A STUDY ON RECRUITMENT AND SELECTION FOR TEMP STAFFING-2

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					RECRUITMENT PROJECT PART-2 MBA HRM (Continued from Part-1)

RECRUITMENT PROCESS OUTSOURCING (RPO’s)
Recruitment Process Outsourcing (RPO) is a form of business process outsourcing (BPO) when an employer outsources or transfers all or part of the staffing process to an external service provider. A true or total RPO solution involves the outsourcing of the entire recruiting function or process to an external service provider. This provider serves to provide the necessary skills, tools, technologies, and activities to serve as their client's virtual "recruiting department". This definition differs from occasional recruiting support often provided by many temporary, contingency, and executive search firms. While these organizations do provide an invaluable service, they do not qualify as RPO as it does not involve the outsourcing of the recruiting process. History While many temporary, contingency, and executive search firms have provided a form of RPO for many decades, the concept of an employer outsourcing the entire recruiting process wasn't truly realized until the mid-to-late 1990s when the dot-com boom resulted in significant talent shortages. Many companies lacked the internal expertise and resources to acquire the talent needed to remain competitive. In addition, the generation arriving to the labor force in the 1990s began bringing a shift in career pathing. Rapidly changing markets and industries now forced people to consider shifting employers when beneficial to them as opposed to staying with the same company over the course of their career. This combined with the arrival of Internet technologies, Internet recruiting, and job boards, such as Monster.com, naukri.com, and HotJobs resulted in greater attrition and heightened competition for talent. While RPO

was first coined as a term in the late 1990s, several companies now claim to provide RPO services. HRO Today, a trade magazine specializing in human resources outsourcing, credited Recruitment Enhancement Services as the Inventors of Recruitment Process Outsourcing (RPO). RES began offering candidate sourcing, screening, and coordination services as early as 1983. More recently, in 2004, HRO Today credited RPO provider Hyrian with "Bringing a new acronym (RPO) to the HRO dictionary" and "Reinforcing that RPO is a rising trend". Purpose / Benefits Often the goal of starting an RPO solution is to achieve improvement in four areas: quality, cost, service, and speed. RPO providers utilize their inherent economies of scale along with heightened levels of recruiting expertise that is expected within a company that does nothing but recruiting. The RPO provider will typically have a large staff of recruiters, an extensive database of candidate resumes, and the established tools and networks needed to source for all types of positions. Costs can be reduced because an RPO provider typically provides greater recruiting efficiencies with best practice processes and improved sourcing techniques. In addition, RPO solutions typically allow for greater fluctuation in volumes and do not require dedicated staff to support a department when volumes are low. For example, if a company hires 10 recruiters to handle their peak requisition volumes, then the company will have to either lay-off recruiters during the slower periods or will be forced to compensate under-utilized recruiters. With RPO, the external provider can often shift underutilized resources to other clients where volumes are higher, thus saving the original client the cost of those resources.

Temporary Staffing

It is a contractual labor market arrangement, based on a three-party relationship between the temping firm, client and employee (associate). The temp firm and client sign a service level agreement, the associate and temp firm have an employment relationship and the associate provides services to the client. Temporary workers are employed by staffing companies and sent to work on specific projects or for specified periods of time with their clients. The worker may move from one client site to another depending on the staffing company‘s clients. The temporary staffing company is responsible for the salary and benefits of the temporary workers, while it in turn, receives payment from the client. A “temp” is a temporary worker with an organization who is on a third-party (staffing company) payroll. A well-accepted norm in global companies, many large Indian organizations are now hiring a part of their workforce from employee leasing firms. The reason is not too difficult to guess—as organizations focus on their core business strengths in a highly competitive environment, the non-core functions are outsourced. The manpower for the latter is provided by the employee leasing company. The contracts can range from three to six months, and there are no hassles normally associated with recruiting and retaining people. While so far, the leasing workforce was active in order to meet short-term assignments of companies to augment their workforce during peak periods or replace ‗leave vacancies‘ or sudden terminations, the current trend has seen corporate going for leasing for specialized requirements.

