Now, this has not to be done formally. Like do not ask any agency to do it, or you yourself should not call the candidates company and ask for Verification.
You might have to use the headhunting skills for such issues.
THanks for your inputs. Actually in our company Talent Acquisition is a separate team. Since ours is a startup mid sized IT company so finding extremely good candidates is a challenge. We do have to jump certain steps to expedite the joining etc. In such a situation how to ensure atleast not to get the fake guyz on board. This is our area of concern. Recently we had to fire a guy who appeared technically good over skype interview (2 rounds) and hence was hired but after he join we figured out his communication skills was below average and further on evaluating him technically we found him scoring 2 out of 10.
Is it possible to share a sample recruitment policy applied in mid-sized IT companies.
Well in that case, post Skype interview, you must ask the candidate for F2F round at your premises. Also conduct a test for evaluation of technical knowledge before offering the candidate.
Ask all the candidates to bring latest salary slips and importantly, Bank account statement where the salary deposited transaction is reflecting. If candidate is from good organization, the salary is definitely deposited in the bank account only. this can be way to check if candidature is faked or not.
The recruitment is a very very important function which require not only extreme care and caution for appointing the best possible candidate but also to keep the cost of process low.
Now here is a word of caution ; There are some over-smart people exist all around. They apply in their name and send some other person to face the interview.
Where the Face To Face interview or selection is not done and the candidates are selected on the basis of telephonic/ video/ skype interview, there is a greater possibility that actual candidate may not be answering the interview and some proxy is there. T here are instances where some fake person attended the Face To Face interview and some other person had joined.
Hence all recruitment team members need to be very careful at all stages of selection.
In that case you mentioned your offer letter as "If any declaration given or furnished by you to the company proves to be false or if you are found to have willfully suppressed any material information in such case you will be liable for removal from service without any notice."
Then proceed further.
We seek for two references not friends or relatives when the candidate appears for a personal interview. We then ask the candidate if we can speak to the references directly. Then we speak to the references directly. We also encourage the candidate to give one reference from any of his recent past employments. Then we structure the questions for this reference as he was associated with the candidate (as claimed by him). Confrontation on facts mentioned in the candidate's resume when the person referred by candidate is unprepared gives out some clues. In addition to this we also ask the person whether he will be willing to give a written reference for the candidate (preferably hard copy or atleast by e - mail). Many of them oblige, but in some cases we found that the person referred by the candidate speaks up openly as we assure him that his discussion will be kept strictly confidential. We have stopped hiring the candidate in such instances.
In one instance, the candidate was clever enough to give the name of his brother in law as the reference, though we have a clause that relatives cannot be indicated for references. During the F2F interview process we elicit the names of relatives (close circle) and their jobs. We also spoke to the reference without realising that he was the brother in law and he gave an excellent reference. But when we were collating the data we observed that the names of the relatives and the name of reference matched, We confronted the candidate and he admitted that he had given the name of his brother in law. He was not hired.
The pre employment process is not structured but it is based on case to case basis.
I work with an organization of 70 staff. My thoughts:
1. Make sure you have the right job description and skill requirements before you scout for candidates. The HR team may need to push the Tech Lead / PM to get want they want. Discuss with them the kind of projects the new recruits will be on.
2. Once the resume screening is through, talk to the candidates for around 10 minutes over phone to ascertain the genuineness of the profile.
3. Ensure that the technical interview is done by a person who is competent. If you have the wrong person doing the technical interview, the entire exercise will turn futile.
4. Skype is good for an initial round of technical interview. Never make an offer without a final round of face to face interview - both technical & HR. You may have to schedule it for a weekend at times and reimburse the travel expenses, but it is definitely worth. It is always better to have more than 1 person doing the technical interview and the junior interviewer should be one who is not averse to questioning the observations of the senior. If all the interviewers recommend, move ahead.
5. During the HR round, verify all document copies against originals. Whether background verification is outsourced or not, the internal HR team has to play its part well in authenticating the claims of the candidates.
6. Do not compromise on the quality of the candidates for the sake of meeting deadlines. 'No recruitment' is better than 'bad recruitment'.
7. The HR Manager should own the responsibility for the performance of the candidates recruited.
Cabot Technology Solutions