CHAPTER 1 - INTRODUCTION

1.1 COMPANY PROFILE

What is ValeurHR Solutions?

ValeurHR is one of the most intellectually curious and original thinking H.R. Consulting Company in India focusing on enabling Business Goals of the Clients Organization. Their fast growth trajectory is a direct result of the goodwill generated amongst clients by Business Value Driven Work and Performance Delivered.

They consider themselves to be partners in growth and are fiercely dedicated towards this objective. They have a unique integrated and collaborative delivery model for H.R. Consulting, through which aim at not just solving their clients problems but also act as enablers of growth. Their expertise in H.R. Consulting is an evolutionary product of their teams vast knowledge and global experience.

ValeurHR has done strong work in H.R. Consulting with prestigious clients such as Microsoft, Google, Makemytrip, BMW,McKinsey & Company, Schneider Electric, Tata Teleservices, Bharti, Airtel, Emaar MGF, IREO, ATS, Coca Cola, IBM,

Quark, Dell, Adobeetc- spread over multiple locations and across various industry sectors.

1.2 Formation of ValeurHR

ValeurHR came into existence in 2006 & has been formed by HR Experts (Alumni of Warwick (UK), CIPD and University of Pune) with more than 30 years experience in HR working with leading corporate like BBC (UK),IBM, BhartiAirtel, HP (US) and Motorola (US). ValeurHR team is of 45 plus strong HR Experts with past experience of working with leading corporate like Dell, BBC, Microsoft, JP Morgan, AOL, Oracle, HP

(Hewlett Packard), Bharti Airtel, IBM, HCL, NIIT, GE, etc. All working towards a single mission to exceed customer expectations and deliver high quality HR Services. VISION To be the leading HR Consulting and Training organization in India through strong focus on being single Business Partner to the organizations adding value to their bottom line goals and stakeholders.

MISSION Exceed Customer expectations through delivering high quality Consulting & Training services, by continuously improvising through innovation and creativity, with strong measurement practices in place to ensure the end business objective is met by the organizations. VALUES Strong ethical standards while working with customers, employees, associate partners with accountability and commitment to offer nothing less than the best.

1.3 Management and Leaders

Gursimran Kaur, Founding Director and COO Gursimran has more than 11 years of HR experience in the area of HR Consulting from HR Policies & Process Formulation to running various departments as Training and Development, Performance Management, Communication and Recruitment.

Having studied her Bachelors in Psychology, Economics and Elective English she studied her Masters in Industrial relations and Personnel Management from Warwick Business School, United Kingdom and is member of CIPD (UK). She is a Certified NLP Practitioner.

She has worked with Blue chip companies like British Broadcasting Corporation (BBC) UK, Bharti and Quark. She has extensive experience in the field of Designing, Developing and Delivering various Corporate Trainings and Induction Programs, Designing Performance Management system for organizations and rolling out various Employee engagement initiatives. She now also works with Corporate and customizes their Induction / HR manuals as well as their HR systems as per their needs and consulting them on and fulfilling their manpower requirements. Gursimran has conducted various workshops for developing soft skills of employees for various corporate and individuals.

At ValeurHR, Gursimran designs, develops and deploys various HR solutions for its clients.

Gursimran enjoys traveling, reading books, playing tennis, Yoga and spend quality time with family. She is involved in various initiatives on education of the under privileged children.

Jaiprakash S. Hasrajani, CEO Jai has more than 11 years of industry experience in handling various HR roles till recent being HR Manager with Dell International Services. In 2009, Jai decided to take the plunge into entrepreneurship with clear vision to establish leading global HR consulting corporate.

He has worked in various capacities in the past, as Recruiter, where he would have hired more than 5000 professionals for various organizations, Talent Management Specialist and HR Manager leading various initiatives in the areas of Recruitment (International and Domestic), Training and Development, Compensation and Benefits, Employee Engagement and Retention, Talent Management, Organization Development Interventions, Forming policies and operating manuals for the organization, et all while working with leading global companies like Dell, Quark and other leading manpower consulting companies handing US recruitment for HP, Motorola, IBM, Ace Technologies, et all.

Jai in his previous assignment with Dell was leading the design, development and delivery of various soft skills training and development initiatives across all levels focusing on Employee Skill and Career Development apart from handling Performance Management Systems, Compensation and Benefits, Employee Engagement and Retention, Talent Management, et all.

Jai has a thorough experience in handling Change Management through various innovative training programs, develop Leadership Skills, Team Building skills, Time Management, HR Trainings, designing and delivering Induction Programs, Building Managements Skills in Individual Contributors, Career Progression, Building Employee Capability, at all

At ValeurHR, Jai is handling Business Strategy, Business Development, Global tie ups, Hiring Practice and Business Execution. Jai is consistently looking for innovative HR practices to make them new industry benchmarks. Jai holds Masters Degree from University of Pune, loves Adventure Sports, Traveling, Swimming, playing Tennis, Golf, writing on blogs, Networking and research and development of various HR initiatives

Sudhir Singh Sudhir Singh is a seasoned Recruitment professional with more than 10 years of experience working with some of worlds leading organizations like Microsoft, Quark & Oracle. He is a business savvy and technically hands on leader, who brings with him rich experience in recruitment, sourcing, head hunting and resource management ValeurHR understands the manpower needs of the client and makes a skillful approach to accomplish it. In todays fact paced business environment, delivering within timelines speaks a lot about the process of the service provider ValeurHR progressively works to bring the best to your table. I would recommend their services and appreciate the perseverance and integrity of the team who help us maximize results. Total Employees OF Valeur HR Solutions - 40