Evolution Although temp staffing has always existed it operated in a local, almost informal fashion. Temping was usually routed through small agencies, chartered accountancy firms and locals who were into small-time placements for corporates. While a permanent, full-time job may still be the norm, labor markets worldwide are changing. The ‗job-for-life‘ is being replaced with life-

long learning, multi-skilling and a working life with multiple careers and flexible hours.

Size of Workforce Organized employment has been stagnant at 30 million for 30 years – 22 million in the public sector and eight million in the private sector. Unemployment in the country currently stands at 26 million. Given that 269 million people are below the poverty line, even the majority of those employed can barely sustain themselves. It is estimated that of the total workforce in India, which is around 400 million (both organized and unorganized sectors), almost 3.5 to five per cent of it constitutes the potential size of the temporary staffing business.

The global temp staffing market is estimated at $140 billion per annum in revenue. Since the 1990s, the markets in the US, Europe and roundabout have been growing at around 15 percent to 20 percent year on year. In India, it has been more of a latent market so far and there are around 15,000 temp workers overall now. But it‘s fully expected to grow and touch multiple thousands in the very short period of time.

The Positions It is a known fact that most companies prefer temporary staff to permanent ones, furthermore there is a growing trend of outsourcing non-core functions to outsourced staff. These range from accounts, front-office, sales, marketing and back-end operations. Adecco undertakes outsourcing for diverse sectors, including BPO‘s, Telecommunications, FMCGs, IT, manufacturing and retail. The service spectrum caters to functional activities involving office

administration, technical support, accounts and finance, HR support, marketing and sales. Benefits to the organization   The opportunity for organizations to focus on core areas Flexibility of employment

  

Ease of recruitment and replacement Long-term cost advantages Benefits of scale

Resourcing Process

TEMP MARKET SCENARIO
The Temps

Who constitute the growing number of leased employees? This question takes special significance in a country like India, where job security is an integral part of one‘s psyche. The range is astonishingly varied. ―People who want shortterm options, freshers wanting to gain experience, experienced people for specific experience and of late even top management guys for interim management options,‖ answers Rohit Mathur, general manager, workforce solutions India, Manpower, not forgetting to add that it does provide a reasonable secure and dignified employment option. Ashok Reddy, managing director of Team Lease, agrees that the biggest beneficiary of temporary employment in India have been freshers. ―The workforce available for such temporary employment has existed in excess of demand in the Indian context; and increasing manifold in today‘s date given the dynamic market conditions, hence corporates are looking at leasing as the viable option to meet their short-term manpower needs.‖ The attitude of today‘s workforce, he believes, is driven by rewarding employment opportunities coupled with career guidance and flexibility to choose the nature and duration of work. Furthermore, many employees choose temporary employment as an avenue to exhibit their talents to the client organization, which could be a stepping-stone to a full-time permanent career. Temporary employment has often been an effective entry route into big companies. Is it possible to find top performers among the temps? Yes, but one should remember that such people are employed typically for non-core areas and attracting top class talent for non-core is an issue, it has nothing to do with temp staffing as such. However claims that the leasing model attracts management talent far above the commodity-level.

Purpose for Employee and Employer

People choose a temporary job as they could not find a permanent job.

flexible schedule, to be able to quit or if they are looking to work for short periods Many of the employers hire them to match the seasonal peaks in demand (eg, retail & textile industries.) to cover for holidays/ sick leave hire temporary staff for specialist skills Hire temp staff on a trial basis for permanent.

Chapter- 3
1. Company profile

ADECCO INDIA
Adecco India, headquartered in Bangalore, is a leading end-to-end HR solutions company with a focus on Executive Search, Recruitment, Learning and Temporary Staffing services to client organizations. With a national presence in 36 branches across India and the Middle East, Adecco is the fastest growing HR Company in India. Adecco has three types of business solutions for the corporate clients i.e. tit provides variety of Recruitment and selections services to its clients which could be classified as Recruitment Solutions, Staffing Solutions and Executive Search.

