Notes: CUSTOMER RELATIONS & OES

(48)

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07-04-03

Ø All Consultants

(Individual Copies)

Ø Kartavya

Ø Abhi

Customer Relations

Please go thru enclosed article. There are useful lessons to be learnt.

One lesson is that we did NOT design our Order Execution System (OES) keeping in mind, the needs of our customers. Perhaps our focus (while designing OES) was too much on compiling a hell-of-a-lot of “HISTORICAL DATA/STATISTICS/TRENDS” over a period of next 2/3 years, so that, in course of time, OES can also become a powerful “PRO-ACTIVE MARKETING TOOL”.

Idea was that, 2/3 years, down the line, we could use OES as a powerful

DATA-MINING TOOL.

This is why, in OES, we are trying to “capture” (thru data entry & thru mouse-clicks), a lot of data about each search-assignment. Some of these captured data are not really required for executing the current search-assignment and may appear as so much waste of time/effort!

It is possible that some of these DATA-CAPTURE may be “slowing down” our order-execution process.

But, it is too early to jump to such conclusions, when we have used OES, for barely 2/3 months so far.

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We must use OES very thoroughly for all executive-search assignments (-excluding those from CADILLA, as we discussed in our recent meeting) for next 6/8 months, and then only make

à A list of “conclusions”

à A wish-list of what we need to incorporate in Version 2.0 of OES.

By that time, we may have entered over 100 search-assignments (-and even closed most) in OES. So, we would also have GOOD compilation of HISTORICAL statements. That should enlighten us on what “Trends” are emerging.

Eg:

Ø How mush “business” did we get from each customer? Who was best/who was worst?

Ø What was “Average” billing/highest billing/lowest billing? -and from which customers?

Ø Who (Which Client) gave us “Repeat” business & how much? Who gave us just one solitary assignment & never came back? Why? What went wrong?

Ø Are there any clients worth black-listing? Worth pursuing vigorously?

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Ø What “assignments” (-and from which clients) were

à Easiest to fulfil in terms of “time-taken” & “effort” put-in.

à Toughest to fulfil

How much of this “Easyness/Toughness” depended upon

à Calibre/experience/aggressiveness of the consultant who handled these assignments

à Availability (Member/Non-Member Database) of suitable executives

à Internal “indecisiveness” of client

à External help/assistance that we managed (eg. Jyoti Agarwal).

In fact the “HISTORICAL” statements of OES (as different from “OPERATIONAL”), reveal these trends. It is over job to “interpret” & draw conclusions & develop an action-plan for future.

OES contains down some 10 pages of such “TRENDS”! please remember that by faithfully implementing OES, we are, in effect, creating a.

DECISION SUPPORT SYSTEM.

If you have any problem in use of OES, please contact me immediately. Not using OES is NOT an option!

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26/06/03

Inder

Function Specs For INTERVIEW MANAGEMENT MODULE

This article describes fully, my concept of the Interview Management Module Viz:

- Being able to monitor the progress of each & every Manpower Request, on a single screen (U I), in a visual/graphical display (No figures/alphabets/numerals/percentages).

I have, in the past, compared this, with

à Refinery/Process Plant/Powerhouse Control Room with its mimic diagrams (on a 10 feet X 20 feet screen!), showing the performance of each & every eqpt/process

à Railway Control Room, tracking which train is on which track & exactly where

BEST bus monitoring is one more concept of “VISUAL/GRAPHICAL” control. Your task is to develop this concept into UI & all back-end functional-processes.

CC: Kartavya

CC: Abhi

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Abhi

CC: Kartavya

CC: Vicky

CC: Inder

Half-Way House?

Recruitment Managers will appreciate the Interactive Response Module. It will enhance their productivity.

They also know that IRM will also raise the prestige of their Company in the eyes of the candidates. A company that takes trouble to “respond” is a company that “caves” – a company that “respects” an individual!