1.4 ORGANISATIONAL STRUCTURE OF VALEURHR SOLUTIONS

CEO

COO

VP

TA Head

L&D Head

Consulting Head

BD Head

Marketing Head

HR Manager

Accounts Manager

TA AM

CRM - Manager

L&D AM

Consultant

Sr Analyst

Marketing Specialists

Specialist HR

Sr Analyst

Sr Specialist

Lead Trainer

Analyst

Specialist

Sr Trainer

Lead Generation Executive

Management Trainees

Trainer

Interns

Content Development Lead

Content Specialists

1.5 INDUSTRIES WE SURVES

- Automotive - Agriculture - Banking & Financial Services Biotechnology Chemical & Allied Products Consulting& Business Services Entertainment-Media& Communication Engineering & Manufacturing Education Energy & Power FMCG Food Processing Hospitality

- Information Technology - Information-Technology Engineering Services (ITES) - Labor, Employment & Skill Development - Lifestyle &Retail - Management - Pharmaceutical, Health Care & Life Sciences - Real Estate & Infrastructure - Research & Development - Telecom - Travel and Tourism

1.6 CLIENTS OF VALEURHR SOLUTIONS

1.7 Branches of ValeurHRsolutions

Various Branches of ValeurHRsolutions and their addresses are given below:

1) CHANDIGARH (Head Office) Plot No. 58, Industrial Area, Phase 1, 160001. Chandigarh@valeurhrsolutions.com

4) AHMEDABAD 207, Akshar Complex, Shivranjani Cross Road ahmedabad@valeurhrsolutions.com

5) BANGALORE 2) GURGAON Regus Business Center, Level - 12, Building number 8, Tower - C, DLF Cyber city, Phase II gurgaon@valeurhrsolutions.com 6) MUMBAI 3) MOHALI SCF 27 , Top Floor Phase 5 mohali@valeurhrsolutions.com Regus, Level 1, Trade Centre, BandraKurla Complex, Bandra (East) mumbai@valeurhrsolutions.com Level 2, Prestige Omega, No. 104, EPIP Zone, Whitefield bangalore@valeurhrsolutions.com

1.8 SERVICES WHICH VALEURHR SOLUTIONS OFFERS

SEARCH & SELECTION STAFFING RECRUITMENT OUT SOURCING CONSULTING HR AUTOMATION INTERPERSONAL SKILLS DEVELOPMENT TECHNICAL SKILLS GENERAL AWARENESS WORKSHOPS QUALITY AND PROCESS TRAINING

LIST OF COMPETITORS ABC Consultants Adecco Manpower Mafoi

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1.9 ValeurHR Work

As name suggests, Valeur is a French word which signifies the concept of adding value to the respective work domain. At ValeurHR, we are fiercely dedicated to guard our purpose of being by providing superior products & services, which add strategic value to our clients Human Resource function. We dont perceive ourselves as a support service provider only. Rather, we see ourselves as your business success partner. Our continuous growth is a result of strong foundation wherein, we have:

Some Strong points about ValeurHR :

Database: Strong and Diverse Database. Industry Penetration: Cater to all Industry Segments. Client Base: Diverse Client Base which includes Fortune 500 companies. Infrastructure & Network: State of the Art Infrastructure & Pan India Presence. Team: Experienced. Diverse Backgrounds. National & International Experience.

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1.10 Need of the Study

People are a companys most important assets. They can make or break the fortunes of a business. In todays highly competitive business environment placing the right people in the right position is very critical for the success of any organization. The recruitment and selection decision is of prime importance as it is the vehicle for obtaining the best possible person-to-job fit that will, contribute significantly towards the Company's effectiveness. It is also becoming increasingly important, as the Company evolves and changes, that new recruits show a willingness to learn, adaptability and ability to work as part of a team. The Recruitment & Selection procedure ensures that these criteria are addressed. In this project I have studied Recruitment and Selection process of ValeurHRsolutions and attempted to provide some ways so as to make recruitment more effective and to reduce the cost of hiring an employee. I am privileged to be one of the students who got an opportunity to do my training with ValeurHRsolutions. My involvement in the project has been very challenging and has provided me a platform to leverage my potential in the most constructive way. ValeurHR is India's leading HR Consulting, Executive Search, Staffing and HR Services Company. In a short span of time, ValeurHR has set an example by having a steady and confident journey to growth and success. During the training period I have studied deeply the process of hiring in ValeurHR Solutions. This project however is an attempt to share as best as possible my experience in corporate world with all my colleagues and my faculty.

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1.11 Objective of the Project

Project Objective:
To understand the scope, difficulties and methods of recruitment in a Temp Staffing Recruitment Firm with on-site training in sourcing for the client companies.

Project Overview:
Rigorous sourcing was undertaken to understand the recruitment process. Candidates were interviewed and then potential candidates were shortlisted. During the tenure of the project I learnt to put the candidates under assessment tests and took the initial rounds of telephonic sourcing.

