidate. While be ing supportive and enthusiastic to work w ith the candidate, identify red flags th at would disqualify the candidate. This is the best way to avoid customer re jecion or crisis management during and after customer interview. t
28
S U B M I S S I O N
8
Submission
No one knows about your superstar candidates unless you submit. You must submit candidates that you can leverage or control, , otherwise you could be wasting time.
Chapter
ost of the successful placements are a direct result of submission of high quality candidates in a timely manner. While a recruiter or company may feel good about its ability to present high quality candidates, the true test in the competitive market place is when the candidates are presented to the customer. When customers are flooded with lots of resumes they tend to request interviews for the best of the candidates that were submitted by all the parties interested in earning their business.
For each candidate you intend to present to your Account Manager, the following information must be submitted: Resume -- Based on the candidate screening and evaluation notes, you must edit the resume into the company standard format for presentation to the Account Manager. Ask your supervisor for a sample template and examples of good resumes on file. Contact Information Other than the full name of the candidate, rest of the contact information such as address, phone numbers, social security number, references etc. are withheld from the resume. This information is meant to be provided should there be interest in interviewing the candidate. However, this information is mandatory for the Account Manager to have on file prior to making the submission. Skills You need to present the summary of qualifications, primary skills, secondary skills, other skills as part of your profile presentation to you Account Manager. This presentation
S U B M I S S I O N
Resume
Contact
Information SkillsRate Availability Motivation
Urgency Relocation Current Situation Contract Terms
Competition Authenticity Communication
29
S U B M I S S I O N
should also include years of professional experience, along with number of years in USA. Many customers completely discount overseas experience and consider only the US experience. Rate You must present the end customer bill rate for the candidate. If this information is not available you should be able to figure out the rate using the company standard formula to compute the minimum bill rate on the candidate using the candidate compensation expectation. If it is a sub-contract situation, you must provide a rate that includes sub-contractor rate and our mark-up addition. Availability It is important to know whether the candidate can start the assignment immediately, or with two weeks notice or any other considerations. The time needed to start the job from the date of offer is also referred to as Availability. Motivation You must capture why the candidate will take up the offer, if given today. Is the candidate out of assignment, or whether his/her assignment is coming to an end with no possibility of an extension etc. Urgency Is there a compelling need for the candidate to take up the offer if made. The urgency for change or taking up a new assignment should be established and communi ated effectively. Why is change preferable now as c opposed to a few months or a year from now? You should be able to probe and establish the urgency. Relocation You must capture candidates willingness to take up the job or assignment in other cities, states, or anywhere in USA. This is critical information that can make or break the placement. For example, some candidates want to find a job in a particular City or Cities, while others are flexible to a set of States (typically adjoining states), and many on work permissions are open for positions anywhere in USA. Current Situation Is the candidate out of assignment and on bench or is the candidate terminated, if so for what reason? How desperate is the candidate? Are there any competing offers or interviews in progress? This kind of information is necessary for the Account Manager to decide. Contract Terms The terms and conditions of the offer (W-2 Salary, 1099hourly rate) or sub-contract (corp-to-corp, 1099 hourly) etc. must be captured and presented to the Account Manager. In case of sub-contract, the name of the company, bill rate, their Account Managers name etc. must be provided. Competition In case of sub-contracts and market-hires it is possible that other competing firms may also be marketing the candidate. It is important to solicit and capture this information in the data sheet and present to your Account Manager.
30
S U B M I S S I O N
Authenticity Your interview evaluation and opinion on the candidate authenticity, ability to perform the required job, and truthfulness in their professional skills and experience is necessary part of your submission. Presentabilit y Some candidates are good on the resume, however, when it comes to customer interviews we run the risk of them faring poorly. You should probe hard to find out if the candidates are suitable for presentation. For example, we run into situations where a candidate promises to work as a consultant on a contingent offer basis, and in the customer interview starts soliciting direct and permanent employment. Communication While many people are technically qualified, particularly the newer generation in US on work permissions who are in the nascent stages of their career are in general weak in communication (both written and oral). You should rate their skills on a scale of 1 (low) to 10 (high) based on some data. This will help present the candidate appropriately and avoid being perceived as overstating the facts. Special Considerations You must also present any information you were able to gather with respect to non-competes, reference checks, previous performance history, work permission status etc. They all have a bearing on the submission.
31
I N T E R V I E W
9
Interview
The best of the resumes can only open the door for an interview. How a candidate performs in the interview determines the final outcome.
Chapter
tiquette is extremely important to be perceived as a professional this business. Both the candidate and recruiter have a big responsibility towards each other and more importantly to the customer. When a candidate has passed recruiter screening, evaluation, the submission has been accepted and the customer wishes to interview the candidate, your job responsibility increases as you get closer to making that placement. The responsibility to coach and prepare the candidate to do his best rests on your shoulders.