So, it is quite possible that some recruitment managers may start using IRM enthusiastically, whenever they receive an Image Builder – Especially if it is a large company/heavy hirer, which receives 500 resumes daily.

But after, he has clicked-away 500 resumes, the recruitment manager may suddenly wonder:

Which candidate did I reject? Which I

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Kept on hold? Whom I called for interview? Whom I asked to phone me? Whom did I rate A/B/C etc.?

Where can I go back & see what “decisions” I took in respect of a particular candidate?

Now Abhi, may have already provided that recruitment manager goes back & opens the Image Builder of that candidate and get to see all of his “Clicks” on the Interactive Page attached. If already done, that was clever.

But

That would still be a “half-way-house”.

What the recruitment manager really wants to see, is a

DECISION-SUMMARY-AT-A-GLANCE,

Such as:

MASTER-SUMMARY

Srl.

Vacancy Name

Advt. No.

Applicant Name

Rating Given

Decision

Called for Interview

Kept on Hold

Ref.

Asked to Phone me

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From such a MASTER-SUMMARY, he should be able to extract (at a click of a button),

ADVT WISE/VACANCY-WISE SUMMARY

When he is rating/deciding, on the screen, the resumes may not be arranged as per Advt. No./Vacancy name. one application may be for the post of “Production Mgr.”, the next may be for “R&D” Mgr.” & third may be for a “stores officer”!

Hence the need for a MASTER.

In fact, there will be dozens (or hundreds) of applications/resumes without ANY mention of an advertised vacancy! Even then, a recruitment manager may want to

à Rate it / decide about it

à Reply to / it

So, we need to develop a MASTER-SUMMARY software & make it talk to the

Interactive Response Module.

I suppose we can do that.

Question is,

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How do we send this software to the recruitment managers? Which recruitment manager?

And what excuse/pretext do we use?

You may wish to consider following:

Ø Every time a recruitment mgr. uses the IRM, we will get a copy.

Ø At that stage, we can send to him the MASTER-SUMMARY software

We can send him an email saying,

Dear ,

It is possible that some candidates may have started sending you their “Image Builder” resumes, along with an Interactive Response Module (-both developed by us).

We hope, you find both of these useful. We believe, these will improve your personal

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Productivity, many folds.

You may however want to keep track of your ratings & interview-decisions of the applicants, individually & collectively. You may want

à A MASTER-SUMMARY

à An Advt. wise Summary

(See attachments)

We would be happy to make available to you – without any obligation – a software that would integrate with the Interactive Response Module, and automatically generate such summaries, for your viewing, at any time.

All you need to do, is simply register for

30 DAYS FREE TRIAL

On our website, www.RecruitGuru.com, and then download the software.

At the end of the FREE TRIAL, even if you decide, not to subscribe to our webservice, you still get to use downloaded software, indefinitely – and without any obligation.

With relards

Abhi Khatawane.

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03-06-03

Inder

CC: Kartavya

CC: Abhi

CC: Nagwewekar

Global Recruiter

Interview Management Module

Functional Specifications

As per schedule prepared by you, you are supposed to handover to kartavya, the “Functional Specifications” for this module by July 15^th

No doubt you must have gone thru my previous notes on this subject (webservice Folder #1 (box file) is with Nagwekar) & Folder #2 / #3 are in second drawer of my table.

In addition to these for your guidance, find 18 pages of my notes, where I have commented on each output statement of OES-which is, quite like an “Interview Mgmt. System” – except it was specifically designed for a placement firm.

What we want to come out with is for any corporate web-subscriber who does recruitment for his own company.

So, a lot of OES statements are irrelevant for such an user.

-----------------------

He wants a simple which permits him to track any “Vacancy” at the 8 stages mentioned on p.3 of my enclosed comments.

The most important feature of this

IMTERVIEW MANAGEMENT MODULE

Is described in my noted dt. 19-12-2002

“GLOBAL RECRUITER”

In which, I have drawn many graphs & then commented on each.