Project Methodology:
The following methodology was used: The client companys requirement was received. All necessary data regarding the company, job profile, salary, rewards, shift Timings and assessment tests were gathered and understood. Sourcing the candidates from the job portals and databases. Putting them through an initial interview process Shortlisting potential candidates and sending them to the concerned company for the final HR round.

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CHAPTER 2 - BUSINESS PROCESS 2.1 Recruitment

Recruitment refers to the process of attracting, screening, and selecting qualified people for a job. According to Edwin B. Flippo, Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization. Recruitment is the activity that links the employers and the job seekers. A process of finding and attracting qualifiedcandidates for employment. The process begins when new recruits are sought and ends when candidates are converted into employees. Acc. to Rynes and Cable, 1991, 2003"Recruitment involves the utilization of organizational practices to influence the number and types of individuals who are willing to apply for job vacancies.

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2.2 PROCESS OF RECRUITMENT (In Valeur Hr Solutions)

The recruitment is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the strategic advantage for the organizations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time.

LIFECYCLE OF RECRUITMENT PROCESS:-

Requirement Understanding

Sourcin g

Screening & selection

Interview Process

Offer (If shortlisted )

Joining

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The main steps of the recruitment process are

o o o o o o

Job analysis/Requirement Understanding Sourcing Screening and selection Interview Process Job Offers Joining & On boarding

2.2.1 JOB ANALYSIS: -The proper start to a recruitment effort is to perform a job analysis. A job analysis is the process used to collect information about the duties, responsibilities, necessary skills, outcomes, and work environment of a particular job. You need as much data as possible to put together a job description, which is the frequent outcome of the job analysis. Additional outcomes include recruiting plans, position postings and advertisements, and performance development planning within your performance management system. This information is captured in a job description and provides the recruitment effort with the boundaries and objectives of the search. These job descriptions need to be reviewed or updated prior to a recruitment effort to reflect present day requirements. Starting recruitment with an accurate job analysis and job description ensures the recruitment effort starts off on a proper track for success. In other words Job Analysis is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job. Job Analysis is a process where judgments are made about data collected on a job.

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The job analysis may include these activities: 1)Reviewing the job responsibilities of current employees,

2)Doing Internet research and viewing sample job descriptions online or offline highlighting similar jobs,

3)Analyzing the work duties, tasks, and responsibilities that need to be accomplished by the employee filling the position,

4)Researching and sharing with other companies that have similar jobs, and

5) Articulation of the most important outcomes or contributions needed from the position. Purpose of Job Analysis :The purpose of Job Analysis is to establish and document the 'job relatedness' of employment procedures such as training, selection, compensation, and performance appraisal. JOB DESIGN- The job design is the most important part of the recruitment process. The job design is a phase about design of the job profile and a clear agreement between the line manager and the HRM Function. Job descriptions are based on objective information obtained through job analysis, an understanding of the competencies and skills required to accomplish needed tasks, and the needs of the organization to produce work. Job descriptions clearly identify and spell out the responsibilities of a specific job. Job descriptions also include information about working conditions, tools, equipment used, knowledge and skills needed, and relationships with other positions

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The Job Design is about the agreement about the profile of the ideal job candidate and the agreement about the skills and competencies, which are essential. The information gathered can be used during other steps of the recruitment process to speed it up. JD comprise of : Title or Designation Level Role or Responsibility or Duties Experience Qualification Must have Skills Good to have skills Job Specifications Salary and Benefits

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2.2.2 Sourcing: - The second and most critical step in the process of Recruitment is
Sourcing. Sourcing means finding and attracting talent towards the open position. Traditional way include advertising and use of job portals, whereas latest trends also include lot of unconventional and cost effective sources like network, references, headhunting, company mapping, and social networking sites like Twitter, LinkedIn, Facebook, et all. In other words, Sourcing is identification and uncovering of candidates (also known as talent) through proactive recruiting techniques. The actual act of sourcing for candidates is performed by either a recruiter (be it an internal corporate recruiter or agency recruiter) or a dedicated recruiter just focused on the sourcing function. Candidate sourcing activity typically ends once the name, job title, job function and contact information for the potential candidate is determined by the candidate sourcer. The actual act to source candidates can usually be split out into two clearly defined techniques: primary sourcing and secondary sourcing. Primary sourcing or phone sourcing:In recruiting and sourcing, this means the leveraging of techniques (primarily the phone) to identify candidates with limited to no presence of these individuals in any easily accessible public forum (the Internet, published list, etc.). It requires the uncovering of candidate information via a primary means of calling directly into organizations to uncover data on people, their role, title and responsibilities. The term "phone sourcers" or "phone name generator" or "telephone names sourcer" generally applies to the utilization of primary sourcing techniques.