About Adecco • Adecco Group is the world market leader in Human Resource services with sales of EUR 18.3 billion in 2005. The Adecco network connects over 700,000 associates with business clients each day through its network of 33,000 employees and 6,600 offices in over 70 countries and territories around the world. Headquartered in Switzerland, and managed by a multinational team with expertise in markets spanning the globe, Adecco delivers an unparalleled range of flexible staffing solutions to corporate clients and qualified associates. • • • • 30% of business is repeat business from existing Clients Over 500 Corporate clients Rapid growth with the largest branch network of 36 Over 30,000 associates on assignment everyday, nationally

• • • •

Distinguished list of clients across all segments Placement of around 4000 candidates per month, across India Over 500 trained and specialized consultants to customize your HR solutions Domain expertise across specific industries.

Recruitment Solutions
Adecco India, a market leader in specialist recruitment services, provides tailormade recruitment solutions across verticals, with a branch network that has extensive geographic coverage in India. Thorough research and accurate mapping of interests of both, its clients, as well as, the candidates, is what sets it apart. As a corporate partner to clients, they source professionals with high intellectual capabilities to help enhance their client‘s human capital on one hand, and on the other, they help individuals optimize their career choices. Sectors
     

Information Technology IT Enabled Services Telecom, Media & Entertainment Engineering, Manufacturing, Pharma & Infrastructure Consumer Services & Retail Banking, Financial Services & Insurance

Service Offerings
   

Contingency Recruitment Transition Management Turnkey Staffing Cross- border Recruitment

Why Adecco - Recruitment Solutions?
 

Trust, confidentiality and dependability are its key values Outstanding and delivering the best trained Recruitment Consultants committed to

 

its widespread geographic coverage and diversified portfolio of services Automated Work Flow Management System that allows online and realtime matching of profiles with clients‘ needs

   

Consultative approach with clients Trustworthy and dependable association with candidates Consistency in robust selection process Recruitment at all levels in a client organization

Staffing Solutions
People are the most powerful assets of a company and the ability to choose the right people is most strategic for any company, today. Companies across the globe lay critical emphasis on their human resources and in the process, newer methods have evolved to enable them to get the right people for the right job at the right time. Need to contain headcount, seasonal increase in business, need to lower employment costs and demand for niche skill sets are some of the underlying reasons that have made companies opt for temp staffing. Today, ―HR Outsourcing‖, also known as Temporary Staffing, has become a globally accepted norm. The Staffing Solutions division of Adecco India is a leading provider of end to end solutions in temporary staffing. Service Offerings
  

Just-in-time recruitment Temporary to permanent recruitment Complete Outplacement

Why Adecco - Staffing Solutions?


Quality just-in-time staff for all requirements



Domain-specialist consultants with first-hand experience and knowledge of the sectors they represent

       

Tailored solutions based on specific client requirements Nation-wide presence End-to-end back end support for clients Online HR-MIS access for clients and associates Highly cost effective staffing solutions Headcount flexibility Statutory compliance Strong database of candidates

Executive Search
Cornell international Cornell International is a leading international executive search firm, headquartered in the US. Cornell International is the only retained executive search firm with a fully integrated set of recruiting solutions in middlemanagement, leadership and consulting.

Cornell international India ltd With 3 offices located at Mumbai, New Delhi and Bangalore, it is strategically located to service the Executive Talent needs. Our experienced and sectorspecialized search consultants have successfully completed searches at the CEO and Board levels and across all functional disciplines. It is working in india for over two years, building leadership teams for corporate clients. Some of its clients include Bajaj Auto, 3i, Prudential ICICI, Google and Tata Consultancy Services BPO.

ORIGIN

Adecco was created in 1996, following the merger of ADIA (Switzerland) and ECCO (France), two leading personnel service firms with complementary geographical profiles.

1957 Adia founded in Switzerland Henri Lavanchy founds Adia SA in Lausanne, Switzerland. The firm grew rapidly in its home country before expanding to France, Australia and the U.S. In 1991, recognizing the importance of the industry's role in job creation and its growth potential, Klaus J. Jacobs invested in Adia en route to becoming majority shareholder

1964 Ecco founded in France Philippe Foriel-Destezet founds Ecco in Lyon. By the early 1980s, Ecco was France's largest supplier of temporary personnel. The firm's growth continued in Spain, Africa, Canada and Asia and by 1996 it had become the largest personnel services company in Europe

1996 ADIA and Ecco merge, Adecco is created The two leading personnel services firms, with complementary geographical profiles, merge to form a strong global leader with annualized revenues of over EUR 5.4 billion. Operations combined to form a global network of 2,500 branches. The new company had an exceptional range and quality of services. The core staffing business placed around 250,000 associates in work each day.