This feature consists of

Ø Graphical Tracking of each assignment thru various stages-using MIMIC DIAGARAM/WIZARD, as in case of

· Load Despatch centre for Power

· Train Movement on many tracks/stations

· Refinery/Cement Plant FLOW-CHART

· Several LIFTS going up/down/held-up on various floors of 100 story-building

· Assembly-Line Conveyor Belts, etc. etc.

Ø Automatic ringing of “Alarm Belts” (emails) when a process is held up at any stage beyond “Target-date” (Specified by Initiator). Red Light blinking on MIMIC DIAGRAM to indicate where exactly, there is a HOLD-UP & who precisely is responsible!

Your “Functional Specs” will be incomplete without UI in form of MIMIC DIAGRAM & output statements.

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FROM OES, what “output statements” can be/should be considered for our Webservice Module #3

INTERVIEW MANAGEMENT?

# 1 Monthly Shopping Basket Summary (for a given period).

This is irrelevant but the Central Personnel Officer (CPO), would want to see some statement which tells him,

à How many “Manpower Requests” received from different locations/units, during any period (or cumulatively) for his “approval” & how many he “approved”/how many he “rejected” (with reason for rejection). Location wise/unit wise data to be compiled.

# 2 shopping Basket Summary (URL Wise)

This is irrelevant

# 3 shopping Basket Summary (for a given period)

This is irrelevant

# 4 shopping Basket Designation-Level wise (_________)

This is irrelevant

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# 5 Shopping Basket (Function Wise) – Irrelevant.

# 6 Shopping Basket (Industry Wise) – Irrelevant.

# 7 Shopping Basket (Client Wise) – Irrelevant.

# 8 Shopping Basket (Consultant Wise) – Irrelevant.

# 9 List of Inquiry for a given Period – Irrelevant Covered

# 10 List of Inquiry for (Consultant Wise) – Irrelevant by my

# 11 List of Inquiry for (Industry Wise) – Irrelevant comments

# 12 List of Inquiry for (Function Wise) – Irrelevant # II

# 13 List of Inquiry for (Vacancy Wise) – Irrelevant

# 14 List of Inquiry for (City Wise) – Irrelevant

# 15 List of Inquiry for (Country Wise) – Irrelevant

# 16 No. of Inquiries remaining to be answered (Consultant Wise)

Something similar would be required in Globel Recruiter, whereby the Central Personnel officer (CPO) or the “Indenting Department” manager, is able to see visually/graphically, the “Stage-Wise” progress/status of each & every Manpower Request.

# 17 list of Inquiries, which did not convert to an order.

This is like “Rejection/Disapproval” of a departmental manpower request by the Approving Authority (CPO or even Head of Dept?). we should provide a column/field where CPO/dept-Head can record his “Reasons for Disapproval”

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# 18 Inquiry Status (Consultants Wise)

This would be covered by VISVAL PROGRESS CHART, where stage-wise “Status” is shown. Is it likely that, in an organization, several Recruitment Managers are handling different manpower requests, received from different depts/locations? This is possible-in which case, Global Recruiter should have provision to monitor progress/status of each/every manpower request

à Dept/Location Wise (Initiator)

à Recruitment Mgr. Wise (Who is handling)

# 19 Proposal à Irrelevant

# 20 Sales Order à Irrelevant

# 21 Project Plan for a Sales Order

In Global Recruiter, I feel, we should allow/permit the Initiator (End User Dept-Where Vacany exists), to Fill in

à “Manpower Request” Details

à “Project Plan” Details

Stage

Cumu. No. of Days Allowed

Manpower

Request

Approval

Advt. Relcc

Response

Rating

Interview

Appointment

Join

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By filling-up such a Project-Plan, as shown on preceding page, we are equating “Initiator” with an “Internal Customer” (of HR Dept.)

The User Dept. (Initiator) is in effect, telling the “Service Provider” (HR dept.):

Ø This is my requirement (Man Specs/Job Description/Salary, etc. etc.)

