Hr Head With Pmi
Human Resource
Rahul Kumar
Senior Hr Professional
It Consultant
Manager-hr & Admin
Hr Executive
Asst Manager Campus Reach

Hello Friends,
We are organization of total 250employees outof which 120 in Hyderabad. Currently we are recruiting IT Professionals in J2ee technologies and Business Analysts. We extended offers, most of them declined since they choose to join other Big IT co.s.
Please suggest what strategy be best suited in such crisis situations to attract talent?

From India, Hyderabad
I am HR manager of a similar organisation and I too face the same problem. A few strategies which might work are:-
1. Approach candidates working in smaller companies.
2. approach candidates who are outsourced by big companies. That is on payroll of placement consultanies & others but working for big companies.
3. Take in freshers on stipend if you have a good training system
4. Offer a slightly higher CTC than bigger cos, however try to keep the bulk of the salary as year end bonus. This will ensure that the employee stays for atleast a year.
5. Avoid experienced people with B.E/B.Tech instead take in MCA/BCA and others who have experience.
Hope this helps

From India, Calcutta
i just wish to addon to what Kornika has already recommended.
JRD Tata faced a similiar circumtance while pitching his tiny airline Tata Airways ( air india) against industry majors like BOAC/ KLM etc.
he neither had huge funds/ latest planes/ infrastructure etc. He was passionate about customer service and Tata Airways went on to win Best Airlines award for many years to come.
similiarly pitch on the unique/ discerning factors which your organisation has.
competition on simple economies of scale which is not your stronghold will not work.

From India, Delhi
Kornika has come out with some really good and meaningful suggestions. To add to them, the following may be considered:

1. Cultural bind: The bind factor in small Cos is larger

2. Career Progression : Faster vertical movement of career in a small, fast-paced environment could be promised. Their longetivity of tenure would be 2 years, max. on an average which may be good enough for the moment.

3. Sell future products, exposure and business plans in a dynamically moving business environment.

4. Higher responsibilities and job enrichment in a shorter time span as compared to large, branded organizations.

5. Strategically niched higher take home salary. Most times, larger setups are more inflexible in their comp. and benefits structure

6. Flexi-working: Flexi-office timings, telecommuting, etc....

7. Retention pay: Some larger component of pay may be paid after a fixed tenure (6-12 months)

8. Co-ownership: Diluatable fixed term ESOP/Sweat equity/stocks, etc. for higher levels with limited liability options.

9. Family binder plans : Involvement of family in official furtherment.

10.Commuting, medical, educational and flexi-policy subjects could be

intersperced, suitably, based on the size of the pocket to enhance the

attractiveness index.

11.Exposure to global markets, international exposure, multi-projects/language exposure, etc.

All these, plus more... could be sold to new prospects and the joining rate should improve.

Hope these help..

Rahul Kumar


From India, New Delhi
I have seen a technique employed in one company which worked. The company after finalizing the annual compensation proposed to the candidate a unilateral 10% markup provided the candidate accepted their monthly increment offer. Under this offer, the payment would start at 60% of the agreed monthly pay and increase by 5% every month till the end of the year.The difference if any was made good at the end of the year. The test of the employee's commitment comes at the beginning of every new year, when he/she gets a reduced salary. The company closed down its operations for other reasons, but this scheme helped it retain its workforce till the end. If anyone is interested, I could ask permission for a portion of their agreement to be posted on this forum

Another thing: I strongly suggest that small companies not go in for any internal referral scheme. My experience is that it is more likely to lure existing employees out of small organizations.

I also strongly suggest that small companies join others like them to institute a common recruitment process. It is not easy, but we have been successful in doing so for campus recruitment.

From India, Mumbai
I don't really find the 1st idea feasible. With the attrition rate touching an all time high specially for IT sectors, most experienced candidates find easy to get job offers. If the salary is paid at an increment of 10% per month then I don't think many will be interested. Ofcourse this is strictly my own opinion and may work well for others.
The other suggestions are good. If smaller companies can unite for recruitment then there will be a lot of time & money saved. Further more, a candidate who is not suitable for a company may be found desirable by another.

From India, Calcutta
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From India, Coimbatore

I agree to most of what is said above. would like to add here:

1. You always have employees who want to add value to their career, tap ppl who are looking for new challenges in work. convenience them that your company offers fast growth and challenging projects.

2. During the interview make Sr. employees like PM's talk to imp candidates, its imp that a prospective employee should know why ppl Sr. than him are working in your company and not in any other Big IT company, this proves very valuable.

3. Change designation patterns in your company, give attractive and uncommon designations so that the new employee feels that he is going to be someone different than his peers who have joined Big IT Companies

4. Tap employees who what to work in specific domain, like say you have projects in the Financial domain, tap ppl who are more than willing to work in this domain, sell the domain / project / client and make them feel that brand is not everything.

5. A pure marketing act would be to highlight the freedom / flexibility that small time company can give and what is lacking in Big IT firms.

6. You can also convenience them on the fact that in a small company you will have lot of multitasking opportunities which will add up to your profile, in a large company you just need to do what is told to you without having any freedom of thought.

Hope this helps



From India, Pune
Thanks a lot for those wonderful suggestions. I have a concern since my role is resctricted till scheduling of interviews and finding it very difficult to handle to create a backup for some one in anticipation that the offered candidate might drop. We recruit people with specific skills. I have explored various options to attract the suitable fit, but still didnot succeed in attracting the Right-Fit.
Suggest other alternatives for recruting apart from Posting on JobPortals, Orkut, Yahoo & Google groups, Blogs, Outsourcing to RPO providers etc.
I Thank each one who contributed their inputs and would certainly help me to put them across to my manager-HR for a better packaged offer.

From India, Hyderabad
Who has the luxury/foresight to plan for 45 days? HR bosses are busy planning for beyond two years and the juniors are worrying about tomorrow. Besides with the volumes required in IT who cares about minds, best or otherwise? Good looks gets you into HR's good books. Add communication skills and the job is yours!
We need machines for our multimillion dollar IT maintenance projects (Mr. Deve Gowda might not agree that it is IT), and we need them tomorrow.
(Why don't they merge the HR and facilities departments?)
A R Eclexys

From India, Mumbai

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