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Secondary sourcing/Internet sourcing In recruiting and sourcing, this means the using of techniques (primarily the Internet and utilizing advanced Boolean operators) to identify candidates. Individuals in the recruiting industry that have deep expertise in uncovering talent in the harder to reach places on the internet (forums, blogs, alumni groups, conference attendee lists, personal home pages, etc.). The term "internet sourcer", "Internet name generator" or "internet researcher" generally applies to the use of secondary sourcing techniques. Mainly sourcing is divide into two parts:-

Conventional

Unconventional

Conventional Sourcing:-Conventional ways of Souring includes: 1)Sourcing through Jobsites or Internal Database 2)Job postings 3)Advertisements 4)Employee Referrals 1) Sourcing through Jobsites or Internal Database:-In Conventional Sourcing we can source through Jobsites or Internal database. We can source the candidate through
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various websites like Monster.com, Naukri.com, Timesjobs.com, JobsDB.com etc. Websites capture candidate details and then pool them in client accessed candidate management interfaces. 2) Job Posting:-Arrangement in which a firm internally posts a list of open positions (with their descriptions and requirements) so that the existing employees who wish to move to different functional areas may apply. It is also called job bidding. 3)Advertisement:-Advertising, a common part of the recruiting process, often encompassing multiple media, such as the Internet, general newspapers, job AD newspapers(like Times Ascent, Career Guide, etc), window advertisements, job centers, and campus graduate recruitment programs, Therefore with the help of advertisement we can also do sourcing. 4) Employee Referrals: -Employee referral is an internal recruitment method employed by organizations to identify potential candidates from their existing employees' social networks. An employee referral scheme encourages a company's existing employees to select and recruit the suitable candidates from their social networks. As a reward, the employer typically pays the referring employee a referral bonus. Recruiting candidates using employee referral is widely acknowledged as being the most cost effective and efficient recruitment method to recruit candidates and as such, employers of all sizes, across all industries are trying to increases the volumes they recruit through this channel. Unconventional Sourcing :-Unconventional Ways of Sourcing includes: 1)Networking 2)Social Networking or Personal Networking sites 3)Online or Offline Forums(Groups) 4)Company Mapping 5)Headhunting
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1) Networking:-Networking is the part of Unconventional sourcing .In this we can source through unconventional way. 2) Social Networking or Personal Networking sites:- It is a concept at the intersection of recruitment and the embryonic field of social media. There are several terms used interchangeably including social hiring, social recruitment and social media recruitment. 3) Online or Offline Forums(Groups):-Online recruitment websites can be very helpful to find candidates that are very actively looking for work and post their resumes online, but they will not attract the "passive" candidates who might respond favorably to an opportunity that is presented to them through other means. 4) Company Mapping: -Mapping of an industry can be done by first understanding the company for whomwe have to do mapping for and the industry in which they work. This is very broad, so you then need to identify the actual players in the field. Any good search engine (actually Google or Yahoo are pretty good) or company profile on LinkedIncan get you a closer, although still pretty large list of a sub-sector of an industry.

Being an efficient recruitment agency, during the mapping exercise, we perform industry specific desk and field research on companies and relevant people so as to identify the key competencies. It includes job title, principal accountabilities, key result areas (KRAs), authority to be infested, external/internal contacts, reporting procedures and supervisory relationships, working conditions / environment, job specifications, compensation package, location and other necessary details. Amongst several recruitment online companies, Global Hunt is your most trusted staffing provider. 5) Headhunting:-Headhunting is a very high level advance task only performed by very experienced headhunters. This is a proactive technique of finding some specific skill/level/position of person in specific company/industry.

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A "headhunter" is an industry term for a third-party recruiter who seeks out candidates often when normal traditional recruitment efforts have failed. Headhunters are generally considered more aggressive than in-house recruiters or may have pre-existing industry experience and contacts. They may use advanced sales techniques such as initially posing as clients to gather employee contacts as well as visiting candidate offices. They may also purchase expensive lists of names and job titles but more often will generate their own lists. They may arrange a meeting or a formal interview between their client and the candidate and will usually prepare the candidate for the interview, help negotiate the salary and conduct closure to the search. They are frequently members in good standing of industry trade groups and associations. Headhunters will often attend trade shows and other meetings nationally or even internationally that may be attended by potential candidates and hiring managers. Headhunters are typically small operations that make high margins on candidate placements (sometimes more than 12-16% of the candidates annual compensation). Due to their higher costs, headhunters are usually employed to fill senior management and executive level roles. Headhunters are also used to recruit very specialized individuals.

2.2.3 Screening and Selection:According to R.D. Gatewood and H.S. Field, employee selection is the "process of collecting and evaluating information about an individual in order to extend an offer of employment.

Employee selection is part of the overall staffing process of the organization, which also includes human resource (HR) planning, recruitment, and retention activities.

Screening and Selection is the third process of Recruitment. Selection is the process of choosing from a group of applicants those individuals best suited for a particular position.

Most managers recognize that employee selection is one of their most difficult, and most important, Business decisions. This process involves making a
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Judgment -not about the applicant, but about the fit between the applicant and the job by considering knowledge, skills and abilities and other characteristics required to perform he job Selection procedures are not carried out through standard pattern and steps in this. Process can vary from organization to organization some steps performed and considered important by one organization can be skipped by other organization.

Mostly the selection of applicant depends upon the following factors or criterions :1. EDUCATION 2. COMPETENCIES 3. EXPERIENCE 4. SKILLS AND ABILITIES 5. PERSONAL CHARACTERISTICS

Applicant who is best fit should be hired instead of hiring a person with extra ordinary skills it means right person for right job should be hired person who is over or under qualified for the particular job will not be able to adjust in the organization.

STEPS IN THE SELECTION PROCESS:The selection process typically begins with the preliminary interview; next, candidates complete the application for employment. They progress through a series of selection tests, the employment interview, and reference and background checks. The successful applicant receives a company physical examination and is employed if the results are satisfactory.