Ø I give you a of [60] days to fill this vacancy as per following Project-Plan. I have also indicated, No. of days for completing each activity, STAGE-WISE.

Now, we may provide, a provision, whereby the HR, dept., can super-impose its own version of Project-Plan, in ease, it cannot meet the stipulations of client (User Dept.)

Man Request

Approval

Advt. Release

Response

Rating

Interview

Appt

Joining

HR Dept’s. commitment super-imposed

on original plan (Indifferent Colour)

Initiator Dept. Requirements

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Perhaps we can consider allowing User Dept (Initiator), to indicate a “band” of days for each “activity”, instead of stipulating a one/fixed date for an event (i.e. Completion of activity).

So, in essence, the User Dept. stipulates

à Earliest Starting Time (date) for an activity

And

à Latest Completion time (date) for that activity

(Much, as in case of PERT).

And, since in a recruitment process, all activities are “SEQUENTIAL” only, we are suggesting a GANTT chart:

Activity

Dates

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# 22 Project Variance for “Sales Order” (i.e given Vacancy)

This statement is VERY RELEVANT for a Global Recmiter. But, whereas, in OES, it is A tabulation of figures/numbers, in Global Recruiter, we must convert it into a GRAPHCAL/VISUAL, presentation, where, there should be some method to highlight “negative carinae” -i.e.- by how many days, is the project running behind schedule (the target dates for each stage).

I suppose visual indication of -ve variances, must be a standard feature of any no. of “Project Planning Software” packages, readily available in the market. Only, most of these software are designed to take care of hundreds of activities & also “parallel” activities, whereas, for Global Recruiter, we need to deal with, no more than 10/12 activities, all of which are “sequential”.

So, we need to “re-invent the wheel” & design something quite simple & elegant, which, depending upon the simplicity/complexity of concerned organization, allows, addition/deletion of “activities” (customization).

We may provide 25 activities (all sequential?), out-of-which, an initiator can choose/select, whatever are “relevant’ to his organization & further relevant to this particular assignment!

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# 23 Pending Order for a Consultant (Chronologically)

In Global Recruiter, we will not distinguish/differentiate between an INQUUIRY and an ORDER. So my remarks for # 18 apply.

# 24 Pending Order for a Consultant (Client (Client-Wise)

Although it is theoretically possible that one Recruitment Mgr. may handle, Manpower Requests received from many different departments, we can ignore this statement/report in Global Recruiter.

# 25 Pending Order for a Consultant (Vacancy-Name Wise)

Indenting Depts. (User Depts.)

Vacancy Names Recruitment Managers (handling a given Manpower Request)

Since, I believe, identical vacancies from diff. user depts., would be a rare case, we should confine Global Recruiter reporting, to only

· Indenting Dept. Wise.

· Recruitment Mgr. Wise.

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# 26 Pending Order for A Consultant - Irrelevant

(Est, Billing Value Wise)

# 27 Pending for a - chronologically

This statement is relevant

# 28 for a -

Same As # 25

# 29 Pending Order for a Client (Vacancy Name Wise)

Irrelevant

# 30 Pending Order for a Client (Est. Billing Wise)

Irrelevant

# 31 Pending status for a given Period (Industry Wise) – Irrelevant

# 32 Pending status for a given Period (Function Wise) – Irrelevant

# 33 Pending status for a given Period (Design Level Wise) – Irrelevant

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# 34 Load on a Consultant

We can ignore for Global Recruiter

# 35 Resume remaining to be sent (order wise) – Irrelevant

# 36 Resumes Sent-Out – Irrelevant

# 37 One line statement (for consultant)

# 38 One line statement (for client) Irrelevant

# 39 Details of Prospective Candide’s.

# 40 Advt. Details

At a later date (V 2.0), when “Ad-Compose” permits sending advt. to print-media (eg. Times of India), this statement would be required-but not now.

For the timeline, “Ad-compose” screen will have check-boxes [ü] for uploading advt. on different JOBSITES only. It should be possible to view this screen at any time in future, in case one forgets, what JOBSITES, he had ticked [ü].

