Recruitment: HR Isn't A Thing We Do, It's A Thing That Runs Our Business

Recruitment
HR isn’t a thing we do, it’s a thing that runs our business

Uber on a major recruitment drive in Singapore
After announcing its exit from the Southeast Asia region, Uber is
on a hiring spree in Singapore and plan to double the workforce in
the region.
Uber’s job portal lists 19 open roles for Singapore, but the
company has contacted headhunting and recruitment firms to help
fill as many as 75 vacancies. The sources cited that the new hires
will take Uber’s headcount in Singapore to well over 100
employees, the sources claimed.
 In March, Uber announced that it had sold its Southeast Asia-

based business to rival Grab. In exchange, Uber got 27.5 percent
stake in Singapore-based Grab Dara Khosrowshahi, Uber CEO
joining Grab’s board
Manufacturing Industry
A recent analysis by McKinsey showed that India’s

manufacturing industry is on an upward trajectory.
It is estimated to touch US$ 1 trillion by 2025, which
is about 25-30% of the country’s GDP and will create
about 90 million domestic jobs.
The expected trend will provide the requisite boost

to the sector, thus, making it one of the top
employment generators in the coming years.
Challenges in Global Manufacturing
Finding the right talent for the right role:
Limited focus on vocational training and fated

education system: There exists a wide gap between
the engineering curricula and the actual requirements
of the industry. In turn, companies end up investing
large sums of money, time and effort on training and
unlearning/re-training new talent.
Manufacturing isn’t seen as a primary career

choice:
The Action Plan
Reforms at the grass-root level: It is important to take
immediate steps to address the skilled labor challenge by
driving reforms at the grass-root level in the education
sector. Existing National Skills Policy
Industry-academia partnership:
Renewed employee-value proposition:
Focus on creating a digital eco-system: Some experts

and industry pundits forecast concerns on the future of HR,
with the rise in digital technologies such as artificial
intelligence, automation and robotics.
Current hiring trends in the software
industry
In the past few years, the software companies used to hire extra
workforce without the actual requirement through bulk campus
recruitment. But nowadays, the companies follow on-time hiring
Earlier the companies used to hire everyone at one go, but today,
the companies give notice and make announcements for the late
joining date(s), as per their requirement to every candidate hired
during campus placements.
Despite the previous trend of hiring at the end of the academic year,
the software companies hire as per their requirements, like once
during the mid-year and next batch at the end of the academic year.
Cross-industry hiring is also one of the trends in the software
industry. Nowadays 12% of the hiring is completed through cross-
industry hiring.
Trends in BFSI
Retiring Baby Boomers
Rise of FinTech
It is predicted that the growth of fintech companies

will see a rise in hiring by at least 20% and as
mentioned earlier, this workforce will largely
comprise of 40 to 50 percent millennials with an
average age between 27 to 34
How AI reinvented hiring practice at L’Oréal?

 Chief Digital Officer – Global HR - He shared that leveraging AI made the
recruiting process more efficient by freeing talent acquisition professionals from
repetitive tasks and allowing them to concentrate on value-added responsibilities.
The technology also improved the experience for job applicants by responding to
their applications quickly and knowledgeably, accelerating the entire recruitment
process.
 Two million candidates apply online to various jobs in L’oreal
 Company hires 5000 annually- 145 recruiters globally
Mission is to ‘invent beauty’ and offer everyone access to the best of cosmetics
regarding quality, and safety.
It has a presence in 150 countries, 34 global brands 82,600 employees.
Innovative approach to Hiring:

 Reducing the turnaround time for hiring
 Enhancing the candidate experience
 Hiring the right candidate
L’Oréal adopted Chabot, Mya which helped job seekers like a
human recruiter, screening potential candidates for the
company.
It works on AI & natural language processing ask questions,

verify qualifications, & answer questions from job applicants
about things like company culture, policy, & benefits.
It would deliver updates to the recruiters letting the know about
the "best-fit" and "non-fit" for the job role.
1. Tell us about a project that you worked on failed. What did

you learn from that project?
2. Tell us about the project where you were working with the
multi-cultural teams and what experience did you have?
3. Tell us about a situation where you are convinced about your
idea, but your seniors were not. How will you convince
them?
Genius: Hiring ,Compensation & Attrition Trends for FY18-19
Around 42.06 per cent of the companies have put the estimated rise in
manpower strength in their organizations between one and 15 percent,
reveals the survey.
57.14 percent of the respondents say that both new and replacement hiring
is expected across industries.
33.33 percent of HRs feels that candidates having 1-3 years of experience
face the major bottlenecks in recruiting.
5-10percentis the range of increment that 41.27percentof corporates are

expecting.
65.08percentof the applicants say that anticipated attrition level will be
between 5-15 percent. But 39.68 percent of junior level employees are
more exposed to attrition.
Similar to last year, Southern zone has been projected to have the
brightest hiring scenario for organizations and industries at 32.54percent.
Recent trends
Increased Focus on Quality of Hire

Anonymous resume screening and blind interviewing
Increased Emphasis On Using Social Networks
social data to identify people who are more likely to be open
to new opportunities
Candidates accept a fast and easy application process
Closing the Gap Between Active and Passive Candidates
Talent Branding or great place to work for.
Using Mobile Recruiting
Data Analytics
Digital profiles and digital hiring model
Best practices involving the use of videos
Deloitte started a major trend with its “film festival,” which offered its employees
a chance to shoot short videos from their cell phones revealing the fun inside the
company.
Make personalized recruiting videos to send to high-value candidates.
Video job descriptions and even video job offers can have a profound impact on
selling candidates.
“How-to videos” on a technical topic posted on YouTube have proven to be a great

attraction tool. When the employee is contacted, they can eventually turn that
contact into an employee referral.
Placing actual recruitment ads on TV has been recently popularized by GE,

Walmart, and Koch. Coors offered a compelling TV ad that linked fun work and
producing a great product.
Best practices in hiding irrelevant information
Irrelevant information on resumes can provide an

opportunity to get biased.
Visual biases during the interview can be reduced by
using more telephone interviews, where the
individual is not visible. hide the performing
candidates behind a screen.
Recruitment
The process of searching for prospective employees &

stimulating them to apply for jobs in the organization
Process of finding & attracting capable applicants for

employment
Finding out sources where the required number & kind of
employees will be available
Developing suitable techniques to attract the suitable
candidates
It is positive as it aims at increasing the number of
candidates.
Factors influencing the recruitment process
Organization size & dimension
Employment conditions
Past recruitment efforts or initiatives
Cost of recruitment
Organizational growth and career growth
Organization climate & culture & corporate image
Employer’s Brand
5 strategies startups are adopting to deal with hiring
challenges
Challenges
Pressure of starting the operation
Lack of hiring experience
Weak negotiation skills
Lack of clarity about the organization culture
Inefficient assessment tools
Strategies
A complete understanding of the mission and vision
Hiring the people already well aware of organization
Promoting the work culture both inside and outside the organization
Branding on digital platforms
Motivating the current employees

Dream11, “If you are great at life you are great at work. If you
work smartly, you work well.”
The digital-first employer branding campaign celebrates the
Company’s vibrant and dynamic work culture that allows
employees to balance their professional and personal
aspirations.
Celebrating a culture driven by passion, purpose and
performance, Dream 11 just launched a digital-first
employer branding campaign – ‘Be a GameChanger,
Be a Dreamster’.
 The campaign celebrates the Company’s vibrant and dynamic
work culture, where talented sports tech enthusiasts,
accomplish their professional ambitions while aptly balancing
their personal aspirations.
Objectives:
 To attract people with multi- dimensional skills &

experiences that suit the present org strategies
 To infuse fresh blood at levels of the org
 To develop an organization culture that attracts
competent people to the company
 Methodologies for assessing psychological traits
 To search for talent globally
Process begins with
 1. First step - Prepare , plan and the process
Identifying the vacancy in different departments
Posts to be filled
1) Job information –title ,grade, department name, Location
2) Job summary – job purpose, importance, job significance , value
3) Qualification required
4) Job challenges – deadline , punctuality, quality, Accuracy
5) Working condition
6) Hierarchy level
7) Job responsibility
Preparing job description & specification

