Kalyan Vadrevu

Asst.Vice President - Recruitment

Wells Fargo India Solutions
Staffing
Staffing is a process where organizations can ensure that they have right
number of people with right capability, in place at right time

Any approach to staffing will have :
Defining the number (staffing levels) and types (capabilities) of
employees who will be needed at a particular point in the future to
implement plans effectively (often including how that staff should be
organized and deployed);
Identifying the staffing resources that are currently available;
Projecting the supply of talent that will be available at that point in
the future for which requirements have been defined (e.g., factoring in
the effects of turnover, retirements, planned movement, etc.);
Identifying differences between anticipated demand and forecasted
supply; and
Developing and implementing staffing plans/actions needed to close
talent gaps and eliminate surpluses.
Staffing
Supply Now
Supply Then
Preliminary
Gaps/Surpluses
Demand
Then
Define Staffing
Plans
Final
Gaps/Surpluses
Staffing Plans
Internal Movement
External Transfers
Voluntary Terminations
Normal Retirements
Salient points to consider
Look staffing as proactive and ongoing process
Staff cannot be simply supplied on demand
War for Talent in Job Market
Focus on issues may not be the organization
Consider Tailoring process for each issue
Keep plans separate, not consolidated
Gather Data and keep analyzing
Scenario Planning




Considering New Approaches
`Instead of this Consider this
Predicting the future
Build a longer- term context for short-term decision
making
Addressing staffing as an
implementation concern Address staffing from a proactive, Planning perspective
Focusing on organizations and
units Focus on issues
Defining a one-size-fits-all process Tailor the process and parameters for each issue
Including all positions
Focus on positions where you need to be proactive or
need time to react
Consolidating plans Keep plans detailed, separate, and distinct
Creating plans as a one time
event (e.g., annually)
Create plans in response to changing strategies,
whenever change occurs or is discussed
Creating reports and listings that
describe what was Focus on planning and looking ahead to what will be
Staffing Plans
Internal Movements
Skill / Knowledge Enhancements
Career Development Programs
External Hiring (RECRUITMENT)

the process of acquiring talent from job market
Organization Strategy HR and Recruitment Strategy
XYZ Company
Mission and Vision
Goals and Objectives
Recruitment Framework

Lines
of Business
Demand
Generation
Recruitment
Priorities
Planning:
Demand
Supply
Logistics
Recruitment
Metrics

Data
management
Report
Generation

Establish Supply Chain
Feedback - Learn / Measure / Improve Efficiency
Recruitment
Operations

Sourcing
Screening
Assessment
Selection
Offer
Joining

Capture as much forecast
information as possible
Elicit and encourage
quality in demand
information
Continuously update.
Ensure accurate and
timely information flow


What Supply Chain means to us
Identify key measures of
demand and supply flow
Prioritized demand and
supply channels
Improve supply channels,
evolve new channels
Define supply goals and
metrics
Create, publish,
continuously update the
Target Reports

Operations driven by
supply plan
Adherence to agreed
process
Continuous
measurement and
improvement of cycle
times
In-process reporting,
escalation, and
correction
DEMAND
MANAGEMENT
PLANNING
SUPPLY OPERATIONS
How do we measure ourselves
Recruitment Metrics
Quantitative
TAT - By Level, LOB, Practice
Percent within Cycle Time Goals
Rate of improvement in Time-To-Staff
Measure Interview Evaluation v/s actual performance

Qualitative
Funnel conversion rates
Requirements changes
Niche Skills
Satisfaction Candidate Experience and Customer Experience
Recruiter competence
Handling senior level hiring
Conveying selection process outcome

Cost
Staffing cost per position, by level, account, practice
Sourcing mix vendors, subcontractors, referrals
Revenue realized, revenue lost



Recruitment Cycle
Talent Acquisition
Attracting
Assessment
& Selection
Candidate
Management
Process
Compliance
Screening
Scheduling
Interviewing
Selection Decision
Level & Compensation
Fitment
Compensation Negotiation
Expectation Setting
Post Offer Follow-up
Market Analysis
Supply Chain
Define Search Criteria
Brand Building
Sourcing Strategy
Offer
Reference Check
Document Collection
Background Verification
On boarding
CASE STUDY
LEARNING OBJECTIVES
Explain how overall HR strategy guides recruiting practices.

Explain important characteristics and search patterns of
different types of people looking for jobs.
Describe the characteristics of organizations that attract
recruits.
List various recruiting sources and be able to describe their
strengths and weaknesses, as well as their linkage with
strategic recruiting practices.
Explain various approaches for evaluating the effectiveness of
recruiting

STRATEGIC RECRUITING
Employee recruiting is the process of identifying and
attracting people to work for an organization.