# 41 Advt. Response (Client-Wise) for a given period.

Global Recruiter must have provision to display the no. of resumes received from each jobsite & for each job-advt. (Vacancy-Name).

Client (User Dept.) & period is irrelevant.

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# 42 Advt. Response (Media-Wise) (for a given period)

- Same remarks as # 41

# 43 Interview call sent out for an

This statement (or something similar) is very much required.

# 44 Interview schedule for

Some similar statement is very much required. In every such case, we don’t have to follow the exact format for Global Recruiter. What I mean is that some such statement would be needed.

# 45 Interview Held Summary – client-wise

It internal user dept. (initiator) has to be treater as an “internal client”, then he would want some feedback.

# 46 Interview Held Summary

This summary is for central personal officer, (CPO), who may want to, see, at a glance, interview-positions of all user depts.

# 47 Follow-up details for an order of given client

It is quite unlikely that CPO would be

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Following-up “User Depts. (i.e. clients)”! It is more likely to be other way round.

There may be a couple of things where CPO may require to follow up a “User Dept.”, viz.:

Ø If resume-file (digital, of course) is sent to User Dept. for “rating” and it is still not returned to CPO, duly rated.

Ø If User Dept. has not given/fixed “Interview-dates” or CPO has fixed Interview schedule which User Dept. has yet to approve/a free.

# 48 Follow-up with Candidate (for a given period)

Any recruitment dept. wants a facility (software) which enables the recruitment manager to be able to

à Send a voice-mail or email to shortlisted candidates.

à Track what “massages” have been sent to which candidate & when (candidate wise history or vacancy-wise history).

à Track what replies have come from which candidate & when.

à Which candidates have confirmed that they will attend interviews (as requoted) & which have declined/regretted & why (reason).

à Make a phone-call to a candidate.

à Sand an SMS to a candidate.

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# 49 Client-wise expected date of joining

If user depts. (initiators) are treated as internal clients, then they certainly want to know, when selected candidate is likely to join, (against their vacancies).

Assuming, there are several internal clients, both CPO & these initiators, should be able to “see” the “dates” on which different candidates have promised to join.

# 50 Details of compensation received for an order

This is irrelevant.

# 51 Compensation Details – Irrelevant

# 52 Compensation Details (as per format)

This is a very useful form & by providing CPO (Central Personnel Officer) & the Initiator Dept. Head, to be able to see, exactly what “Basic” salary was offered & how till “basic” translates into what GROSS compensation.

We should make a provision, whereby CPO/Initiator dept. can “add” or “delete” any particular “elements of compensation”, which are unique/peculiar to their dept./company/location.

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How can we “Convince/Persuade” CPO/Initiator to fill in “Compensation-Details (i.e. Compensation offered details) for each new appointee?

If filling-in all these details, looks like so much, extra work for the COP/Initiator, WITHOUT any immediate benefit to them, then, they are not likely to take the trouble!

(And, most certainly, we don’t want to make it “mandatory” to fill-in the form. There will be a revolt!!)

We must provide a very powerful “incentive” to CPO/Initiator, to fill-in this form voluntarily and every time, without fail!

I can think of following “reasons/incentives”:-

Ø Because “Salary-Payment” (software)” application needs this as an “input”. (Taxation etc.).

Ø Because “manpower Cost (software)” application needs it (MIS) (Costing/Tendering etc.).

However, what would really “incentivise” CPO/Initiator (to fill-in this form), is to “transform” this form into a

“Salary Negotion Device/Aid”

Gross compensation is something that CPO must

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“negotiate” with each potential/prospective candidate based on

# 1 à What the candidate is currently drawing/getting in his existing company (detailed break-up)

# 2 à What “raise” (in gross) is he expecting, if he has to make a job-change (the minimum below which he would not consider our offer)

# 3 à What problems (of upsetting internal parity/apple-cart) would it pose for us, if we were to offer him what he wants.