Locating & developing sources of new incumbents
Short listing & identifying the prospective employee with required
characteristics
Provide a realistic job preview
Arranging interviews ,and final decision
Process continued
2. Internal Promotion or External Hiring
 Focus on Cross functional panel
3.Culture fit
 Situation based questions
 Work culture
 Boss
 Environment
 Dream job
 Comfort level
 Leadership Style
4.Evaluate the potential ,performance , skill and
will
Long Gap in the career

Job hopper
Stayed long in one organization
Talent progression
5. Check the soft skill & hard skill
6.Check the background and reference and Rehire
status
7. Make them feel welcome
Expectation setting
For Boomerang employees
Question 1 - Has the employee been the best fit for the role in his first
stint?
Question 2 - Are you are taking the decision to rehire as a quick fix
solution?
Question 3 - How will the team react to this rehire?
Question 4- How the new resources are trained and managed will have
a positive impact on the performance of both the employees and the
company?
Companies like Kronos encourage former employees to apply via their

career site, ‘Boomerang back to Kronos. If your ideal career
opportunity knocks twice at Kronos, we invite you to answer
the door.’
 They are smart enough to openly welcome high-performing former
employees to rejoin our workforce.
Realistic job preview
It is informing applicants about all aspects of the job,

including both the desirable & undesirable facets.
 can include a tour of the working area.
Increases job satisfaction
Realistic job expectations
Enhanced communication through honesty &
openness
Corporate strategies Vis - vis Recruitment strategies
Corporate strategies Recruitment strategies
Sustainable growth Centralized recruitment
Expansion Decentralized recruitment
Diversification Candidates with multi skills
Entry of foreign markets Candidates with multi –cultural

background
Mergers & acquisition Candidates with multi skills & multi –

cultural background
Fast growth & change outsourcing
Low cost leadership Highly skilled & smart candidates

Traditional sources of recruitment
Internal Sources External sources
Present permanent employees Campus recruitment
Present Temporary /casual Private employment /consultants
Retrenched /retired employees Public employment exchanges
Dependents of deceased Professional Associations
Disabled ,retired & present employees Data Banks
Extension of services Casual Applicants
Lent Services Similar organizations/competitors
Trade unions
Modern Sources
• Internal job posting
• Absorption of trainees
Employee referrals (publicize the program , widen the program ,
measure results )
Measure results - Percentage of number of candidates employed to
number of candidates recommended.
External Sources
Walk –in
Consult –in
Head Hunting
M & As
Tele recruiting
Outsourcing
E-recruitment
Why do organization prefer internal source
 Tool of motivation & increases employee morale
Suitability between candidates is judged better
Loyalty ,commitment is more
Cost of selection,
Training & development will be reduced
 Trade unions will be satisfied
Social responsibility towards employees may be discharged
Limitation:
Can create conflict amongst colleagues
Excessive reliance on internal sources can create the risk of
employee cloning
Limiting of choices
HR challenges in recruitment
Adaptability to globalization
Lack of motivation
Process Analysis
Strategic prioritization
Influence of recommendation , nepotism