2000 Number 1 in the U.S. Adecco acquires Olsten Staffing, becoming the number one recruitment company in the U.S. The merged company generates combined revenues of over EUR 17 billion

2000 Bricks and Clicks

A new phase of investment in technology combines the power of the web with the branch network to transform the recruitment experience, reinforcing Adecco's position as the most efficient provider in the industry. Web "clicks" enabled clients and candidates to search more effectively and made matching, payment and billing automatic. The "bricks" of the office network continued to provide local visibility and insight.

The Genesis of a World Leader

1957 ... 1964 ... 1996 1997 ... 1999 2000 ... 2004 2004
+ peopleOne + Olsten MCHF merger 2598 + Career Staff + delphi + TAD
MCHF 570 MCHF 128 MCHF 395

Adia is founded

Ecco is founded

Number 1 worldwide following Adia + Ecco merger

Adecco India - Organization
MD & Country Head Ajit Issac

Head of Business Adecco People One Sudhakar Balakrishnan

Head of Business Adecco Flexione Ramesh Hande

Head of Business Ent. Learning Divn. Ramesh Hande

Search Business Cornell Intl.

CFO Sridhar S

Business Devl. 62

Customer Service 302

Backend Process Team 30

160 Recruiters

104 process Execs

Number associates

of Number of branches

ADECCO growth

0 900 5000 8000 12000 31000 36000

4 5 6 13 22 32 36

INDIA’S record

Adecco Flexione Staffing Solution Delivery Model

Adecco Flexione Staffing Solutions Advantage

•

Company Sourcing Process – it follows rigid filtration process and has a very strong database of candidates

• • • • • •

Payroll Processing Management – Robust IT infrastructure Value additions – Confidentiality Risks & Control Mechanism - Statutory Regulations : PF, ESI, Insurance, P Tax, Contract Labor Regulation Record maintenance : entry to exit Indemnity in contract Performance appraisal, Medical Examination and

Adecco Flexione Staffing Solutions Ltd, a subsidiary of Adecco Peopleone, added about 15,000 temporary staff during fiscal ended March 31, 2006 taking the overall strength to 25,000. The company hopes to have about 60,000 temporary staff by the end of current fiscal, according to Mr. Ramesh S. Hande, Director, Adecco Flexione. The temporary staffing, also called flexi staffing, industry in India is annually growing at 90 per cent, while Adecco Flexione, provider of end-to-end solutions in temporary staffing, is growing at 110 per cent. The company is among the top 10 organized placement agencies, and these players have nearly 1.50-lakh temporary staff on their rolls. Temporary staffs are employees working for a third party, but figuring on the rolls of a human resource company. Globally, temporary staffing is a $140billion industry and around 5 per cent of the workforce in any country is in temporary jobs. In India, there is a potential to create about 1-1.5 crore such jobs in the next five years, said an Adecco Flexione official. Adecco Flexione is already catering to the Telecom and financial services that are currently biggest users of temporary staff in India and it is aiming to tap the retail sector which is opening up in a big way, and manufacturing would be another major sector to

use temporary staff in the next few months. About 25,000 temporary staff is deployed in the company's 600 plus "blue chip" companies. Temping in India has never been a lifestyle choice unlike the markets in the US. Since temping is used more as a stepping stone to permanent jobs in India, conversion from a temp to perm is in the higher range. In the US, it is anywhere between 4% and 5%. In Adecco Peopleone, the conversion is anywhere between 25% and 33% with the company providing liquidity support.

ITS COMPETITORS Ma Foi management Consultants Manpower Kelly services Team lease

Chapter- 4
1. Data analysis and interpretation

DATA ANALYSIS AND INTERPRETATION
Data has been collected from 7recruiters and 1senior recruitment consultant and 1 group accounting manager (GAM) of Adecco Flexione Staffing solutions. The questionnaire has been designed to know the recruitment yield ratio for three telecom companies TATA TELE SERVICES, IDEA and AIRTEL and to know the best source of recruitment and method of selection.

