Notes: February 1998

Type of Position / Vacancies / Level

Client

Media Cost (Rs)

City Editions

Day of Advt (e.g. Monday to Sunday)

Response (No)

From that City

19 Feb 1998

EXPRESS COMPUTER

Release of advertisement in IT People & Web Vision

With regards to the above subject, I would like to confirm the following

Publication : Web Vision

Size : 15 cm x 2 col

Type of Advt. : (Display)

Cost : 13,500/- per insertion @ 450/= p.c.c

No. of insertion : 12

Total cost : Rs. 1,62,000/-

Special rate to 3P : Rs. 10,500/ per insertion 350/ p.c.c

Consultants

Net Amt. Payable : 1,26,000/-

Publication : IT People

Size : 15 cm x 2 col

Type of Advt. : (Display)

Cost : 13,500/- per insertion @ 450/= p.c.c

No. of insertion : 12

Total cost : Rs. 1,62,000/-

Special rate to 3P : Rs. 10,500/ per insertion 350/ p.c.c

Consultants

Net Amt. Payable : 1,26,000/-

Hope find the above proposal in order.

Awaiting a prompt reply from your end.

HEMEN PAREKH

OWENS CORNING - OCIL RECRUITMENT ASSIGNMENT - PHASE A. 18-2-98

INTERVIEW FOLDER FLOW-CHART.

REGISTRAR	CANDIDATE	PRELIM. INTERVIEWER	PKM	MR. TAMAHANE (OWC/NS)	FINAL INTERVIEWER
$\bullet$ check Contents & Seal.	$\rightarrow$ Carry to Interview Room.	$\bullet$ Receive/Open.	$\bullet$ Enter 'rating' in own copy of Interview Schedule.
$\bullet$ Give to candidate to copy (after checking ID/Badge). (Encl 24)		$\bullet$ check all content available.	$\rightarrow$ Go to PKM.
	$\rightarrow$ Also Carry Copy to Let PKM Know.	$\bullet$ check I.D.	$\bullet$ Carry/check "CALL-SLIP" with "REMARKS" column on Prelim. Int. Evaluation - Sheet.
		$\bullet$ After Interview, Fill in Prelim. Int. Evaluation Sheet.
		$\bullet$ Fill in FINAL CALL SLIP (If Approp.)
		$\bullet$ Enter 'Rating' in own copy of Int. Schedule.
		$\bullet$ Hand-over folder to PKM
		$\bullet$ Add "remarks" column (brought by OWC/NS) of FOLDER.
$\bullet$ check content		ONLY FOR FINALISTS
$\bullet$ Transfer "RATING" to own copy of Interview Schedule
$\bullet$ If short-listed for final interview, Insert FINAL INTERVIEW EVALUATION SHEET, with Name/PEN/Date				$\bullet$ Check contents	$\bullet$ Check Contents
$\bullet$ Tell candidate to Come/ Not come next day.				$\rightarrow$ Take-out salary slip/ (if not offered salary sheet) & Put in FINAL INTERVIEW EVAL.	$\bullet$ Conduct FINAL INTERVIEW
$\bullet$ In case outstation, tell him to collect his reimbursement					$\bullet$ Fill in INTERVIEW EVAL. SHEET (incl. Appointment Recommendations)
$\bullet$ Take back I.D. Card/"May We know - You" (If not already given to Interviewer). In such case, add "May we" to folder				$\rightarrow$ Receive a copy of Appt. Letter.	$\bullet$ Enter 'Prelim' as well as 'Final' rating in own Interview Schedule
$\bullet$ verify tenure/certificates & Pay-slips.				$\bullet$ Issue Appt. Letter/Offer Letter copy to PKM	$\rightarrow$ Handover folder to Mr. Tamahane
$\bullet$ DATA-ENTRY

MMR Feb 1998 $\frac{1}{16}$

Manual of Mass Recruitment

CONTENTS

Proposal / Quotation
Position / Vacancy details / Man-Specifications / Job Description / Posting Location
Advertisement
Experts for Rating of Applications
Interview

Schedule / time per candidate
Whom to call

Computerisation.

PROPOSAL / QUOTATION

Important features of a proposal are

$\bullet$ Brief background of client
$\bullet$ Recruitment Requirement (as indicated / given to us)

This will cover

No. of positions
No. of Vacancies under each position
Man-Specifications
Job-Descriptions
Posting locations
Approx Annual Salary for each position
Date by which different candidates are expected to join.

$\bullet$ Arithmetic of Recruitment

This will indicate

No. of candidates to be appointed
No. of " " for final interview by Client
No. of Candidates for Prelim. Interview by 3P
No. of " " to be sent Call-letters
No. of " " who should be found A/B/C rated on application
No. of applications to be received.

