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Recruitment Analysis Talent Management

The organization is facing several challenges in its recruitment process. The number of candidates joining is very less as compared to those interviewed. This could affect company’s performance. Changes in recruitment strategy is required to include more sources of recruitment, to encourage candidates to join early, to provide better compensation, to clear doubts regarding job role, to make interview process friendly, etc.

Situation analysis The organization is facing several challenges in its recruitment process. The number of candidates joining is very less as compared to those interviewed. The current yield ratio of number of candidates joined to number interviewed varies from 4% to 13% for TMC, MMC, JMC and SS. This ratio is very low. % joined to offer also hovers around 80%, which means we are unable to fill the vacancies. This could affect company’s performance as company is undergoing strategy changes to achieve high growth and expansion. The Offer to Joining period [Ref: Case Table H & I] shows us the months in which the candidates are reluctant to join the organization [Exhibit, Table 3]. The month of July and October-January are the worst hit months wherein most of the offered candidates do not join.

Current recruitment challenges 1. The percentage of

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candidates joined with respect to interviewed is very less (TMC (4.29), MMC (9.33), JMC (13.75) and S1 to S5 (14.14)) (Exhibit-1).This shows lack of groundwork done in inviting the right candidates for interview. The job description and criteria provided by the consultants need to be more specific. 2. Compensation: As from (Exhibit-2), we can infer that, major reason for not joining of the candidates is High CTC expectation; therefore organization is facing the challenge of insufficient appreciation and factual knowledge of the market levels of compensation.

3. Designation Issue: The company is facing the major challenge of designation which it offers, (Exhibit-2) we can find that 14 % of the candidate does not accept the offer due to desired designation which might be offered by the competitors, due to this, company may result in losing the great talent, which would ultimately benefit to the competitors. 4. Some of the big tier cities are not included for walk-in interviews. Also, in some of the included cities, interviews were conducted on working days that would had make it difficult for some prospects to turn up for interview.

5. Consultant seems to be very inefficient in recruiting JMC level, with % joined with respect to interviewed being only 9.8%, whereas for walkin and direct CV source the percentage is 16% and 24.4% respectively. (Exhibit: 1). Future recruitment challenges 1. Since 613 candidates were offered jobs but only 491 joined, 80% (Exhibit-1), the company can face resource crunch in future as 20% vacancy is still present.

2. Since already interviewed candidates will not be interviewed for some time (6 months or above for most of the companies), searching for new CVs by HR department will be quite challenging. 3. Company also needs to revise its CTC structure. If it does not comply, there are chances of it being stereotyped as “bad payer”. Company may face the serious issue of retaining the excellent talent. Alignment of the business planning vis-a-vis recruitment strategy HR department forms objectives to set recruitment strategy as our company is in expansion mode so HR as a department has set objectives and made its recruitment strategy. In this case the ideal recruitment strategy should be to go for an aggressive hiring followed by training and promotion of the newly recruited people and the HR Department is following the same strategy .It is recruiting employees for its TMC, MMC, JMC, S1-S5 cadres in alignment with its present and future plans.

If the company is looking for multiple locations and diversity in workforce, it needs to expand recruitment scope so that more cities can be covered for interviews. Based on the timing of joining and the position of the candidate, the future strategy should be formed. As the Company is expanding aggressively, so a proper combination of experienced and fresh people will accelerate the growth process. Selection criteria should be crafted accordingly and interviews must also be done keeping this point in mind. MMC being the middle management committee needs to set the objectives for the junior level to achieve the visionary strategy. Also monitoring of the same is required.

JMC being the junior management committee is required to assist the SMC and TMC in all the data collection and information building. Later on transfer and allocate the same to the subordinates. S1-S5 cadres should have a mix of 30-40 % experienced and 60-70% inexperienced candidates. The levels S1 cadre can be candidates with little or no experience while the levels S2-S5 should have candidates with more work experience. They should also be capable of physical hardship as they are only going to do the actual field works and achieve the targets. While doing business forecasts, requirement for skills should be properly laid down. Then only CVs should be selected. This will increase the probability of selection of person interviewed.

The company should calculate expenditure incurred on raising the CTC for employees. If cost benefits of getting more talented employees are more than cost incurred, then business planning requires restructuring of compensation plan. Business planning should also focus on retention of employees so that dependence on recruitment process can be reduced. Recruitment Strategies that need to be modified in order to enhance yield ratios Recruitment yield ratios refer to the ratio of candidates’ CVs received by the company through various sources to those shortlisted for interview and those interviewed and offered the job. Thus recruitment yield measures the successfulness of recruitment strategies. The recruitment strategies/ policies that can be modified and new strategies that can be added in order to enhance the yield ratios are as follows:

1) As maximum number of TMC staff (66.67 %) and less number of MMC, JMC and SS have been recruited directly by the company so more focus can be put here by means of introducing direct employee referrals and giving appropriate compensations to the employees bringing the right talent. If company can attract more talent for its vacancies directly without the help of Consultants, then its dependency on Consultants for recruiting MMC, JMC and SS will be reduced. 2) Walk-in Recruitments have worked only in favour of JMC (44.64 % joined) and SS (65.14 % joined) and not in favour of MMC (only 11.11 % joined). So Walk-ins should be conducted only for JMC and SS and all resource allocations should be done accordingly. This will save time and money and increase the yield ratios of JMC and SS.

3) To encourage people to join early, special bonus can be given if they join before 40 days from offer date. 4) Better compensation is the need of the hour to increase retention and encourage dynamic talent to join the organization. 5) Out of 3686 candidates being interviewed, only 1234 people are selected (33.47 %) while only 613 people join (49.68% of the selected and 16.63% of the interviewed).

As the yield ratios are very less, so the company can modify its selection criteria in order to eliminate candidates right at the recruitment stage (during CV selection) and select more candidates from the ones interviewed. 6) In order to fill the current vacancies, as can be inferred from the number of positions offered, we need to increase the number of candidates interviewed keeping the percentage selection equal (Exhibit-4).

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