The questionnaire has 23 questions and the analysis for each question is as follows:

Table No-1 Table showing qualification of the recruiters at Adecco Flexione

Factors MBA- HR

No. of Respondents 9

Percentage 100

MBA HR

1

MBA HR , 100%

It was found that all the recruiters at Adecco were MBA‘s with major specialization in Human Resource Management.

Table No-2 Table showing prior experience of the recruiters before joining Adecco Flexione

Factors Experienced Fresher

Respondents 2 7

Duration 3 months to 1 year Nil

Experience of Recruiters at Adecco Flexione

Experience, 2

Unexperienced, 7

Experience

Unexperienced

It was found that majority of the respondents were freshers. Only 2 people were having prior experience of 3 months to 1 year.

Table No-3 Table showing the number of people worked for these clients in Adecco Flexione

Clients

Recruiters working for these clients

Tata Tele Services Idea Airtel

6 8 4

airtel, 4

tata tele services, 6

tata tele services idea airtel

idea, 8

It was found that each individual has worked for more than one client and majority of the recruiters worked for Idea and only four members worked for Airtel.

Table No- 4 Table showing the number of people worked for the telecom client from (duration in days)

80Number of days worked Number of people worked with current client Percentage 0 0% 3 33% 2 22% 0 0% 20-40 40-60 60-80 100

100and above

4 44%

Total Number of People Working for Telecom Clients 4 3.5 3 2.5 2 1.5 1 0.5 0 4 3 2
Series1

Percentage

0

0 100 and above

20-40 40-60 60-80 80-100 days days days days Number of Days

It was found that 44 percent of people in Adecco are working for telecom companies for more than 100 days and 33 percent of people are working for their clients for not less than 40 days.

Table No- 5 Table showing total number of candidates lined up by the recruiters at Adecco Flexione in the month of February for telecom clients.
Candidates up lined Number respondents of Percentage

0-30

1

11%

30-60

3

33%

60-90

0

O%

90-120

4

44%

120 and above

1

11%

Total Line ups of candidates for Telecom Clients for the month of Feburary
4 3.5 3 2.5 2 1.5 1 0.5 0 4 3

Percentages

1 0

1 Series1

0-30 30-60 60-90 90-120 120 and above

Number of Candidates Lined up

It was found that out of the total respondents more number of people has lined up the candidates for interviews between 90-120 candidates. Only 1 person was able to line up candidates more than 120. It was also found that only 1 of the respondent has lined up candidates between 0-30.

Table-6 Table showing various sources used by the recruiters at Adecco Flexione for sourcing the candidates for telecom companies.

Sources Online Existing Database Reference Headhunting Others

Respondents 7 7 9 5 2

Sources used for Recruiting
10 9 8 7 6 5 4 3 2 1 0
e on lin

9 7 7 5 Series1 2

Respodents

re fe re nc e

g

da ta ba se

ex i

st in g

Sources

It was found that all the respondents used more than one source to recruit the candidate for telecom companies. Majority of the respondents have used personal reference as a source of recruitment online and existing database is used mostly used by the recruiters. And ample number of people had used Head hunting as a source of recruitment.

he ad hu

ot he rs

nt in

Table-7 Table showing various method of selection adopted by recruiters at Adecco Flexione in the process of selection for telecom clients.

Rounds of interview Telephonic round Personal Information Round Aptitude Test Group Discussion Others

Respondents 7 9 0 0 1

Method of Selection adopted in the Process of Selection 1 telephonic round
0 0

7

personal information round aptitude test group discussion

9

others

It was found that the all the respondents have used more than one method of selection. Majority of the respondents have adopted either Personal

Information Round or Telephonic Round or both for short listing and selecting the candidate for further interview process.