$\bullet$ Time-Frame

This would be a bar-chart & tabulation showing target-dates against each activity

$\bullet$ Our Professional Fees / Terms

This would state whether our fees are

linked to the no. of persons appointed & joined (Contingent upon joining/appointing)
linked to starting salary offered to each candidate appointed (as % of starting gross annual salary)
lump-sum per person appointed/joined
lump-sum linked to designation-level.
lump-sum for the assignment (Retainership) irrespective of the no. of persons appointed & their starting salaries
Payment Schedule / advance / adjustment
Out-of-Pocket Expenses

$\bullet$ Validity of our Offer
$\bullet$ Our Guarantees

POSITION / VACANCY DETAILS / MAN-SPECIFICATIONS / JOB DESCRIPTIONS / POSTING LOCATION

These details will help in

$\bullet$ drafting a good job advertisement
$\bullet$ deciding size of advertisement
$\bullet$ " " Media / No of insertions / Editions
$\bullet$ " " Media-cost / getting client approval
$\bullet$ Working-out "Arithmetic of Selection"
$\bullet$ No. of Candidates that will need to be interviewed
$\bullet$ No. of interview-panels (experts) and the no. of candidates that each expert will interview on each day

and therefore

$\bullet$ No. of days over which interviews will continue
$\bullet$ No. of interview-rooms / testing-rooms / reception-rooms that will be required
$\bullet$ Location of interview-Venue

CLIENT DETAILS / PRODUCT LITERATURE

This should include

$\bullet$ What products/services are offered by client
$\bullet$ Worldwide manufacturing locations / distribution arrangements
$\bullet$ Past / Current / Projected Sales turnover
$\bullet$ Organisation Structure
$\bullet$ Annual Report / Financial Ratios
$\bullet$ No. of Employees
$\bullet$ JV / collaborations
$\bullet$ -
$\bullet$ -

Such details about the client help us in drafting a good advertisement to project proper image of the client.

We could also prepare a CLIENT-PROFILE to enclose with interview call letter.

One can also use 35 mm Slides / Video Cassettes / Multi-media Clips to enlighten candidates while they are waiting to take tests / waiting to see interviewed.

We have to "hard-sell" our client.

$\bullet$ All advt will be in english language -even if published in a local language newspapers.
$\bullet$ Region (Edition) where to publish Advt.

This will depend upon where the candidates are likely to be working/ to be found

$\bullet$ Type / level of Candidates will govern type of news-media / city-edition:

e.g: a) all "Accounts/Finance" related positions must be advertised in ECONOMIC TIMES / FINANCIAL EXPRESS
b) For Senior-level positions, "Business India / Business Today / Business World" in addition to Times of India
c) Process-plant Personnel - Maharashtra / Gujrat etc.
d) Software Personnel - Bangalore / Hydrabad / Mumbai / Chennai

We Should Compile a list Such as:

Type of Position	Preferred News Media	Preferred City Edition

P.T.O

We should compile "statistics" about our own "advts" such as

This will tell us

$\bullet$ which type of newspapers/magazines are read by which type of executives / candidates (i.e. popularity of a media amongst certain niche markets (who reads what)
$\bullet$ what is the "reach" of each media

$\circ$ in the City where published
$\circ$ in the region
$\circ$ rest of India
(How many read where)

$\bullet$ Cost effectiveness of each media

$\circ$ No. of applications received per every Rs. one lakh of Advt. Cost

$\bullet$ Timing effectiveness

$\circ$ Do sunday advt. produce more response than other days? - Advt. on Public holidays
$\circ$ Are there days on which people are unlikely / less likely to read an Advt ?

$\bullet$ SIZE effectiveness

$\circ$ Do bigger advt. generate more response?
$\circ$ Coefficient of correlation between SIZE & RESPONSE

$\bullet$ Circulation effectiveness

Do media with greater circulation produce more response?
Generally? or for a given type of vacancy?

EXPERTS FOR RATING OF APPLICATIONS

Generally we should try to have separate set of experts to

$\bullet$ Rate applications
$\bullet$ Interview Candidates.

Occasionally same expert can do both.

If an expert has to read the entire bio-data before rating, then his daily output could be as follows:

Position / Level of Vacancy	No. of bio-datas that can be "rated" daily
Senior-level (President / V.P. / GM)	25 / 40
Senior Manager / Manager	40 / 60
+ Executive / Supervisor	60 / 80
+ Worker / Technician	100 / 150

At this level, daily rating output can substantially go-up if advt. contains a FORM (Applicant-Profile) which each candidate fills in & faxes, as we did in case of OWENS-CORNING assignment.