It is relatively easy to deal with 1 & 2.

Mr.		Position Dept. Interview Dt.
Salary Comparison
	Item/Element	What candidate is getting	What he Wants	Increase
				Amt.	%
A	Monthly - Basic - DA - HRA -
B	Annual - LTA - -
C	Retirement Benefit - - -
D	- - -
	Total

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FIRST STAGE (OF HELP)

Every time CPO/Initiator change any fig in column (B), figs. in col – (C) & (D), would get revised automatically.

SECOND STAGE (OF HELP)

Every time CPO enters a fig (X) (i.e. gross annual (or monthly?) salary that candidate expects or that CPO is willing to Consider), the software works backward & fills-up the detailed break-up-as also (C) & (D).

For software to be able to work backward (from “gross” to “detailed break-up”), a formula would need to be provided to the subscriber. He would enter the figs on advance,

Eg: If,

Basic = a

HRA = 0.2 (a)

LTA = 0.1 (a)

Medical = 0.05 (a) etc. etc.

Subscriber can use, several different formulas for different “cadres/grades”, since different “perks/benefits”, in different cadres/grades, would have different “linkages” to “Basic Salary”.

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HRD STAGE (OF HELP)

In third stage (maybe in V 3.0), CPO, would be able to see/view

COMPENSATION – PROFILE

FREQUENCY Distribution Graphs

On his computer screen.

These graphs could be, for

Ø That company’s own internal employees’ profile (Designation Wise/Age Wise/Exp. Wise)

Ø General public/professionals profile

Now, by selecting, say, a graph for

MANAGER

Gross Salary à (Rs/Month)

CPO/Initiating Dept Can now clearly see, where exactly the candidate (being interviewed) fits in & whether the offer/expectation are “in line” or likely to upset a lot of existing employees.

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# 53 - Invoice - Irrelevant

# 54 - Invoice - Irrelevant

# 55 - Invoice - Irrelevant

# 56 - Invoice à Irrelevant

# 57 - Invoice à Irrelevant

# 58 - Invoice à Irrelevant

# 59 - Out of Pocket à Irrelevant

# 60 - Out of Pocket à Irrelevant

# 61 - Client List à Irrelevant

# 62 - Client List à Irrelevant

# 63 - Client List à Irrelevant

# 64 - Client List à Irrelevant

# 65 - Janam Kundli (Client) à Irrelevant

# 66 - Janam Kundli (Candidate) à Irrelevant

# 67 - Executive Placed Summary (Ind-wise) X

# 68 - Executive Placed Summary (Func-wise) X

# 69 - Executive Placed Summary (Vacancy-wise)

# 70 - Executive Placed Summary (Client-wise)

# 71 - Executive Placed Summary (Joining Date-wise)

# 72 - Executive Placed Summary (Comp-wise)

# 73 - Executive Placed Summary (Complete List)

In Global Recruiter there would need to be only 2 statements of “Executives Joined/Appointed”,

Ø One for each Dept/Section/Initiator

Ø One consolidated.

These will be arranged in the order in which (chronologically) Manpower Requests were released by the user depts.

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# 74 Analysis of Orders Executed à Irrelevant

# 75 Analysis of Orders Executed à Irrelevant

# 76 Analysis of Orders Executed à Irrelevant

# 77 Analysis of Orders Executed à Irrelevant

# 78 Analysis of Orders Executed à Irrelevant

# 79 Analysis of Orders Executed à Irrelevant

# 80 Analysis of Orders Executed à Irrelevant

# 81 Outstanding of Orders Executed à Irrelevant

# 82 Outstanding of Orders Executed à Irrelevant

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26/06/03

Abhi

CC: Kartavya

Interactive Page: Usage Statistics

I refer to our discussion yesterday/today. I am glad that you have built into the Interactive Page Software, a mechanism, whereby an Interactive page is used by a Recruiter to respond to a candidate, we would get feedback.

Using this feedback, we should compile statistics as shown in enclosed page. This compilation-process must be continuous & automated, without any human intervention.