Table-8 Table showing the parameters used by the recruiters at Adecco Flexione in the process of selection. (1 being the highest 5 being the least)

parameters communication skills qualification confidence language skills convincing skills

1 5 4 3 3 4

2 4 3 3 0 3

3 0 1 2 3 0

4 0 1 1 1 1

5 0 0 0 2 1

Parameters for Selecting a Candidate
6 5 4 33 4 4 33 3 2 1 1 11 1 3 2 1 communication skills qualification confidence language skills covincing skills

Respondents

5 4 3 2 1 0

1

2

3

4

5

Ranks

It was found that 55% of the recruiters have ranked communication skills as 1’st rank and 44% of them have ranked it as 2 while selecting a candidate for their clients. 44% of them have ranked qualification as 1 and 33% of them has ranked it as 2. 33% of the respondents have ranked confidence as 1 and again 33% of the respondents have given confidence as 2’nd rank only 11% of them have ranked confidence as 4. It was also found that language skills are ranked as 1 by 33% of the respondents and it was also ranked as 5 by 22% of the respondents. Convincing skill is ranked as 1 by 44% of the respondents 33% of respondents ranked it as 2 and only 11% of them have ranked it as 5

Table-9 Table showing how many candidates have got eliminated in the first round of selection by the recruiters at Adecco Flexione

Elimination of candidates 0-5% 5-10% 10-15% 15-20% 20% and above

Respondents 2 5 2 0 0

candidates eliminated in the first round
5 4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 5

Respondents

2

2 Series1 0 0

0-5% 5-10% 10-15%15-20% 20% and above Percentage

As per recruiters at Adecco Flexione majority of the elimination of candidates was done between 5% to 10% in the first round of selection conducted by Adecco Flexione, and few of them said their elimination ranged between 10% to 15%and 0% to 5% for their telecom clients.

Table-10 Table showing candidates who attended the final round of selection taken by the clients through the recruiters at Adecco Flexione

% of candidates attended
100-85% 85-70% 70-55% 55-40% below 40%

Respondents
0 7 2 0 0

Candidates attended Final Round of Interview
7 6 7

Respondents

5 4 3 2 1 0 0 10085% 0 0 85-70% 70-55% 55-40% below 40% Percentages 2 Series1

As per recruiters at Adecco Flexione 85%-70% of the candidates sent by them have attended the final round of selection by the clients and only few said that the candidates who attended the final round were around 70% to 55%.

Table-11 Table showing candidates who got selected in the final round of selection conducted by the clients sent by the recruiters of Adecco Flexione. Respondents 0 4 5 0 0 Percentage of selection 100-85% 85-70% 70-55% 55-40% Below 40%

Candidates who got Selected in the Final Round
5 5 4

Respondents

4 3 2 1 0 0

Series1 0 0

100- 85-70% 70-55% 55-40% below 85% 40%

Percentage

As per recruiters at Adecco Flexione out of the candidates who attended the final round of selection majority of the candidates who actually got selected by the client were between 85% to 55%.

Table-12 Table showing candidates who are working for the client among the candidates who got selected in the final round conducted by the client. On-rolls of the Respondents
1 2 6 0 0

Adecco
100-80% 80-60% 60-40% 40-20% Below 20%

Candidates who are on-rolls of Adecco Flexione 6
Respondents

6

5 4 3 2 1 0 2 1 0 0 100- 80-60% 60-40% 40-20% below 80% 20% Percentage
Series1

As per recruiters at Adecco Flexione majority of them have said that among the candidates sent by them to the client for final interview the actual on-rolls of the company were around 60% to 40%. Only few said that their candidates who are on-rolls were around 80% to 60%. And only one person said the candidates sent by him were around 100% to 80%.

Yield ratio for IDEA

NUMBER OF CANDIDATES Total No. Of candidates lined up for the interview Candidates who did not turn up for the interview Total No. of candidates attended the interview Yield ratio Total No. of candidates eliminated in the first round Total number of candidates selected for final round Yield ratio Candidates who did not turn up for the interview Total number of candidates attended the final round Yield ratio Total No of candidates who got eliminated in final round Total candidates who got selected for the job Yield ratio Total candidates who did not accepted the job offer Total No of candidates who are on rolls of the company Yield ratio

YIELD RATIO 400 151 349 87% 50 299 85% 49 250 83% 55 195 78% 42 153 78%

Cumulative yield ratio

38%

Yield ratio for TATA TELESERVICES

NUMBER OF CANDIDATES Total No. Of candidates lined up for the interview Candidates who did not turn up for the interview Total No. of candidates attended the interview Yield ratio Total No. of candidates eliminated in the first round Total number of candidates selected for final round Yield ratio Candidates who did not turn up for the interview Total number of candidates attended the final round Yield ratio Total No of candidates who got eliminated in final round Total candidates who got selected for the job Yield ratio Total candidates who did not accepted the job offer Total No of candidates who are on rolls of the company Yield ratio