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2.2.4 Job Interviews: - A job interview is a process in which a potential employee is

evaluated by an employer for prospective employment in their company, organization, or firm. During this process, the employer hopes to determine whether or not the applicant is suitable for the job.

A job interview typically precedes the hiring decision, and is used to evaluate the candidate. The interview is usually preceded by the evaluation of submitted rsums from interested candidates, then selecting a small number of candidates for interviews.

The job interview is considered one of the most useful tools for evaluating potential employees.

Multiple rounds of job interviews may be used where there are many candidates or the job is particularly challenging or desirable. Earlier rounds may involve fewer staff from the employers and will typically be much shorter and less in-depth. A common initial interview form is the phone interview, a job interview conducted over the telephone. This is especially common when the candidates do not live near the employer and has the advantage of keeping costs low for both sides. Once all candidates have been interviewed, the employer typically selects the most desirable candidate and begins the negotiation of a job offer.

PROCESS OF JOB INTERVIEW: Interview Process varies in different companies and different industries First Step in interview process is usually taken by recruiter : Screening Once recruiter clears a candidate resume is shared with client and following Steps takes place: 1) Initial Telephonic interview(In some cases)
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2) Personal Interviews (Technical/Communication/Behavioral/HR, etc) 3) If shortlisted in interviews then final selection decision is taken. In the process of job interview or interview co-ordination firstly we scheduled the candidate acc. To their interview. We call the candidate and from various candidates we choose one candidate who interested for job profile. Understanding the importance of follow up / progress phase, we keep in touch with the candidate until the time he / she joins the company.

2.2.5 JOB OFFER: - In this we give the offer to the shortlisted or selected candidate.
An Offer Letter is extended to Selected candidate with following details: Joining Date Position/Title/Role Salary Work Location General terms and conditions, etc

This is most important stage. After extending offer, Recruiter has to do religious follow up and have to remain in constant touch with candidate and clarifies if any confusion/doubt occurs. Improper follow up can result in loss of candidate.

The job offer is the last step of recruitment process, which is done by the HRM function, it finalizes all the other process and the winner of the job interviews gets the offer from the organization to join.
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2.2.6 ONBOARDING: -is a term which describes the process of helping new
employees become productive members of an organization. A well-planned introduction helps new employees become fully operational quickly and is often integrated with a new company and environment. Onboarding is included in the recruitment process for retention purposes.

Closure :-

The closure stage consists of negotiation & offer, Follow-up / progress and handholding.

Negotiation and offer:-

We actively participate in the negotiation process including compensation. Both the client and the candidates draw on our in-depth knowledge of market compensation and benefits in order to discuss and plan a competitive and equitable package.

Follow Up / Progress:Understanding the importance of follow up / progress phase, we keep in touch with the candidate until the time he / she joins the company.

On Boarding and Handholding:After the successful candidate joining for a specified job, we keep an ongoing dialogue with both the candidate and the client. This handholding process ensures a smooth integration into the organization and accomplishment of targets and performance goals.

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2.3 FLOWCHART OF RECRUITMENT PROCESS OR LIFECYCLE:-

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2.4 MY CONTRIBUTION IN THIS ORGANIZATION AS A TRAINEE

In the six steps of RECRUITMENT Life Cycle (as defined above), My main involvement was in initial Three steps: 1. Understanding clients needs 2. Sourcing qualified people 3. Screening of Candidates

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Understanding Clients Needs: In my initial days of training I understood the processes and complete lifecycle of recruitment. I understood about the clients of ValeurHR and the services company was providing them. I was aligned with a team which was involved in recruitment of some companies for Financial domain. I was given a deep understanding of the clients, their domain and their competitors from where we headhunted candidates later. After understanding the basic things I started working on some live requirements for some clients like Lister, Crosslink Wheels, Fast booking , etc, I worked on some Juniors and mid level positions. Sourcing Qualified People: I sourced the candidates from various job-portals and various networking sites like Monster.com, Naukri.com, and LinkedIn. I use to find the relevant candidates as per the job description provided by the client, calling them and checking the knowledge, communication skills, experience, willingness to change, qualification ,fitment to the given job description. If it was relevant or matched with the job description then I use to process the candidate for the interview with the help of my mentor and forward the resume to the client. If the resume gets shortlisted by the client then we process him towards interview process. In between there was a proper co-ordination between the Client and ourselves. After checking availability of interviewer we schedule interview of the candidatefor the given location. My work was to co-ordinate or follow-up with the candidate till the end, which include sending email, sms, and phone calls.

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If the candidate was shortlisted after the final round then he was offered for the position. My work was to follow up with the candidate till the date of joining, to make sure he doesnt get dropped at any level. Screening of Candidates: Screening of candidates as per the experience, location, salary, desired skills and essential skills mentioned by the client. The screening sheet used by me in the company:

Pre Screening Minutiae Candidate Name Current Employer Designation Responsibility Reporting to Skills Skills 1 Skills 2 Skills 3 Masters - College - Year - Percentage Bachlors - College - Year - Percentage XX Years (Relevant Exp - YY Years) AA Lakh (Take Home - BB K pm) AA Lakh (Take Home - BB K pm)

Education Total Exp Current CTC Expected CTC Notice Period Reason for Change Communication Skills Current location Location Preference Alternate number Availability for Interview Recruiter's Remarks

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CHAPTER 3 - TASK PROCEDURE AND DATA ANALYSIS

3.1 Task Procedure

In todays era, all the industries specially focus on two things. First is sourcing and second is candidate experience. These two things are very important, critical and need of the trade. It has a great impact on recruitment process and it plays important role in it. There are lots of Best Practices which companies are adapting to get an edge over their competitors; here I am sharing two of the best practices which are followed at ValeurHR.