You are re sponsib le for making the candidate aware of the interv iew co-ordination , of date, time and p hone numbers to reach one another. You should prepare the candidate by sharing your knowledge of the customer and job expectations/requirements. Follow- up immediately after the interview to understand what transpired and relay the information to y ou Ac count Manager to follow-up w ith the customer. Job Description -- Your best bet for preparing the candidate thoroughly is to forward the job description with sensitive information (contact names, numbers, rates etc.) withheld. This way the candidate gets to read what is expected from an interviewee. If you have any additional information such as Manager profile, customer profile etc. it is best to share over the telephone as part of the coaching offered to the candidate.
C O A C H I N G
Job Description
J J
Interview Schedule Coaching Reminders
Interview Schedule You must promptly contact the candidate and inform about the interview, the nature of Closure the J interview (Recruiter pre-screen, Human Resources Screen, Technical Interview), date, time and who and how the candidate will be contacted. Make sure that the interview occurs over a landline, not mobile phones, and the candidate is present alone (no help/cheating), actual candidate is going to take the interview etc. As a
Follow-ups
consequence of
32
O F F E R
such unfortunate instances many customers insist on a face-to-face interview. In fact, some of them even require a written test. You must communicate the customer expectations to the candidate and his/her company in case of a subcontract. Coaching Many candidates are inexperienced when it comes to consulting engagements and are bound to make common mistakes, such as volunteering unnecessary information that may adversely impact the placement. Some divulge information on their work permission situation and petitioner company. Some divulge information indicating that they are embedded in layers of sub-contracting companies. All of these responses are counter-productive and the candidates need to be coached to take the interview to the scope of them offering their professional services and leave the business matters to their company to handle. You as the recruiter will be responsible for putting together a checklist of Dos and Donts of an interview and prepare the candidate adequately prior to the interview. Reminders At times candidates go into extreme stress and get confused about the interview times, particularly time zone differences etc. and end up missing the interview telephone calls or show up late at the customer location for the interview. In some instances, candidates end up getting lost and start seeking directions to the customer location very close to the interview time. Your responsibilit is to put some alerts in your system, contact and guide the candidate y to the interview avoiding minor mishaps and ensure that the interview occurs as scheduled. Be ready to do mapquest for directions, or a telephone reminder etc. Follow-Up The best gauge of how the candidate fared in an interview is the immediate follow-up while the interview is fresh in candidates mind. Ask openended questions, allow the candidate to speak, gather information, take notes and send to your Account Manager. Look out for red flags such as, questions that candidate had difficulty with, how long the interview lasted, how the manager closed the interview with the candidate etc. Closure After receiving your post-interview follow-up summary, your Account Manager will contact the customer and solicit feedback. This may take a day to a week depending on the urgency to fill the position by the customer. During this period it is important for you to stay in daily contact with the candidate and exchange any information you have until the customer reaches a hire or no-hire decision. Once the decision is reached you must communicate the news, whether it is good or bad to the candidate very candidly. Should the customer decide to hire the candidate you must proceed to the next stage of offer/contract, otherwise, you continue to encourage the candidate and seek out other opportunities where you can submit the candidate.
33
O F F E R
Chapt er
10
Offer
The most delicate and nerve racking period in the life-cycle is to turn the customer acceptance to candidate offer acceptance and a successful placement. If you are not careful many things can go wrong, like the slip between cup and lip leaving dirty stains on your clothes.
f the candidate is a company employee your job is simplified. The Account Manager if necessary may suggest a compensation revision to make the city/cost of living differential adjustment along with relocation reimbursement if any. It all depends on the nature of assignment, proximity to current work location, bill rate and other factors. You simply need to work with your Account Manager and the candidate to bring closure and commence the assignment/engagement.
I
J J
O F F E R
Permanent Hire (India) Speculative Hire (USA) Contingent Offer (USA)
Permanent Hire (India) -- Candidates hired from Indian market need to be taken through extremely long work permission process, approximately 10 to 12 month duration, before they can report to work. Considering this fact, along with substantial financial commitment, you need to identify candidates who are committed, loyal, capable for permanent
hire, that is, these individuals should stay with the company for a period of 5 6 years, preferably until they become US Permanent Residents. You can start submitting these candidates for placement only after they have arrived in the US and reported to work, at which time, they are deemed available (see Chapter 3: Candidate Driven Section). Speculative Hire (USA) Our intent here is to hire candidates already in the USA who are keen to switch so that they can go through US Permanent Residency through us. There are several benefits and motivators for candidates of reputed Indian firms to convert, since they face the risk of being sent back to India as soon as they complete their assignment. The advantages of hiring such candidates are: o They can stay on assignment until you find a new assignment, which
reduces the financial burden on us. We do not have to incur the expense of helping a new hire transition into the US market place.
34
O F F E R
o Their visa processing is shorter. They can join within a month or two as opposed becoming available after an year. o Candidate is already familiar with the country and culture. They can get to a fast start and are easier to place. Conting ent Offer (USA) Most US Citizens, Permanent Residents, and candidates on work permissions (H-1B visas in particular) with other companies are usually keen on finding an assignment / job quickly and are Active. In such situations it is best to make a contingent offer. That is, we will make submissions based on the contingency that we will hire or sub-contract them provided they get selected by the customer. These kind of offers protect the company from financial obligations should the placement not take place.