YIELD RATIO 377 44 333 88% 43 290 87% 10 280 96% 36 244 87% 119 125 51%

Cumulative yield ratio

33%

Yield ratio for AIRTEL

NUMBER OF CANDIDATES Total No. Of candidates lined up for the interview Candidates who did not turn up for the interview Total No. of candidates attended the interview Yield ratio Total No. of candidates eliminated in the first round Total number of candidates selected for final round Yield ratio Candidates who did not turn up for the interview Total number of candidates attended the final round Yield ratio Total No of candidates who got eliminated in final round Total candidates who got selected for the job Yield ratio Total candidates who did not accepted the job offer Total No of candidates who are on rolls of the company Yield ratio

YIELD RATIO 50 10 40 80% 8 32 80% 4 28 88% 3 25 89% 13 12 48%

Cumulative yield ratio

24%

Chapter- 5
1. Findings 2. Suggestions

FINDINGS
Data has been collected from a sample of 9 employees working in Adecco Flexione Staffing solutions. The questionnaire consisting of 15 questions was intended to know the process of recruitment and selection of temp workers. It was also meant to know the effective source of recruiting and pattern of selection and the yield ratio of recruitment for three telecom companies, which are TATA TELE SERVICES, IDEA and AIRTEL.  Analysis of data collected as above reveals that 100% of the employees working at Adecco is done by the MBA‘s who have specialized in Human Resource Management as all the people who are engaged in as a recruiter were MBA‘s.   Only 22% of the employees were having prior experience before joining Adecco Flexione majority of the recruiters were fresher. It was found that all the recruiters have recruited for more than one client and majority of them have recruited for IDEA as the requirements were more.  It was found that majority of the recruiters were working with these clients for more than 100 days and not less than 40 days as some of them have joined Adecco Flexione recently.  It was also known that 44% of the employees have lined up 90 to 120 candidates in the month of February for these clients because of their expertise and skills in recruiting the candidates. 11% of the employees have lined up 0-30 candidates because they have joined recently. And 11% of the employees have lined up more than 120 candidates in the month of February because they have prior experience.  It was also found that many of the recruiters have used references as the source of recruitment as the use of this source reduces cost in

terms of time and cost of calling the candidate by making phone calls. And among the other sources online and existing database is mostly used for sourcing the candidates. Only few of them have used Headhunting as a source of recruitment as it requires tact and lot of thinking capability.  It was found that the selection process was based on two rounds of interviews at Adecco Flexione and the client took up one final round of interview. In Adecco Flexione all of the recruiters have used Telephonic interview and personal information round and only few have also used Screening round for selecting the right kind of people.  It was found that communication skills and qualification is the important criteria for evaluating the candidate as it was ranked on the first position and last being the language skills  It was found that 55% of the recruiters have eliminated 5% to 10% of the candidates in the first round of selection based on the job description and employee specification given by the clients. 22% of the employees have eliminated the candidates from 10% to 15%. This may be because these recruiters may be new to the work and may be because the candidates have not enough capabilities to go for further selection process. It was also found that 22% of the recruiters have eliminated the candidates from 0% to 5% it may be because of these recruiters have got more experience in the same job.  It was found that 78% of the recruiters said that out of the total candidates short listed by them in the first round of the selection process 85% to 70% of the candidates attended the final round by the client. And 22% of them said out of the short listed candidates 70% to 55% of them attended the final round by the clients. 55% of the recruiters said that out of the candidates who attended the final round of selection conducted by the client the clients have actually selected 70% to 55%.



It was found that 44% of the recruiters said that 85% to 70% have got selected in the final round of selection. This shows the efficiency of the recruiters in terms of sourcing and selecting the right kind of people for the right job. It was found that only 11% of the recruiters said that out of the selected candidates 100% to 80% of them actually accept the job offer letter and work on-rolls of the Company. Where as It was also found that 67% of the recruiters said that out of the total candidates who got selected only 60% to 40% of them are on rolls and the remaining said that 80% to 60% of them were onrolls of the Adecco Flexione as these recruitment process is for temp staff employed under Adecco Flexione Staffing Solutions.