3.1.1 Sourcing:Sourcing for candidates refers to proactively identifying people who are either a) not actively looking for job opportunities (passive candidates) or b) Candidates who are actively searching for job opportunities (active candidates), though the industry also recognizes the existence of 'active candidate sourcing' using candidate databases, job boards.

TYPES OF CANDIDATES:-

Potential Candidate
Active Job Seeker Fully Active Semi Active
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Passive Job Seeker Fully Passive Semi Passive

Sources where you can find Different kind of Job Seekers (potential Candidates) :

Full Active Job Site, Job Posting

Semi-Active Job Site, Job Posting

Full Passive

Semi-Passive Head Reference Hunting,

Walkin,Friends

Friends Reference They Never Move.

Group or forums, Blogs Social Networking,

Direct approach to Social the Company

Networking,

or professional networking, forums

Professional Networking,

Consultancy firms.

These are the four types of Candidates i.e. Fully Active, Semi Active, Fully Passive, Semi Passive.

In Which, Fully Active type of candidates are the one who are dreadfully doing all attempts to change the job, they make deliberate attempts to get found by recruiters or head hunters, they can be find through Job site like monster.com, naukri.com, LinkedIn, Google. -They may be a walk-in candidates, -They may be approach to the consultancy firm or Company directly or -They may be approach to the Company with the reference of their friends.

Semi Active:-

Semi active types of candidates are those who want to change their jobs, but are not very desperately looking out. They are choosy in finding where to apply. These kind of candidates can be found through Job Postings, References, Social networking sites or Google, etc.
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Full Passive:-

Full passive types of candidates are those candidates, who will not leave their current organization, doesnt matter what kind of position/package you offer them. Most of time these candidates are close to owners, promoters, or management or people who are top performers and are really considered as back bone of any organization

Semi Passive:-

Semi passive type of candidates are those candidates who are not looking for job change but if head hunters approach them and can attract them with good opportunity and growth they can change their mind and apply for the open position. They can be sourced through head hunting techniques. They can be contacted through sources like social networking sites or by blogs, we can contact them.

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3.1.2 Candidate Experience:(Enhancement of Candidate's Satisfaction Level during Recruitment Process)

Why should we do this?

The War for Talent is real and raging Differentiation is key to success in winning the war Poor quality interactions impact significantly on candidate experience Many organisations do not treat their customers or employees as poorly as they treat their candidates To win the war : Focus on Candidate Experience

Task Process to be followed:-

First Contact with Candidate

On Call : It must be Polite Check availability Position Detail

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Send Mail: For Not Reachable candidates:

Formatat below (Format 1)

Dear <Candidate>, This is with reference to your resume found in our database, we would like to discuss an exciting opportunity with you. The number mentioned in your profile is not working; please send us your updated resume, contact details and best time to speak. We have some exciting openings for our Bangalore, Hyderabad and Noida based development center. Please specify your preferred location in mail. Feel free to get in touch with me for any further clarification.

Thanks, <Recruiters Signature>

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Format at below (2)

Hi <Candidate>, We would like to thank you for the valuable time you spent with us.

We value your feedback on our interview process and would like to improvise on the down falls if any. So request you to take few minutes to fill in the following form. Please give us your rating on the following points. (1- being the least and 5 being the highest)Recruiters approach and briefing about the opportunity. 1) Intimation about the interview schedules 2) Time lag if any for the schedules 3) Interviewers compatibility with the candidate 4) Briefing about the group by the Interviewer 5) Timeliness during the interview 6) Feedback provided after every interview 7) Overall experience about the Recruitment Process

We would appreciate your comments if any. Please feel free to write below

Thanks for the prompt feedback

<Recruiters Name & Number>

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3.1.3 COMPANY MAPPING

Format Used By Me In Valeur HR Solutions.

S No Name

Email Telephone Qualification Current Employer Designation

Exp Salary Location Source

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3.2 Data Analysis for the Period of January to April 2012.

3.2.1 Sector Wise Job openings

Openings - Sector wise Water treatment Travel & Tourism Retail Educational Hotel/Hospitality Cement Ceramic/Sanitary Publishing FMCG Real estate Media Medical Staffing/Consulting Manufacturing Automobile IT

44 46 48 49 50 51 52 52 53 55 60 60 75 96 112 208

250 200 150 100 50 0 Retail Cement Media FMCG Medical Staffing/Consulting Ceramic/Sanitary Publishing Hotel/Hospitality Manufacturing Educational Real estate Openings - Sector wise Water treatment Travel & Tourism Automobile IT Series1

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3.2.2 Technology Wise Break Up For The IT Sector.