You must have control and leverage on the candidate.
35
P L A C E M E N T
Chapt er
11
Placement
Many a game is won or lost in the last few moments of the match. Never stop until the job is done.
hampions in all sports know how to finish and win in the fleet moments or last few seconds of the match. The most important period in the IT Staffin life cycle is the placement window, where the customer has g selected your candidate and now it is your job to make it happen, that is, you need to do the necessary to ensure that the consultant reports to work on scheduled date. This is the make or break part of the deal.
Do ev e ry t possible to make this transition easy for the candidate to avoid hing last minute surprises. Relocation -- Understand that it is possibl for the e candidate to have never been to the new City where you want him/her to perform the assignment. Be very understanding of the situation and helpful in making the transition smooth. For example, if the company has any candidates already on assignment in the same City you can solicit help from them. You can look up temporary stay places, extended stay places, and so on to help the candidate as much as possible and reduce their stress and anxiety.
A S S I S T
Relocation
J J
Contract
Assignment Preparation Policies & Procedures Customer Orientation
Contract All the contracts and documentation, including documents required by the client must be completed promptly to ensure that the candidate is on schedule to report to work as promised to the customer. Assignment Preparation In some instances it is advisable for you to prompt the candidate to brush up on the job related skills, or speak to others at the customer site to understand his role and customer expectations. The customer will be expecting the
36
P L A C E M E N T
candidate to start producing from day one, hence the candidate needs to go prepared and start immediately. Policies & Procedures You need to familiarize the candidate with policies and procedures. These typically involve submission of time sheets on weekly basis with customer signature, pre-approvals from the customer for time-off, business trips etc. Explain company procedures for processing expense vouchers, payroll / payments etc. Customer Orientatio n Each customer / company has its own culture. Orienting the candidate to the new environment you are sending him/her will be extremely valuable and beneficial.
37
T R A I N I N G
Chapt er
12
Training
Get It Right Now, and No Matter What!
ractice make you perfect. Gaining the right skills is fundamental to reaching your potential and success in life.
This is not a sport. Its real life. When y ou are the one on the line to deliver result s, the a n aogie dont offer much comfort. The risks of placements that don t materialize l s are so great th at they can affect your very surv iv l and the surv ivla of y our company. a The following is required training that must be completed prior to induction as a permanent employee.
Au io d
Principle Centered Leadership
38
T R A I N I N G
How to Make Peace With Anyone How to Win Friends an d Influence People
Workshop / Classro m o
Resume Preparation Time Management Understanding Organizations & Networks (reverse enginee r a client profile) Information Technology Terminology Sp oken English Written Com unication m Conta ct Profiling
To ls o
ACT (Contact Management) cBizOne Job Search Board In-house Timeshee t & S tatu s Reporting Tool
39
B U S I N E S S S
G O A L
Chapt er
13
Business Goals
Think strategically while making today happen!
Mis ion s
Those who dream by night wake to find it was vanity. But the dreamers of the day are d an gerous men, for they m ay act out their dream w it open ey e to make it h s possible. -- Lawrence of Arabia (S evn Pillars of Wisdom) e
40
B U S I N E S S
G O A L S
Strategy & Ta tics c
41
B U S I N E S S
G O A L S
Goals
42
B U S I N E S S
G O A L S
Operatio s n
43
G L O S S A R Y
Chapt er
14
Glossary
Assign Assignment Available Bill Rate Conversion Fee Account Manager Fill Rate Hot List Invoice No-hire clause Non-Compete Clause The act of sending an employee to work on the client premises. The period of time during which an employee will work for a client. An employee ready to take on client assignment. The rate at which the client is billed for employees services A fee paid by a client to staffing company when an employee is hired by the client on a permanent basis. A permanent employee of the company who assigns employees to client job orders. The proportion of job orders for which a staffing service is able to find candidates List of available candidates that require client assignments. A bill sent to the client. A clause in which clients agree not to hire employees on assignment with them. A clause restricting employees from competing with the staffing service company.
44
G L O S S A R Y
Outsourcing Pay Rate Payroll Permanent Placement Purchase Order Time Sheet
farming out to another company some function(s) a company would normally perform itself. The rate at which the staffing service pays the employee. The salaries and wages paid to employees. The act of sending a candidate to work for a client as their permanent employee. A formal commitment to use the services of employee on assignment by the client. A record of hours worked by the employee and approved by the client manager.
45
A P P E N D I X
Appendix A: Sample Interview Question s
GENERAL
How did you know about our company? How did you know about this job or assignment? What do you know about our company? Why did you apply for this job? What type of employment are you seeking with us? Are you authorized to work in the US for any employer? If no, are you seeking a corp-to-corp agreement or join us? How would you like us to assist you in your job search? Why are you looking for a new job? Are you currently employed or on assignment? Are you willing to relocate? What compensation are you expecting? If corp-to-corp, who should we discuss compensation/bill rate with? If corp-to-corp, who is your Account Manager? How can we contact him/her? If corp-to-corp, and candidate is on work permission, what is the name of the company that petitioned for your work permission? What is your availability?
46
A P P E N D I X
Appendix B: Worksheets
Reference Check Worksheet Candidate Data Sheet Employment Application (See your manager for a separate four page form; not included in this manual)
47
A P P E N D I X
Reference Check Worksheet