A strategic approach to recruiting helps an
organization become an employer of choice and
thereby obtain and keep great employees who produce
superior goods and services.
Recruiting Strategies
There are Two approaches used in business today.
Broad scope, which represents a set of work skills that a
lot of people have.
Targeted scope, which represents a set of skills that
only a few people have.
Recruiting Strategies

Broad skill scope strategy focuses on attracting a large
number of applicants.
This approach makes sense when a lot of people have the
characteristics needed to succeed in the job.
The skills and Knowledge needed is very limited, trainable
and tuned as needed.

Recruiting Strategies

Targeted skill scope strategy seeks to attract a small
group of applicants who have a high probability of
possessing the characteristics that are needed to
perform the specific job.
This approach is used when you are looking for a very
limited number of applicants with a very specific or rare
set of skills.
Understanding Potential Employees
Effective recruiting is understanding the needs,
goals, and behaviors of people searching for jobs.
There are three types of people looking for work:
people entering the workforce for the first time.
people who have been in the workforce but are currently
unemployed.
people who are currently employed but seeking a
different job.
New Workforce Entrants
When do most people enter the full time
workforce?
When they graduate from schooleither high school or
college.
Their job search goes through several stages.
The First Stage is determining what openings exist, what
qualifications are necessary, and how to apply.
The Second Stage focus is on finding out specific details
about particular jobs.

Unemployed / under employed work force
The second group of potential job recruits consists of
people who have been in the workforce but are
currently unemployed.
Organizations recruiting people from the
unemployment ranks benefit from seeking out and
encouraging people who have been laid off from other
jobs to apply for openings.
Workers Currently Employed
Some of these individuals are actively looking for new
jobs.
Others are not looking but are open to a move if a
good opportunity arises.
People who search for alternative jobs while still
employed tend to be intelligent, agreeable, open to
new experiences, and less prone to worry.
Passive Seekers and Active Job seekers
Organizational Attractiveness
The following is a listing of general characteristics
which attracted applicants to organizations.
Familiarity / Brand
Compensation and benefit programs
Job Content
Recruiting activities
Organization Culture
Familiarity
Organizations with a strong brand image thus
have an overall advantage when it comes to
recruiting.
Their efforts to advertise their products and services
provide them with a good reputation that helps them
attract potential employees.
They dont need to spend time and resources helping
people become familiar with them.
Efforts to create an image as a generally desirable
place to work are very important for less well-
known companies
Compensation and Organizational Traits
People like organizations which pay competitively and;
Offer better and more flexible benefits.
Greater opportunities for advancement and higher job security.
Organizational Traits
People like working for organizations which have positive
reputations such being friendly, sincere, kind, and trustworthy.
Another organizational trait is innovativeness. People want to
work for innovative organizations because they think their work
will be interesting and fun.
A third desirable trait is competence. People want to work for an
organization that is successful
Recruitment Sources
Organizations use a variety of sources to find job
applicants.
Some sources, such as referrals from current employees,
are relatively informal.
Other sources, such as professional recruiters, are more
formal.
Some of the various sources are as follows:
job posting, employee referrals, print advertising,
electronic recruiting, employment agencies, and campus
recruiting.
Factors that Influence Job Recruits
Job Posting
Job Posting uses the organizational internal
communication channels to inform current employees
about job opening and promotional opportunities.
Today organization uses the company web site and
email to notify employees of employment
opportunities.
Employee Referrals
Employee referrals occur when current employees get their
friends and acquaintances to apply for positions.
Referrals are thought to have at least four primary
strengths.
First, obtaining job applicants through referrals is a relatively
inexpensive method of recruiting.
Second, referrals are quicker than many other forms of recruiting.
Third, people hired through referrals tend to become better
employees who are less likely to leave the organization.
Fourth, current employees become more committed to the
organization when they successfully refer someone.
Print Advertising
Employment advertisements are a major part of
almost all newspapers.
People who are looking for employment often
search daily for work opportunities by reading the
help wanted section of a newspaper.
An advantage of newspaper advertising is thus the
potential to reach a very large number of people
for a relatively low cost.
Newspaper advertising works particularly well for
the broad recruiting
Electronic Advertising

Uses the internet, to send recruiting messages.
Popular websites such as:
www.Monster.com
www.careerbuilder.com


Increasing effectiveness of online recruiting
Source: Information from Jeff Stimson, Recruiting Via the Web, The Practical Accountant 37, no. 7 (2004): 2630.
Campus Recruiting

Campus recruiting focuses on working with
specific colleges and universities to recruit
graduating students.
Organizations that recruit successfully work hard
to build a strong reputation among students,
faculty, and alumni.
Relationships are built through activities such as
giving talks to student organizations and
participating in job fairs.
CASE STUDY


Thank you
Kalyan Vadrevu
Asst.Vice President - Recruitment
Wells Fargo India Solutions
Application Tracking System
Integrated, automated process of staffing which captures entire
work flow.