P.T.O

"Broad" rating Criteria :-

$\bullet$ Does applicant fulfill advertised Man-Specifications? (e.g. Age / Exp / Edu. Quali / Language / Health etc)
$\bullet$ Has he worked (in the past) in "good" Companies? Is he currently working in a good company?
$\bullet$ Is he stable or a job-jumper?
$\bullet$ What is his current Salary level? Too low / too high
$\bullet$ Is he overqualified / over-experienced?
$\bullet$ What is his current "designation-level"?
$\bullet$ Does his industry / functional background match the "job-description" for the position?

Rating "Legend"

A = Excellent
B = Good
C = Acceptable
R = Reject
P = Potential

$\circ$ These are candidates who are

totally unsuitable for the client but good for our databank

$\circ$ Unsuitable as far as the Client's "advertised" vacancy is concerned but may be considered for client's future requirements

INTERVIEW – schedule / time per candidate

Level of Candidate	Time / candidate (For Prelim. Interview)
GM / VP	2 hours
DGM / Sr. Manager	1 hour
Manager / Asst. Man.	45 minutes
Executives / Supervisors	30 "
Workers / Technicians	20 "

After each Candidate leaves, we should allow $\min^s$ 5 minutes (at worker level) to a $\min^s$ of 15 minutes (at GM / VP level) before the next candidate is asked to go into the interview-room. This time is needed for the Interviewer to fill-in INTERVIEW EVALUATION SHEET, which he must do (before the next person walks in) when his impressions about the candidate is still FRESH / VIVID.

At levels above "Sr. Manager", we should allow a "gap" of time, so that candidates do not "run into each other". At this level, each executive candidate MUST be given a specific TIME-SLOT. He will normally arrive 15 minutes before his specified time. For Senior Executives, it would [P.T.O]

be highly desirable to have a "segregated" sitting / waiting area, so that Incoming & outgoing Candidates do not run into each other.

INTERVIEW – whom to call

$\bullet$ Always first preference would be for Candidates rated A &/B.
$\bullet$ If we are falling short of desired numbers, we should call "C"-rated.
$\bullet$ Occasionally Client may impose other conditions, which may compel us to call "C"-rated candidates (in preference to A/B rated Candidates). Such conditions could be

$\circ$ Do not call "out-station" candidates
$\circ$ Do not call "" Candidates from a particular

REGION
RELIGION
COMMUNITY
COMPANY
COMPETITOR
PUBLIC SECTOR
ARMED FORCES
UNIVERSITY EDUCATED
etc

$\bullet$ Do not call candidates who cannot fluently converse in local language (e.g. Personnel Managers)
$\bullet$ Do not call Candidates drawing above / below a certain Salary-level / Experience level / Edu. level

It would be a good idea to prepare a check-list and get client to fill-in as part of MAN-SPECIFICATION SHEET.

COMPUTERISATION

$\bullet$ Each Advt. must be given a unique [ADVT. NO]. This is the "SOURCE" for applications/bio-datas. This source must be mentioned/entered in database created for each Advt.

At any time in future, we must be able to "retrieve/re-call" all applications/ bio-datas received against a given [ADVT. NO].
An Advt. may contain several positions. "position-code NO" should form part of [ADVT. NO], so that we are able to sort/retrieve/print, position-wise

$\bullet$ Each applicant (irrespective of his rating – A / B / C / R / P) must be given a [PEN] in the series

00,000,000 – 00,999,999
(This is the series, reserved for bio-datas received in print/hardcopy than mail/courier/fax)

$\bullet$ If we are hard-pressed for time [which we will always be when handling an ADVERTISED, MASS-RECRUITMENT ASSIGNMENT], in first phase, we should enter only that data which will allow us to [PTO]

$\bullet$ send a "one-line print out / statement / folder" to Client
$\bullet$ upload the database on Internet / Extranet (i.e. database incorporating basic SEARCH-PARAMETERS of

$\circ$ Birthdate (Age)
$\circ$ Edu. Quali.
$\circ$ Exp. (yrs)
$\circ$ Designation (Current)
$\circ$ Function ( " )
$\circ$ Industry ( " )
usually stated by candidate.
Rating Expert should write this.

$\rightarrow$ In SECOND-PHASE of data-entry, all other information about the candidate should be entered.
$\rightarrow$ If "Rating" expert has to "think hard" before writing this down, it may slow down the output – so we could postpone this to phase II. – In which case, of course, there is no point in uploading the truncated data on Internet / Extranet, since Personnel chiefs always want to HEAD-HUNT by function & Industry!