I am working in a domestic call center in Gurgaon wherein it's mainly recruitment that I do than other supporting activities in HR. I have come up with a unique issue for which I need your expert opinion.
It was a small setup of 15 people, and the client is a market leader in the international and domestic market. Earlier, the client was not focused; hence, no HR was here in this center. Then the client tightened its hand on us; hence, I was recruited and sent forefront to handle the situation in terms of recruiting and handling other things to stabilize the case. I felt the heat from day one and did good recruitment to fill up the positions early without any help from the consultants or from my central HR in Chennai.
I was appreciated by the top management after two years of a hectic schedule. Now the center is well settled with annual attrition well behind the industry rates. The problem now is that earlier, the recruitment was to fill up with good candidates for which we had technical tests, verbal technical %, and HR rounds to finalize. But in February 2009, we had an audit by the client for which we set all the standard documents with minimum eligibility and other things in place. After that, I have started feeling the pressure on the recruitment front, and SLAs are not met a few times. In the meantime, I got to know that the number of people I screen and the people I select has drastically gone down (the selection percentage has gone down, 25 selected from 590). To find the reason, when I went back to my Excel sheets, I found the following reasons:
- The salary we offer is not up to the mark or according to the industry standard.
- The quality of manpower we are looking for is not available in the market.
Now when I am going back to my managers, I get questions on my recruiting skills wherein I am the same guy who did the entire setup and stabilized it. Now I myself have thought to get things in place. Now, ladies and gentlemen, can you please suggest how to handle this?
From India, Madras
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2It was a small setup of 15 people, and the client is a market leader in the international and domestic market. Earlier, the client was not focused; hence, no HR was here in this center. Then the client tightened its hand on us; hence, I was recruited and sent forefront to handle the situation in terms of recruiting and handling other things to stabilize the case. I felt the heat from day one and did good recruitment to fill up the positions early without any help from the consultants or from my central HR in Chennai.
I was appreciated by the top management after two years of a hectic schedule. Now the center is well settled with annual attrition well behind the industry rates. The problem now is that earlier, the recruitment was to fill up with good candidates for which we had technical tests, verbal technical %, and HR rounds to finalize. But in February 2009, we had an audit by the client for which we set all the standard documents with minimum eligibility and other things in place. After that, I have started feeling the pressure on the recruitment front, and SLAs are not met a few times. In the meantime, I got to know that the number of people I screen and the people I select has drastically gone down (the selection percentage has gone down, 25 selected from 590). To find the reason, when I went back to my Excel sheets, I found the following reasons:
- The salary we offer is not up to the mark or according to the industry standard.
- The quality of manpower we are looking for is not available in the market.
Now when I am going back to my managers, I get questions on my recruiting skills wherein I am the same guy who did the entire setup and stabilized it. Now I myself have thought to get things in place. Now, ladies and gentlemen, can you please suggest how to handle this?
From India, Madras
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Dear Mr. Raul , Yr problem is not clear what exactly u want to do ?Tell me ,Perhaps i will be able to help u . Regards, AS
From India, Rohtak
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From India, Rohtak
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I find the solution to the problem not in technical books but in the mental needs. I'll clarify what I mean. Sometimes we do something that is necessary for that time, and if others also understand that need, they all nod their heads accordingly. In this situation, the same thing has happened. It was a wonderful action at that point for all, and you also receive appreciation. Ensure that whenever you are under pressure, you need to develop a sense of urgency and the correctness of a task because the auditor does not have any pressure. They are as calm and vast as the sea.
It's not a fault, so be logical and try to make this a case study to learn. Happy recruiting!
Vaibhav Negi
Email: vaibhav.neg13@gmail.com
Phone: 9810581355
From India
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It's not a fault, so be logical and try to make this a case study to learn. Happy recruiting!
Vaibhav Negi
Email: vaibhav.neg13@gmail.com
Phone: 9810581355
From India
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Dear Mr. Vinod and Mr. Vaibav,
Thank you for the replies. The steps suggested are already in place except the agency for benchmarking. I need to look out for a good consultant and then proceed.
Dear Mr. Vaibav,
I understand that there is always work pressure, and in recruitment, timelines are crucial. In this case, 22 people have been selected from 600, so the pool of candidates is shrinking rapidly and there may be some underlying issues. From a strategic perspective, the selection rate is 3% compared to the annual attrition rate, which is a significant concern. I am searching for the reasons behind this and exploring better alternatives than benchmarking, such as restructuring salary brackets.
Thank you.
From India, Madras
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Thank you for the replies. The steps suggested are already in place except the agency for benchmarking. I need to look out for a good consultant and then proceed.
Dear Mr. Vaibav,
I understand that there is always work pressure, and in recruitment, timelines are crucial. In this case, 22 people have been selected from 600, so the pool of candidates is shrinking rapidly and there may be some underlying issues. From a strategic perspective, the selection rate is 3% compared to the annual attrition rate, which is a significant concern. I am searching for the reasons behind this and exploring better alternatives than benchmarking, such as restructuring salary brackets.
Thank you.
From India, Madras
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Hi,
Why don't you look for any options to manage the rejected candidates? Start a revenue generation program with them where you can show them the path of paid training with a standard amount of money and 100% job facility in your company. If interested, write to me on this; I will let you know the procedure. This will work out, and your managers will also be happy with your innovative idea, as any company will appreciate a revenue generation process.
Thanks,
Sandya
From India, Hyderabad
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Why don't you look for any options to manage the rejected candidates? Start a revenue generation program with them where you can show them the path of paid training with a standard amount of money and 100% job facility in your company. If interested, write to me on this; I will let you know the procedure. This will work out, and your managers will also be happy with your innovative idea, as any company will appreciate a revenue generation process.
Thanks,
Sandya
From India, Hyderabad
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