It was found that the cumulative yield ratio of IDEA was comparatively higher than the other two companies that are TATA TELESERVICES and Airtel whose ratios are 33% and 24% respectively.



It was also found that more number of candidates was called up for the interview of IDEA and it was having more requirements of people compared to TATA TELE SERVICES and AIRTEL.



It was found that was found that the yield ratios of IDEA, TAT TELESERVICES and AIRTEL were 78%, 51% and 48% respectively.

SUGGESTIONS
Based on the findings of this study, the following suggestions and recommendations are made: 

Proper data must be maintained by each recruiter about the candidates who are not short listed at any of the stage of recruitment, as this will increase the database, which could be referred to when ever future requirement occurs for the similar or different job profiles.



Recruiters should call those candidates who could be seen as good fit between the job and their personality. This will lead to wastage of recruiter‘s time, candidate‘s time and also the client‘s precious time, which may yields to client dissatisfaction.



Rather than going for telephonic interview, preliminary screening must be used so that it would give the clearer picture of what the candidate is looking out for and whether he/she is capable of doing the job or not.



Before selecting the employee more emphasis must be laid on whether he/she is capable of doing that particular job or not and whether or not he/she fulfills the minimum criteria to do that job.



While selecting the candidate the selection decision must be based on the candidate‘s potential skills which could be further groomed by providing him by training rather than going by his qualification as this selection process is with reference to marketing job. Language skills are also the most important skill one has to possess in order to communicate so before selecting a candidate his language skills must also be tested.

Bibliography
1. Biswajeet Pattanayak, ―Human resource management‖ 2001 2. IAIN MAITLAND, ―handbook of recruiting interviewing, testing & starting work‖1‘st Indian addition 2001 3. P.R.Naidu, ―HR Recruiting trends an Industry and academic interface‖. Human capital vol :22 July 2006 4. S.Chandreshekhar ―Refining Recruitment ‖HRD Newsletter‖ vol: 21 September 2005 5. R.Dharma Rao, ―right persons in the right job. Who decides?‖ Vol 9 December 2005. 6. www.sourcemag.com 7. www.recruitescafe.com 8. www.justarticles.com 9. www.wikipedia.com 10. www.InfoFanz.com 11. www.citehr.com 12. www.adecco.co.in 13. www.google.com

Annexure I
Questionnaire

Questionnaire for Recruiters of Adecco Flexione Staffing Solutions
1. Name : 2. Designation : 3. Qualification : 4. Working with ADECCO since : 5. Previous experience if any. i. name of the previous employer

ii.

worked as

iii.

duration of previous job

6. Name the clients for whom you worked till now

7. Who is your current client a) Airtel b) Idea c) Tata 8. You are working with the current client from (days) a) 20-40 b) 40-60 c) 60-80 d) 80-100 e) 100 and above 9. Who were the clients you worked for in the month of Febuarary

10. Number of candidates you lined up in the month of February for your current client. a) 10-30 b) 30-60 c) 60-90 d) 90-120 e) 120 and above 11. what were the sources of recruiting the candidates for your current client a) Online sources b) Existing database c) Personal references d) Head hunting c) others 12. What was the method of selection adapted by you to recruit the people for your client? a) Telephonic round b) personal information round c) aptitude test

d) Group discussion

e) any other

13. What are the parameters for selecting a candidate according to your present client? (Rate from 1-5 and 1 being the highest). Parameters Communication skills Qualification Confidence Language skills Convincing skills 1 2 3 4 5

14. How many candidates were eliminated in the first round of interview conducted by you? a) 0% - 5% b) 5% - 10% c) 10% - 15% d) 15% -20% e) 20% and above 15. How many candidates attended the final round of interview by your client a) 100% - 85% b) 85% - 70% c) 70% - 55% d) 55% - 40% e) below 40% 16. How many candidates were selected by your current client among the short listed candidates? a) 100% - 85% b) 85% - 70% c) 70% - 55% d) 55% - 40% e) below 40% 17. How many candidates are actually on the pay rolls of your company for your client? a) 100% - 80% b) 80% - 60% c) 60% - 40% d) 40% - 20% e) below 20%

Thank you


				
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