Confidential reference for Date Obtained from (reference) References current title, employer References telephone (work) References telephone (mobile or home) References reporting relationship to candidate Candidates current employer Candidates title Candidates dates of employment Nature of the candidates work (be specific) When & where?
Describe the candidates strengths
Weaknesses, if any, and how the candidate worked to overcome them
Describe the candidates technical and professional capabilities
How did the candidates performance compare with others in a similar capacity (scale of 1 to 10)?
How did the candidate get along with his supervisors and peers?
Describe the candidates written and verbal communication skills How would you describe the candidates work ethic and job attendance? Were there any personal problems affecting his work? If a suitable position were open, would you rehire the candidate? Additional comments
48
A P P E N D I X
Candidate Data Sheet
49
A P P E N D I X
Ap endix C: Reports p
User Activity Report - This Week (Sample)
User ID: Admin
Compa ny Nam e Department eBase Technologies SoftPath System, L LC Intellisoft Technologies, Inc. Infotech Consulting, Inc. eGlobetech, Inc. Softek Information Systems, Inc. Mindtree Consulting Infopeople Corporation ePeople, LLC Amsol Inc. M3 Consulting, Inc HYTECH Consulting, Inc Lekha Inc Key Business Solutions, Inc. Sriven Infosys, Inc Prelude System, Inc AdvanSoft International , Inc. ITRecruiting4u. Prelude Systems Inc. Derex Technologies, Inc. LOGIXtech Solutions LLC TNM Technologies, Inc. I and I Software Inc. Radiant IT Compunnel Software Group, Inc. 22nd Century Technologies, Inc. Zolon Tech Inc. Total: 27 Compa ny Phone 404 -315-1555-554 Create Date 5/26/2006 03:55 PM 5/26/2006 03:51 PM 5/26/2006 03:42 PM 5/26/2006 01:50 PM 5/25/2006 04:57 PM 5/25/2006 04:52 PM 5/25/2006 02:23 PM 5/25/2006 11:32 AM 5/25/2006 11:29 AM 5/24/2006 04:34 PM 5/24/2006 04:31 PM 5/24/2006 04:27 PM 5/24/2006 04:11 PM 5/24/2006 04:04 PM 5/24/2006 03:17 PM 5/24/2006 03:00 PM 5/24/2006 01:49 PM 5/24/2006 01:44 PM 5/24/2006 01:38 PM 5/24/2006 10:08 AM 5/23/2006 01:03 PM 5/23/2006 12:12 AM 5/23/2006 11:59 AM 5/23/2006 11:53 AM 5/23/2006 11:32 AM 5/23/2006 10:31 AM 5/22/2006 10:37 AM
214 -774-4797
212-232-0099 x14 412-324-1025 x115 609 -651-4284 770-226-9472 440 -269-8850 240-235-1930 x23 916 -256-4288 718 -296-7329 213 -233-3576 847 -307-5232 732 -218-0373 213 -233-3576 973 -485-9442 732-494-5100 x226 610 -849-0477 813 -314-2064 732-636-1999 x1313 732 -537-9191-101 703-378-6585 x117
Contact Compa ny Nam e Job Title Phone Create Date Mansoor Lodhi Caresoft Inc. 732-248-7825 x258 5/26/2006 05:03 P Bala NEMO IT Solutions, Inc. 972-234-0707 5/26/2006 04:46 P Roger Silicon Valley Systech 213-416-0696 5/26/2006 04:34 P Harish Rao eBase Technologies 5/26/2006 03:54 P Rafi SoftPath System, LLC 5/26/2006 03:50 P Ramanantha Sarma Intellisoft Technologies, Inc. 5/26/2006 03:41 P Tanuja Sriven Systems Inc 516-364-8866 x303 5/26/2006 03:16 P Priya Tybaert Allied Informatics, Inc. 5/26/2006 03:08 P Rao Ambati Mindtree Consulting 5/25/2006 02:22 P Manikandan Nambiar 5/25/2006 11:37 A Madhusudan Muthigi Hallmark Global Technologies 302-366-8516 5/25/2006 11:37 A Madhavarao Nanduri Infopeople Corporation 212-232-0099 x14 5/25/2006 11:31 A Anu Sharma ePeople, LLC 412 -324-1025 x115 5/25/2006 11:27 A Sudhakar 5/25/2006 10:43 A Liz Inc Amsol Inc. 609-651-4284 5/24/2006 04:33 P Kunj Misra M3 Consulting, Inc 770-226-9472 5/24/2006 04:31 P Kumar Systel, Inc 770 -804-0080-321 5/24/2006 04:29 P Kris HYTECH Consulting, Inc 440-269-8850 5/24/2006 04:25 P kishor e@dahima.com 5/24/2006 04:22 P Karan Lekha Inc 240-235-1930 x23 5/24/2006 04:11 P John/ Inc. Key Business Solutions, Inc. 916-256-4288 5/24/2006 04:02 P John A First Tek Technologies, Inc. 205-419-5812 5/24/2006 04:01 P Jason Silicon Valley Systech 213-416-0696 5/24/2006 03:35 P
50
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Contact Compa ny Name Job Title Phone Create Date Jaish Soft-Link International.Inc. 734-418-2010 5/24/2006 03:29 P Issac Hebert 5/24/2006 03:25 P info@fpselectjobs.co FPSelectjobs.com 317-535-028 5/24/2006 03:21 P Hitendra Badrakiya CyberThink 908-429-8008 x391 5/24/2006 03:13 P Gerald Prelude System, Inc 213-233-3576 5/24/2006 02:59 P George AdvanSoft International , Inc. 847-307-5232 5/24/2006 01:49 P gap@g-c-i.com 5/24/2006 01:46 P Gagan ITRecruiting4u. 732-218-0373 5/24/2006 01:43 P Feven Prelude Systems Inc. 213-233-3576 5/24/2006 01:37 P Eugene Hannah Str ataserv Inc 408 -292-7700 x203 5/24/2006 01:34 P Erravelli, Kris 5/24/2006 01:30 P Nithya E Computer Technologies Inc 972-499-4726 5/24/2006 01:25 P itconsultusa@googleg 5/24/2006 01:23 