Enables users to switch from the traditional, manual excel based
methods of recruitment.


A simple, user friendly, effective business solution, which takes
care of entire recruitment process, enabling Business Managers,
Agencies, Recruiters, and candidates simultaneously.

Help generation of reports and analysis

Helps in HR in achieving greater customer satisfaction and
candidate satisfaction.
ATS Process Flow
FEATURES
Web enabled software. Can be installed and operated from
anywhere.
Completely customizable applications.
The multiple web sites can be linked
Solutions available in service model and as a software
product


MODULES
Candidate Module
Recruiter Module
Hiring Manager Module
Agency Module
Administrator Module
FUNCTIONALITIES
Resume Management-
Potential candidate can visit your website and can submit their
resumes, which will be stored in the software.
Client Management:-
Business development team can enter the client details and also the
client position requirements.
Position Management:-
Assign the position requirements to your recruiters with dead lines.



Recruiter Management
Recruiters can MAP the requirements with the candidate
database
BULK upload all your existing candidate resumes
Calculate billing information of your clients
Get proper MIS reports
Task Management Tool
Can allocate selected open positions to Agencies
CANDIDATE MODULE:-
Add profile
Provide basic information
Primary qualification details
Technical Qualification skills
Skill Details
Company experience details
Skill experience details
Submit open resume
Submit resume against a job (posted by admin)
View status ( Updated by Recruiter)



ADMINISTRATOR MODULE
Log in (User Name and Password)
Change Password
Add Candidate- Individual
CSV Upload (Bulk)
Manage Clients- Add/ Edit/ Delete
Manage Requirements- Add /Edit/ Delete
Manage Recruiters- Add/Edit/Delete
Assign Position- Add/ Edit/ Delete
Manage Fields- Add/ Edit/ delete
Manage Users- Add/Edit/Delete
View Billing Info
View MIS Info




RECRUITER MODULE
Log in (with individual username and password)
Change Password
Task Management
To- do List- Candidate joining
CV forwarded
Open position
Add candidate- Individual
CSV Upload (bulk upload through an excel sheet)
Manage Requirement- View
Search Profile
Advanced search
Map Requirements
Update Candidate Status (Call, Sent for interview, Telephonic Round Taken, Closed
etc)
MIS- Automatically created but recruiter needs to submit it)













ADMINISTRATOR MODULE
Log in (User Name and Password)
Change Password
Add Candidate- Individual
CSV Upload (Bulk)
Manage Clients- Add/ Edit/ Delete
Manage Requirements- Add /Edit/ Delete
Manage Recruiters- Add/Edit/Delete
Assign Position- Add/ Edit/ Delete
Manage Fields- Add/ Edit/ delete
Manage Users- Add/Edit/Delete
View Billing Info
View MIS Info




Thank you

any question.??

Evaluating Job Interviews
SELECTION DEVICES
What is Selection?
A process of gathering information
about a candidate
Matching the information against
standards/expectations
Measuring the gap
Evaluate if the gap is acceptable
Decide on selection / rejection / hold

INTERVIEW AS A SELECTION
DEVICE
Most popular device despite its limitations
Nobody likes to admit that he cannot interview
properly.
Its basic advantage is that it enables observation of
non-verbal behaviour.
What aspects can be assessed well through
Interview?
WHAT CAN BE ASSESSED WELL THROUGH
INTERVIEW?
- Social Skill- Ability to get along well and create a good
impression.
- Motivation - Motivation to work/change the job etc
- Fit - Culture fit, Chemistry, Organizational fit, THE
RIGHT TYPE.
- Mental agility - Quick thinking/ Presence of mind.
- Job knowledge-Specific knowledge needed

OBJECTIVES OF INTERVIEWING
To predict future behaviour and job performance
To get a personal feel of the candidate
To provide information to the candidate
To persuade good candidates to accept your offer
and join the company.
To create a good image of the organization