Technology wise breakup PHP C++ .Net Java Mobile phone development

29% 3% 31% 7% 30%

PHP C++ .Net Java Mobile phone development

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3.2.3 Most used sourcing techniques

Job Portals Mass Mailing Job Posting Reference Headhunting Linkedin

50% 20% 10% 10% 5% 5%

60% 50% 40% 30% 20% 10% 0% Series1

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3.2.4 Applicants and Hiring data Analysis

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3.3 Job Portals Usage Information

3.3.1 Naukri
Report Type: Summary Duration: 02-May-12 To 18-Jun-12 CV Access By Subuser 1458 1458 CV Access By Company 1228 1228

Total Searches

Resume Resume Views Download Emails Sent ed in word 1824 1824 271 271 15119 15119

728 728

3.3.2 Monster

Username Jyotin

No. of Email Sent 23648

Username Jyotin

No. of Searches 3026

No. of Resume Views 5067

S.N o. 1

Userna me Jyotin

No.of Jobs Posted 29

No. of Live Jobs 29

No. of Expired Jobs 0

Inventory Utilized 30

No.of Views 4352

No.of Applications 1451

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CHAPTER 4 CONCLUSION

I conclude saying that the whole process of recruitment from a recruitment firm like ValeurHR, is a very exhausting one. It is detail oriented in nature. The reason why every employee gets motivated to do the job is because of the knowledge that at that particular moment that particular recruiter was responsible for giving job to these candidates. To generate employment is one thing but to recruit the right kind of workforce for a job is another thing. It not only needs the basic understanding of the client companys need to fill the position in a period of time but it also requires the recruiter to be sensitive of the needs of the candidate to find the right job for himself. All this needs a great profundity of intellect.

During my tenure at ValeurHR, I learnt to work as professional. The one thing that got profoundly clear is that text books do not help in the actual corporate world. There are unwritten policies and standard operating procedures that each employee has to abide to. No matter what, profit maximization is the core purpose of the existence of every business. Meeting targets on your level dedicatedly is your contribution to the revenue generation of the company.

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4.1 Importance of Recruitment and Sourcing

1) Attract and encourage more and more candidates to apply in the organization.

2) Create a talent pool of candidates to enable the selection of best candidates for the organization.

3) Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities. 4) Recruitment is the process which links the employers with the employees. 5) Increase the pool of job candidates at minimum cost. 6) Help increase the success rate of selection process by decreasing number of visibly under qualified or overqualified job applicants. 7) Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time. 8) Meet the organizations legal and social obligations regarding the composition of its workforce. 9) Begin identifying and preparing potential job applicants who will be appropriate candidates. 10) Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants.

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4.2 Reasons for outsourcing

Organizations that outsource are seeking to realize benefits or address the following issues: Cost savings The lowering of the overall cost of the service to the business. This will involve reducing the scope, defining quality levels, re-pricing, re-negotiation, and cost restructuring. Access to lower cost economies through off shoring called "labor arbitrage" generated by the wage gap between industrialized and developing nations. Focus on Core Business Resources (for example investment, people, and infrastructure) are focused on developing the core business. For example often organizations outsource their IT support to specialized IT services companies. Cost restructuring Operating leverage is a measure that compares fixed costs to variable costs. Outsourcing changes the balance of this ratio by offering a move from fixed to variable cost and also by making variable costs more predictable. Improve quality Achieve a steep change in quality through contracting out the service with a new service level agreement. Knowledge Access to intellectual property and wider experience and knowledge. Contract Services will be provided to a legally binding contract with financial penalties and legal redress. This is not the case with internal services. Operational expertise Access to operational best practice that would be too difficult or time consuming to develop in-house. Access to talent Access to a larger talent pool and a sustainable source of skills, in particular in science and engineering.

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Capacity management An improved method of capacity management of services and technology where the risk in providing the excess capacity is borne by the supplier. Catalyst for change An organization can use an outsourcing agreement as a catalyst for major step change that can not be achieved alone. The outsourcer becomes a Change agent in the process. Enhance capacity for innovation Companies increasingly use external knowledge service providers to supplement limited in-house capacity for product innovation. Reduce time to market The acceleration of the development or production of a product through the additional capability brought by the supplier. Commoditization The trend of standardizing business processes, IT Services, and application services which enable to buy at the right price, allows businesses access to services which were only available to large corporations. Risk management An approach to risk management for some types of risks is to partner with an outsourcer who is better able to provide the mitigation. Venture Capital Some countries match government funds venture capital with private venture capital for start-ups that start businesses in their country. Tax Benefit Countries offer tax incentives to move manufacturing operations to counter high corporate taxes within another country. Scalability The outsourced company will usually be prepared to manage a temporary or permanent increase or decrease in production. Creating leisure time Individuals may wish to outsource their work in order to optimize their work-leisure balance. Liability Organizations choose to transfer liabilities inherent to specific business processes or services that are outside of their core competencies.
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4.3 Hiring At Startups Is Extremely Difficult