P Dipen Parikh CyberThink 5/24/2006 01:22 P cyberthink-hotlist-bou CyberThink 908-429-8008 x392 5/24/2006 01:00 P Dhruv Kiran Saras America Incorporated 248-489-8484 x14 5/24/2006 12:56 A Bhuvan Systel Inc 248 -579-4129 5/24/2006 11:33 A Aruna Sharma Software Folks, Inc. 609 -945-3426 5/24/2006 10:17 A Nevenka Dhadwal Software Folks, Inc. 609 -945-0717 5/24/2006 10:11 A Raj Maan Derex Technologies, Inc. 973-485-9442 5/24/2006 10:07 A Prasaath S Compuvision Consulting 732-312-5450 5/23/2006 01:17 P Chris Amtex Systems 212 -269-6448 x376 5/23/2006 01:09 P bobb y@logix-tech.co LOGIXtech Solutions L LC 732-494-5100 x226 5/23/2006 01:01 P Bhawna Sachdeva Software Folks, Inc. 609-945-3150 5/23/2006 12:48 A Austin Lobo World Networking Services, I 201-242-5505 x118 5/23/2006 12:42 A Ashok Amtex Systems 212-269-6448355 5/23/2006 12:07 A Arunima Software Folks, Inc. 609-945-0820 5/23/2006 12:02 A Arthi Nandakumar I and I Software Inc. 610-849-0477 5/23/2006 11:58 A Arbas Siddi Radiant IT 813-314-2064 5/23/2006 11:52 A Seemantha Dutta Compunnel Software Group, 5/23/2006 11:34 A Sarika Kapila Software Folks, Inc. 609-945-3411 5/23/2006 10:17 A Sachi Tadepalli Zolon Tech Inc. Lead Recruiter 5/22/2006 12:02 A Sunny Zolon Tech Inc. 5/22/2006 10:40 A Total: 56 Requi rement ID Job Title CLosed Date Req-0154 VB, Scripting, Informatica Developer Req-0153 Java Developer Req-0152 Adobe Designer Total: 3 Consultant Prasad G Total: 1 Job Title Home Phone Datawarehouse Consultant 614 -899-6142 Create Date 5/26/2006 03:34 PM 5/26/2006 03:30 PM 5/23/2006 12:14 AM
Create Date 5/24/2006 12:02 AM
Type SubType Subject Contact Requi rement Consultant Create Date Call CAF Call, CAF: Swapna Challa , , Swapna Challa, 5/25/2006 10:00 A Total: 1 Type Sub Type Display Name Subject Sent Date Sent Mail Resume Mansoor Lodhi * Resume - Prasad G; Datawarehouse & AS/400 Consul 5/26/2006 05:06 P Sent Mail Mail Prasad G * Submission Status -- SoftQuest 5/26/2006 05:02 P Sent Mail Resume Roger * Resume - Srinivas Kasetti; QA Tester 5/26/2006 04:43 P Sent Mail Mail Srinivas Kasetti * Submission status upda te -- SoftQuest 5/26/2006 04:13 P Sent Mail Mail Harish Rao * Added to mailing list -- need more info. 5/26/2006 03:58 P Sent Mail Reqlist * SoftQuest's Requirement - Adobe Developer -- 05/26 5/26/2006 03:54 P Sent Mail Mail Ramanantha Sarma * Added as per your request 5/26/2006 03:46 P Sent Mail Reqlist * SoftQuest's Requirement List --- Java/XML Developer 5/26/2006 03:43 P
51
A P P E N D I X
Type Sub Type Display Name Subject Se nt Date Sent Mail Resume Jenny A. * Resume - Rr; SAP MM/WM CONSULTANT 5/26/2006 03:08 P Sent Mail Resume Shankar Ramalingam * Resume - Prasad G; Datawarehouse Consultant 5/26/2006 02:54 P Sent Mail Resume Pradeep * Resume - Srinivas Kasetti; QA Tester 5/25/2006 05:14 P Sent Mail Mail Paramjit Kaur * Hello from Krishna (SoftQuest) -- Columbus 5/25/2006 04:48 P Sent Mail Mail Smitha Reddy * Hello from Krishna (SoftQuest) 5/25/2006 04:41 P Sent Mail Mail Srinivas Pittala * Hello from Krishna (SoftQuest) 5/25/2006 04:38 P Sent Mail Mail Swetha Pesaru * Hello from Krishna 5/25/2006 04:30 P Sent Mail Mail Vishal Saboo * Still at Cincinnati Insur ance ? 5/25/2006 04:21 P Sent Mail Mail Roger Chan * Hello from Krishna (SoftQuest) 5/25/2006 04:15 P Sent Mail Mail Ramachandra * Still at Nationwide ??? 5/25/2006 04:09 Sent Mail Mail Rajesh Jayathirtha * Columbus, Ohio ? 5/25/2006 04:05 P Sent Mail Resume Balaji * Resume - Rr; SAP M M/WM CONSULTANT 5/23/2006 01:37 P Sent Mail Reqlist * HOT REQ -- Adobe Designer - 05/23/2006 5/23/2006 12:25 A Recv. Mail Ajay Dand Adobe Developer requirement- BURNING NEED 5/23/2006 12:09 A Sent Mail Resume Arti Bhatia * Resume - Pe; Network Engineer -- Local Candidate (C 5/22/2006 12:18 A Sent Mail Resume Sachi Tadepalli * Resume - Gopal Anantha; C, C++, VC++ , .NET/Java 5/22/200 6 12:15 A Total: 24 Consultant Contact Requirement How Prasad G, Datawarehouse Consultant EMail Mansoor Lodhi, Caresoft Inc. , Srinivas Kasetti, QA Tester Roger, Silicon Valley Systech , EMail Rr, SAP MM/WM CONSULTANT Jenny A., First Tek Technologies, Inc., EMail Prasad G, Datawarehouse Consultant Shankar Ramalingam, InfotechConsulting, Inc. EMail Srinivas Kasetti, QA Tester Pradeep , Amtex Systems , EMail Rr, SAP MM/WM CONSULTANT Balaji, RadiumSoft , EMail Pe, Network Engineer Arti Bhatia, Software Folks, Inc. , EMail Gopal Anantha, .NET/Java Developer Sachi Tadepalli, Zolon Tech Inc. , EMail Total: 8
Created on 5/26 /2006 5:18:03 PM by Adm in
Submitt ed Date
5/26/2006 05:06 PM 5/26/2006 04:43 PM
5/26/2006 03:08 PM 5/26/2006 02:54 PM 5/25/2006 05:14 PM
5/23/2006 01:37 PM 5/22/2006 12:18 AM
5/22/2006 12:15 AM
52
A P P E N D I X
Ap endix D: Sample Resume p