Skill of recruiters
Start by assessing the sales skills of your recruiters, because in many cases,
they are under emphasized and extremely weak.
Drop the intuitive approach to convincing and adopt a scientific candidate

research approach. Survey a sample of recruiting targets in order to
specifically identify how they look for a job, where they look for a job, and
what factors must be present before they will apply for and accept a job.
Consider hiring ex-salespeople as recruiters, because they already have the

necessary selling skills.
Survey all of your new hires during onboarding and ask them specifically
what arguments or sales approaches were effective and which ones had no
major impact. Then use that information to improve your selling approach.
Assessment of a recruitment program
 Recruitment sources and techniques should be evaluated against recruitment
objectives and policy of the company
 Measures used to evaluate the recruiting process
 In case of search , screening, offers extended, offers made and results
 Yield Ratios is the percentage of applicants from a particular source that make it to
the next stage in the selection process . It help indicate recruitment sources most
effective at producing qualified job candidates.
 Cost per hire
 Cost per applicant
 Cost of recruitment – (external cost and internal cost)
 Time to fill
 Acceptance Rate
 Days-to-accept
 Data can be used in future decision making through feeding the information & data
forward.
How to achieve high offer acceptance rates?
They were dissatisfied with the salary or benefits you offered

They received a better offer elsewhere
They weren’t sure about leaving their current job
They were just looking for leverage to negotiate a pay raise in
their current job
They have personal restrictions that prevent them from
accepting your offer (e.g. new job’s working hours would get
in the way of their family responsibilities)
They’d have a longer commute
They didn’t like your company culture or senior leadership
They didn’t see any real challenge or opportunity in the role
They had a bad candidate experience
Increase recruiting Effectiveness
Applicants Tracking system to collect data on
applicants & provide various analysis

Realistic job previews
Responsive recruitment process
Applicants are send a thank you note irrespective of
whether they are offered jobs

Legal corner
Employment Exchanges (Compulsory Notification of

Vacancies)Act 1959
Child Labor (Prohibition & regulation Act)
Equal Remuneration Act 1976
Working journalists & other newspaper
employees(conditions of service) & Miscellaneous
provisions Act

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Recruitment

HR isn’t a thing we do, it’s a thing that runs our business

 In March, Uber announced that it had sold its Southeast Asia-

A recent analysis by McKinsey showed that India’s

The expected trend will provide the requisite boost

Limited focus on vocational training and fated

Manufacturing isn’t seen as a primary career

Renewed employee-value proposition:

Focus on creating a digital eco-system: Some experts

Retiring Baby Boomers

It is predicted that the growth of fintech companies

Innovative approach to Hiring:

It works on AI & natural language processing ask questions,

1. Tell us about a project that you worked on failed. What did

5-10percentis the range of increment that 41.27percentof corporates are

Increased Focus on Quality of Hire

Make personalized recruiting videos to send to high-value candidates.

“How-to videos” on a technical topic posted on YouTube have proven to be a great

Placing actual recruitment ads on TV has been recently popularized by GE,

Irrelevant information on resumes can provide an

The process of searching for prospective employees &

Process of finding & attracting capable applicants for

Organization size & dimension

Past recruitment efforts or initiatives

Organizational growth and career growth

Organization climate & culture & corporate image

 To attract people with multi- dimensional skills &

Preparing job description & specification

Long Gap in the career

Companies like Kronos encourage former employees to apply via their

It is informing applicants about all aspects of the job,

Corporate strategies Recruitment strategies

Sustainable growth Centralized recruitment

Expansion Decentralized recruitment

Diversification Candidates with multi skills

Entry of foreign markets Candidates with multi –cultural

Mergers & acquisition Candidates with multi skills & multi –

Fast growth & change outsourcing

Low cost leadership Highly skilled & smart candidates

Present permanent employees Campus recruitment

Present Temporary /casual Private employment /consultants

Retrenched /retired employees Public employment exchanges

Dependents of deceased Professional Associations

Disabled ,retired & present employees Data Banks

Extension of services Casual Applicants

Lent Services Similar organizations/competitors

Influence of recommendation , nepotism

Drop the intuitive approach to convincing and adopt a scientific candidate

Consider hiring ex-salespeople as recruiters, because they already have the

They were dissatisfied with the salary or benefits you offered

Applicants Tracking system to collect data on

applicants & provide various analysis

Responsive recruitment process

Applicants are send a thank you note irrespective of

whether they are offered jobs

Employment Exchanges (Compulsory Notification of

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