Even for startups that have tons of attention its hard. You absolutely need attention and buzz in order to hire. Thats why I advocate that startups turn themselves into recruiting magnets. I also believe that recruiting will evolve into something similar to inbound marketing. But sometimes you cant build a magnet big enough and you have to go on the offensive. Sourcing is an art and science unto itself. Its a tricky, roll-up-the-sleeves and dive in kind of business. And unfortunately, too few startup CEOs and founders do it. But honestly, theres no choice. If youre running a startup and youre not actively hunting for the best talent, youre screwed. Heres what you need to do: 1. Get a decent contact management system. Try something like Network Hippo or Gist. Or, stick with Excel. You could even build your own little database to handle the specifics of what you need. 2. Use every service possible to find people. Start with the obvious ones: LinkedIn, Google and Twitter. Facebook might work too, although its a bit more closed. WeFollow and Twellow can come in handy too. Search for relevant keywords. Use Thesaurus.com if you need to find appropriate synonyms (although you should already know these.) 3. View every profile and make snap decisions. Scan every result very quickly and make a snap judgment call as to whether you want to pursue a relationship or not. Remember: You might find someone thats not a perfect fit to recruit but thats likely going to know other interesting people. Youre not just looking for hires, youre looking for connectors too. On LinkedIn, if youre only 2-steps away from the person then ask the mutual friend to introduce you. (Quick tip: People occasionally put their email addresses in their LinkedIn profiles. If they do, send

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them an email.) From LinkedIn youll often find a blog, company site or Twitter account. Check those out too. Youre making snap decisions because you dont want to invest a ton of time analyzing each persons profile and information. Use your best judgment and move on. Even if you reach out in some way and things dont work out, thats OK. Whats important is that you try. 4. Follow people on Twitter. This is the lightest touchpoint you can create. I dont think theres any problem with being fairly liberal with who you follow. Check to see if they follow you back. Use a service like MutualTweeps.com to see who you know in common. 5. Keep track of everything. This is absolutely essential to running a successful and ongoing recruiting process. Track things such as: where you found the person, what other profile information you gathered, did you follow them on Twitter, who you know in common, etc. All of those details are relevant, because ultimately over time you want to be ranking people by appropriate criteria for your startup and the positions you have available (now and in the future.) 6. Follow up religiously. If you get a nibble from contacting someone, make sure you follow up instantly. Otherwise its just plain rude, and you can very easily damage your reputation. Remember: If you cant hire the people you need theres a very good chance youll fail. 7. Keep connecting even if youre not hiring them. Im a big fan of building a network not when you absolutely needed it yesterday but for the future. So as youre going through this exercise, reach out to people via DMs, messages, email, etc. and drive them to your Career page. But if its not immediately the right fit, feel free to connect with your growing network openly and regularly. Find out more about them. Get the information you need to help rank them internally, so you can assess whether or not theyre worth pursuing in the future. 8. Find the leaders. Every community has leaders. So if youre looking for Javascript developers, figure out the most well-known ones in your city (or area). Take them out for lunch. Youre not even (necessarily!) recruiting at this point
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(although youre always recruiting and everything you do is a reflection on you and your companys brand). Youre schmoozing and learning about the community. Who drives it. Where are the events. How you can participate. Etc. 9. Ask for referrals. You cant be shy when recruiting. Ask for referrals. Friends. Friends of friends. Ex-co workers. Ultimately youre building your database. Without it you cant source effectively. 10. Rinse and repeat. You should be doing this every single day that youre actively recruiting. And it should become a regular routine even when youre not actively recruiting. I absolutely believe in the mantra, Always be recruiting. If youre not, youre going to lose out on people when you need them most.

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4.4 TASK ASSIGNED TO TARGET ACHIEVEMENT RATIO

Sourcing CV : Submission To Client Ratio Submission To Client : CV Shortlisting CV Shortlisting : Closure

3:01 2:01 4:01

4.5 REASONS BEHIND THE PROFITS INCREASE

Internal Training & Development programs; Monthly feedback & action plan; Increase in skilled employee strength; Introduction of new verticals to reach PAN india presence

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4.6 CHALLENGES FACED DURING INTERNSHIP

During my training period I faced following challenges:1. Detail understanding about the client and the requirement. 2. Finding and attracting the candidate for job. 3. Pursue the candidate to appear for the interview.

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4.7 SOLUTIONS

This problem occurred because of lack of experience and with passage of few days I understood of client, industry and their needs.

Initially when I started off with it I was not able to catch up with the process. It took few days to understand the job description and I was not very confident enough talking to the candidates initially.

Gradually with time as I gained more experience I grasped more confidence in my calling. I learned the technique of selling a position and an opportunity to candidates.

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4.8 LEARNINGS

In two months of my training I have gained practical knowledge and I am enriched with more understanding, learning and experience of the process in recruitments. Now I am very confident about my work. I know how to source the candidates, how to talk to them, how to convince them for the particular role, line ups for the interview, follow-ups, feedback and co-ordination.

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BIBLIOGRAPHY

The following websites were used to gather information related to this project report.

1. Leveraging LinkedIn, Twitter, Social Media, Resume Databases, and the Internet for Sourcing and Recruiting <http://www.booleanblackbelt.com/> 2. The Recruiting Blogs Community (RBC) is the largest social network for professionals in the staffing industry.http://www.recruitingblogs.com/profiles/blog/list 3. ERE an online gathering place for recruiters.http://www.ere.net/ 4. eSourcingForum is designed to keep sourcing, procurement and supply chain professionals sharp through industry news, best practices and dynamic perspectives. http://www.esourcingforum.com/ 5. Educational conference uniquely dedicated to internet and telephone researchers, sourcers, sourcing leaders, and those interested in learning more about the art and science of recruitment sourcing. <http://www.sourcecon.com>

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