ACE DEVELOPER
NAME (First & Last)

SUMMARY 8 years of IT experience in Java and C++ environments. He has worked in various aspects of software projects
and product development: Requirements, Functional Specification, Design, Development, Testing and Migration. Has good understanding of Object Oriented frameworks and design patterns. Worked in the areas of J2EE,
Java, XML, JMS, JMX, JDBC, JFC, CORBA (Orbix 3.0), C++, C, Oracle, Versant, RogueWave, Visual C++, ATL COM, ADO, TCL/TK, Expect, PERL and UNIX. EDUCATION 1995 Master of Engineering (MS) in Computer Science, Regional Engineering College 1993 Bachelor of Engineering (BS) in Computer Science, Regional Engineering College. CERTIFICATION Sun Certified Java 1.4 Programmer in January 2003. Sun Certified Web Component Developer in February 2003. COMPUTER SKILLS Languages Java 1.4, C++ and C Scripting TCL/TK, Expect, Perl and Korn Shell Speech Technology VoiceXML and SpeechWorks Application Servers WebLogic, JBOSS (Tomcat) and ServletExec. J2EE expertise Servlets 2.3, JSTL, JSP1.2, Taglibs, Apache Struts, EJB, JMS and JMX Middleware RMI, JMS, CORBA, COM and DCOM XML Parsers JDOM, Xerces, SAX and DOM parsers. Data bases Oracle 7/9i, Versant OODB, MS Access and Jet Database Tools ANT, JUnit, TogetherJ, X-Doclet, EJB-GEN, Visual C++, RationalRose, Jbuilder4.0, ORBIX, Versant, JavaStar and many SNMP Tools Protocols TCP/IP, SNMP, JMX, CMIP, SS7, MGCP and VoIP Version Control Perforce, ClearCase, CVS, Sablime and Visual SourceSafe Web Services Knowledge of SOAP and JAX-RPC OS UNIX (Sun Solaris, HP-UX) Linux (RedHat) and Windows NT Design Patterns J2EE design patterns, Java Design Patterns and UML GUI XML, JFC, HTML, Visual C++, VisualAge for Java, MOTIF and JFC Others JDBC, ADO, PL/SQL, Silver Creek, Scotty, Adventnet Agent toolkit, HP OpenView, Lex, YACC, GDMO Tools, RogueWave, TLI and ASN.1 (BER) WORK EXPERIENCE Wildfire Communications Inc, Waltham MA Aug 2001 - Nov 2002
53
A P P E N D I X
Project: NextFire (Voice browser based services platform) Description: Mobile services development platform using a voice browser based VoiceXML interpreter. A J2EE based application involving multiple, redundant, application server hosts, database hosts, telephony clients (VoiceXML interpreters), and Signaling nodes. Role: Performance Management and Fault Management (Report, collect and persist faults in the application. Represent, report, aggregate, collect via poll loops, different metrics of the application). Involved in implementation of contact management service implementation. Involved through all phases of product development: concept definition, requirements, functional specification, design, implementation and phased handoff to QA team. Implemented interfaces in J2EE environment and C++ environment for performance data collection and alarm reporting. Designed and implemented alarm processing and performance data processing framework. Performed cross-functional reviews. Implemented servlets, session beans and entity beans for implementation of contact management service. Used Model2 pattern for implementing mobile web services. Worked on release deliverables by involving in packaging and deployment using RPM and sun packaging tools. Used BEA WebLogic7.0, JBOSS, JMS, JMX, Java 1.3.1, XML, JDBC, C++ & STL. Used: JDBC for persisting alarms, EJBGEN for generating enterprise beans, JUnit for testing, XDoclet for deployment descriptor generation, ANT for build scripts and Oracle 9i server. Used: XML as data format for communication between different servers and used RMI, JMS and sockets for communication. Used XML for all configuration of the application. Used both SAX and DOM parsers (JDOM and Xerces parsers) for parsing XML data. Designed and implemented alarm processing and performance data processing framework in conformance with X.733 and TMN standards. Implemented SNMP agent using Adventnet agent development tool kit. Tested SNMP agent using Scotty/TCL scripts. Environment: J2EE, C++, STL, Xerces XML, X.733, VoiceXML, WebLogic7.0, JBOSS, JMS, JMX, JDBC, Perforce, ANT, Oracle 9i, Sun Solaris and Windows NT. Lantern Communications, San Jose, CA July 2001 - Aug 2001
Project: Integration of Element Management Interface with OSS ap licatio p ns