LIMITATIONS

Interviewers make up their minds before the
interview
Interviewers make up their minds quickly
Interviewers go by first impressions.
Interviewers look for reasons to reject
Every Interviewer goes by his own theory
INTERVIEWING-PRINCIPLES
Interviewing involves gathering information
Information about past behaviours can help in
making better selection decisions. This is so
because:
There are patterns in people's behaviour.
They can be seen in past performance.
And they will be there in the future.
INTERVIEWING-PRINCIPLES
The candidate's past performance and future performance
are two tips of the same iceberg. The strategy therefore is to:
Recreate past performance
Look for personality patterns and
Visualize future performance
For this purpose:
It is essential we get the candidate to talk freely.
Let the candidate's personality express itself.
WHAT TO LOOK FOR IN A CV?
Reading the CV is not enough; it has to be
digested. Making notes can help.

CV can help to generate hypotheses about the
candidate but hasty conclusions are not
advisable

A good analysis of CV (with notes) can
immensely help the interview process by giving
leads for detailed probing.
WHAT TO LOOK FOR IN A CV?
No Area Aspect/Details Hypotheses
1 Work
Experience
Specific Responsibility
Results achieved
Relevance to your
needs
Breadth, depth and
complexity of
experience
A good candidate
presents his achievements
in a realistic manner
If not presented properly,
there is a need for
detailed probing
2 Educational
Background
Kind of education
Elective subjects
Consistency of
grades/marks
Unexplained gaps are
indicative of lack of
dedicated efforts
Too much education can
also be a problem
3 Career
Progress
Mere movement is not
enough. Progress is
important.
Period of time spent on
the same job
Low level of progress
may be an indication of
lack of ambition/drive
May also suggest
adjustment problems.
WHAT TO LOOK FOR IN A CV?
No Area Aspects / Details Hypotheses
4. Career
stability
Number of changes
Frequency of changes
No change
Changes due to mergers /
acquisitions, downsizing
etc.
Changes without any
progress, OR hasty
changes are problems
No change may be a sign
of complacency or
reluctance to take risks
5. Portable
Assets
What tangible skills,
experiences, insights or
product/ process knowledge
does a person bring to the
organization?
Transferability is difficult if
the person is working on
proprietary technology OR if
his previous employers work
in specialized environment
6. Presentatio
n skills
How is the CV organized?
Is it in a standardized OR a
unique format?
Accuracy,
Aesthetics/neatness indicate
care taken
7. Indications
of attitude
Should ideally convey
courtesy, professionalism,
assertiveness, and
organized/systematic
approach
Vague generalities, loose
ends, inappropriate language
are causes of concern.
8. Covering
letter (if
any)
A letter referring to the
advertisement OR the source
of information
A good covering letter
indicates genuine interest


STAGES OF INTERVIEW

Introduction
Introduction to interviewers
Explain interview process
Icebreaker
Putting the candidate at ease

Middle
Open and probing questions
Attending
Active listening
Paraphrasing
STAGES OF INTERVIEW

Conclusion
Summarizing
Ask applicant if he has questions
Inform about next stage in selection process
Assessment
Measurement / Assessment based on criteria
Decision
Recommendation
Documentation

TYPES OF QUESTIONS

Open questions
Could you give me an example of ?
In what way is your experience useful for this position?
Probing questions
What was your exact contribution to this project?
Could you describe in detail the equipment you use?
Closed questions
Were you a part of the team?
When did this happen?
TYPES OF QUESTIONS

Hypothetical questions
What would you do in this case?
How would you have handled the situation?
Behavioral event questions
Could you give an instance when you succeeded by
overcoming a lot of obstacles?
Could you give an example of a difficult interpersonal
situation you handled well?
Capability questions
What are the key skills you are expected to use in your
present job?
What do you know about?
TYPES OF QUESTIONS
Questions about motivation
Why did you decide to make a change from
shop-floor to sales?
What prompted you to move to.?
Continuity questions
Can we move on to discuss.?
Can we talk about your next job?

FREQUENTLY ASKED QUESTIONS
Tell me something about yourself.

Why should we select you?

What are your achievements?

What has given you the greatest
satisfaction in your career?


FREQUENTLY ASKED QUESTIONS
Why do you want to work for us?
What college subjects did you like best and
least? Why?
Where do you see yourself in next 2-3 years?
What are your co-curricular or extra-curricular
activities ?
What do you know about our company?
FREQUENTLY ASKED QUESTIONS
What are your strengths?

What are your weaknesses?

Why are you looking for a change?

Do you have any questions to ask us?

AND FINALLY

THANK YOU VERY MUCH

AND

HAPPY INTERVIEWING