Description: The application is a RPR (Resilient Packet Ring) IEEE 817.2 protocol implementation used in broadband applications. Role: As Sr. Software Engineer was responsible for implementing a front end to test the functionality of
the CORBA IDLs delivered to the Telecom customers. Customers integrate the product into their own application use these CORBA IDLs.
Developed Java application using JFC and remote calls to the back end CORBA servers. Implementing a test suite using Silver Creek and TCL, to test SNMP agent. Environment: Java, JFC, Silver Creek, RPR, TCL, SNMP and Unix. CISCO Systems, RTP, NC Project: Provisioning of SS7-PRI Gateway: Jan 2001 June 2001
54
A P P E N D I X
Description: Developed a new Cisco proprietary application tool using Java 1.2 (JFC and Swing) for TLI based Provisioning of components in Ciscos Softswitch based SS7-PRI Gateway. Configuration is deployed for elements that have Cisco IOS and TL-1 interfaces. Role: As a Sr. Software Engineer, he Implemented provisioning screens using Swing classes including Tree, Tables and Split panes. Implemented validation of configuration before saving into flat files. Implemented communication module using sockets in Java to interact with network elements for deploying configuration. Provided the status of deployment using progress bars, and showing responses on the status window, deployment of configuration, incremental deployment and version control of configurations. Environment: Java, JFC 1.2, Swing, Jbuilder 4.0, DDTS, ClearCase, VoIP, SNMP, SS7, TL-1, Cisco IOS and Sun Solaris 2.6. Lucent Technologies-Bell Labs, Columbus, OH Feb 2000 Jan 2001 Project: Provision of N/W Elements in the 7R/E project Description: The element management solution developed is a Web based application that manages all VoIP Network elements with a uniform interface. Work involved is to provide a facility to provision the VoIP Network. The application is a concurrent distributed CORBA Servers, sending/storing configuration data and configuration changes to the entities in near real time. Role: Sr. Software Engineer Feature owner for managing one of the elements in the VoIP solution of Lucent. Responsible for collecting requirements, documenting Element Interface Specifications planning the deliverable, design and implementation. Solved critical unresolved problems in the current product and developed considerable expertise to help the product architecture team, and worked closely with them for subsequent release. Designed and implemented CORBA IDLs for provisioning different network elements. Implemented in C++ using RougeWave libraries and designed database schema for object persistence. Involved in designing and implementing framework for persisting the provisioned details in Versant OODB and distributing the provisioned details to the network entities in a transactionoriented approach. Environment: C++, Expect Scripts, Orbix, UML, Sablime, ATM, VoIP, SS7, SNMP, Versant OODB, RogueWave, Sun Solaris, Alcatel Omnistack 5024(Layer 2/3 Switching), Packet Star Voice Gateway, Common Gateway and EXCEL Switch. SoftQuest Technologies, Columbus, OH March 1999 Jan 2000 Project: Database Component for IVR applications Description: The application is a telephony application which does third party call control. The application interacts with the caller and forwards the call to the appropriate person or department. Role: Designed database schema Developed database module using (ATL) COM and ADO 1.5 in Windows NT environment and using Visual C++ 6.2. Analyzed various SAPI and TAPI and Speech Recognition engines. Environment: Visual C++, ATL COM, ADO 1.5, SpeechWorks 6.x, MS Access and Windows NT
55
A P P E N D I X
Hewlett Packard, Bangalore, India Sept 1998 Feb 1999Project: Interface to CSR Description: Designed and developed client for Customer Service Request Module (CSR). The CSR is a part of Hewlett-Packards CMT (Configuration Management Tool) that manages Telecom Networks and allows users to send commands to network elements. Role: Senior Software Engineer. Analyzed different technologies. Mentored and trained new people with different web technologies. Implemented Server in Java1.1 and C++. Used JNI for interacting with C++ on the server side. Coded using JavaBeans Specifications to develop reusable components. Used JavaStar for testing. Environment: VisualAge for Java, C++, JNI, JavaBeans, JavaStar, UML and HP-UX EHPT Stockholm, Sweden June 1998 Aug 1998 Project # 1: CNAM Cellular Network Activity Manager Description: Responsible for enhancements for Cellular Network Applications Manager (CNAM), an API used in the TMOS platform for scheduling and monitoring distributed activities. Coded in C++, and used APIs provided by TMOS platform for database and other modules. Implemented synchronization routines for allowing different CNAM instances in a single process (multi-threading) for accessing global data. Role: Sr. Software Engineer Environment: C++, ClearCase, PRIM, PI, GASK and HP-UX. Project # 2: Consolidation of CDRs March 1998 May 1998 Description: The module developed is a mediator, which translates Call Records apart from consolidating (merging) records. Role: Designed and developed module for consolidation and translation of CDRs (Call Detail Record). Implemented in C++, extended TCL and ASN.1 for CDR processing. Implemented conversion routines, which translated CDRs after interpretation and manipulation of different fields and consolidated (merges) CDRs. Environment: C++, ASN.1, TCL Node and HP-UX Hewlett Packard, Singapore and Bangalore, India July 1997 Feb 1998 Project: Network Element Controller Description: Developed Manager and Agent to clear network alarms. Manager subscribes for alarms received at Fault Management Server and agents clears the alarms by invoking procedures (Expect Scripts). Manager and Agent communicate in a distributed environment, achieved through HP OpenView Distributed Management platform. The Fault Management Server receives, correlates and converts the alarms to X.733 alarm format. CMT Framework developed over DM platform subscribes for alarms received in the FMP server. The framework clears alarms by interacting with network elements Role: Coded in C++ to extend the framework of classes. Extended GDMO MIBS and utilized MOT and OpenView Tools (Ovatgen).
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Implemented MML interface using Expect Scripts for logging into switch and clearing alarms (actions). Used RogueWave libraries for most of the utility classes. Implemented simulators and automated test suites. Utilized TMN Fundamentals and OSI Management principles during project. Involved in acceptance and validation at customer site Singapore Telecom Mobile. Implemented PL/SQL stored procedures for storing actions. Environment: C++, DE, RogueWave, OpenView, GDMO Toolkit, X.733, Korn Shell scripts, MOT NEC (Network Element Controller), Oracle 7.x and HP-UX Wipro-GE Medical Systems, Bangalore, India Project#1: Modem Connectivity, Enhancements and Porting for GeNIE Oct 1996-June 1997 Description: Genie is a distributed medical application, which allows viewing and transferring medical details like images and text. Ported the platform from HP-UX 9.x to Solaris x86. Role: Involved in migration and enhancements using MOTIF. Developed remote access using Morning Star PPP software for tunneling through IP Layer and transferred files using ftp, between remote machines. Tracked error and status messages. Involved in enhancements and enhanced GUI (implemented in MOTIF). Used DDTS for tracking defects. Environment: C++, DDE, DDTS, dbxtool, Morningstar PPP and Sun Solaris Project # 2: Porting of PET (Positron Emission Tomography) March 1996 Sept 1996 Porting of PET from HP-UX 9.x to Sun Solaris 2.4. Involved in all aspects of the migration, testing and acceptance. Environment: HP-UX and Sun Solaris Project # 3: CBR Tool Aug 1995 Feb 1996 The Case Based Reasoning (CBR) Tool is a decision-aiding tool for Human Resources domain. It aids HR personnel in resource allocation. The front end involves a query interface for selecting and also filtering criteria insertion and weights etc. It also provides an interface to store the decisions and reasoning, to make the tool intelligent. Environment: Visual C++ Other Projects: Translator: Developed translator for translating a C Program in Non ANSI C Language to ANSI C. Used LEX, YACC and TREEGEN (Tree Representation) tools. Concurrent AVL Trees: Used Shared Memory and Semaphores to implement a parallel algorithm to read and write in AVL (Height Balanced Trees) Nodes. Client/Server Communication Patterns: Implemented different Communication patterns in C++ and UNIX environment. Implemented Active Object, Reactor, Actor, etc.
57
In ex d
A
Index 1, 1 Index 1, 1 Index 1, 1 Index 2, 2
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Index 1, 1 Index 1, 1 Index 1, 1 Index 1, 1 Index 1, 1 Index 1, 1
Index 1, 1 Index 2, 2
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Index 1, 1 Index 1, 1 Index 1, 1 Index 1, 1 Index 2, 2
E
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58
59

IT Staffing Training Manual: Your Step-by-Step Guide to Success

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IT Staffing Training Manual

YOUR STEP-BY-STEP GUIDE TO SUCCES S

IT Staffing Training Manual

SoftQuest Techno log ies Proprietary & Con fidential

I N T R O D U C T I O N How To U e This Manual s

What is Staffing Ser vice? Ty pes of Staffing Service

C stom D ven u er ri C and ida te Driven

S U B M I SSI O N Sub mi s ion Infor mat ion s 28

I N T E R VI E W Inter view Co aching 31

C U ST O M E R Ac coun t Manager Ty pes of Cu stomers Levels of Interaction Co mpanies & Organization

P L A C E M E N T Place ment Assistanc e 36

SoftQuest Techno log ies Proprietary & Con fidential

Work shop / Clas ro om s Tools

Strat eg & Tactics y Goals Opera tions

C H A P T E R 14 G L O SSAR Y Glos ary of Term s s 43

SoftQuest Techno log ies Proprietary & Con fidential

How to Use This Manual

Recruiter Marketing Executive

SoftQue st Technologies Proprietary & Confidential

What is Staffing Service?

SoftQuest Techno log ies Proprietary & Con fidential

Types of Staffing Servic s e

Temporary Long-Term Termp-to-Perm Permanent

What is our b siness? u

SoftQuest Techno log ies Proprietary & Con fidential

Customer Driven Candidate Driven

SoftQuest Techno log ies Proprietary & Con fidential

SoftQuest Techno log ies Proprietary & Con fidential

SoftQuest Techno log ies Proprietary & Con fidential

Can idate Driven d

SoftQuest Techno log ies Proprietary & Con fidential

SoftQuest Techno log ies Proprietary & Con fidential

Citizen Permanent Resident Authorized to work for sponsor

SoftQuest Techno log ies Proprietary & Con fidential

Work Permis ion Visa Types s

F-1 H-1 TN-1 L-1 B-1 J-1

SoftQuest Techno log ies Proprietary & Con fidential

SoftQuest Techno log ies Proprietary & Con fidential

SoftQuest Techno log ies Proprietary & Con fidential

SoftQuest Techno log ies Proprietary & Con fidential

Direct Tier 1 Tier 2

SoftQuest Techno log ies Proprietary & Con fidential

SoftQuest Techno log ies Proprietary & Con fidential

Permanent Placement Direct Client Vendor List Indirect

SoftQuest Techno log ies Proprietary & Con fidential

Req irements u She t e

Priority Work / HOT requirement

SoftQuest Techno log ies Proprietary & Con fidential

Bill / Pay Rate

Job Type requirement. The various abbreviations used are:

SoftQuest Techno log ies Proprietary & Con fidential

SoftQuest Techno log ies Proprietary & Con fidential

SoftQuest Techno log ies Proprietary & Con fidential

Can idate Types d

Active Passive Touch-Me-Not

SoftQuest Techno log ies Proprietary & Con fidential

SoftQuest Techno log ies Proprietary & Con fidential

Buzz Word of Mouth Internet Research Network of Local

SoftQuest Techno log ies Proprietary & Con fidential

SoftQuest Techno log ies Proprietary & Con fidential