The compilation software, should also permit/enable “authorised users” to view any particular statistics, by simply clicking on any

à Executive’s Name (Not PEN)

à Corporate’s Name (Not Corporate number).

Of course, we would most corporate like to have a consolidated picture/view/statistics, at any point of time, as to,

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à How many candidates have used the Interactive Page, so far cumulatively, or during a given month/given year

à How many corporates have used the Interactive Page, so far cumulatively, or during a given month/given year

This would tell us, whether the usage is picking up or not and at what “rate”.

It is quite possible that the jobseekers start using the Interactive Page, in large numbers but, the recruitment managers are not keen to use the same & rarely use it to respond!

We need to know/compile USAGES by both, independently.

So that, if we find that, for some reason, the Recruitment Mgrs. Are lukewarm to this concept, then we can probe & find out, why.

There is a temptation (on my part), to make available to the corporates, their own

USAGE STATISTICS

In the form of statement (B).

But,

The danger is that, they would come to know that, we are compiling such statistics

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About them, secretly/without their knowledge or permission!

This would immediately put them off!

They will simply stop using Interactive Page!

On the other hand, as far as candidates are concerned, they would be happy to see their own statement (A), if made available, either as an email (we can decide period), or as a “Personal Page” on RecruitGuru.Com (-I think this is a better option).

If I am a jobseeker, and I am told that I can, anytime, see/view a tabulated page of all my job-attempts (free, too!), in chronological order-and I am assured that no one else can “access” these statistics,

Then,

I may, even, give-up altogether, use of my plain/unstructured email resume in future, and always use Image Builder only!

Access to my own statement (B), at any time, and free, would be enough incentive to me to use Image Builder only!

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Question still remains about the corporates.

Ø If they can’t see/view these statistics because,

Ø We cannot afford to tell them that we are secretly compiling such statistics,

Then,

What is the use?

If the statistics do not “help” the concerned corporate, why compile at all? What (else) can we use these statistics for? How & where can these help us?

How can we use individual corporate-wise statistics, to

à Persuade/Convince that company to subscribe to our webservice (again, without revealing that we have been secretly compiling these figures!)

à Persuade/Convince, many other companies (i.e. – corporates-in-general) to subscribe to our webservice)

à Persuade all jobseekers to use Image Builder ONLY (thereby becoming Industry Standard).

Think about these.

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INTERACTUVE PAGE : USAGE STATISTICS

(A) CANDIDATE-WISE STATISTICS

Mr. V. J. Patel

PEN 4368952

Srl. No.

Advertiser Co. Name

Advt. No.

Source

Dt.

Position Applied

Outcome

Rated

Called

Regret

Hold

(B) CORPORATE-WISE STATISTICS

Voltas Ltd.

CORPO. NO. 368439

Srl. No.

Advt. No.

Source

Date

Position Vacancy

Image Builders Status

Total Rated

Rating

Decision

Called

Regretted

Hold

26/06/2003

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21-01-03

GURUMINE

Kartavya

Abhi

Inder

RE-TRACT (or “RESUME”? -sounds better)

(Resume Extraction Software)

If we intend to offer a “Best-of-the-Breed” solution, we need to extract a lot of “data” from each resume, convert into “information” & then turn it into “knowledge”, for the benefit of our web-service subscribers.

Enclosed pl. find a few examples. If 3 of you apply your minds, I am sure, you can come-up with many more ideas.

We don’t have to introduce all these “features functionalities/visual-graphs” etc. in one go. There will be many VERSIONS – some may be “priced” as separate, standalone, transactions whereas, some others may be introduced as “upgrades” (free) of original feature.

CC: Raju-Mitchelle-Sri Ram-Nirmit

Pl. do send further suggestions to

Kartavya, in enclosed format.

-----------------------

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21-01-03

DATAMINING EXTRACTION TOOL (RE-TRACT) FIR RESUME

Data à Information à Knowledge

What “Data” should be extracted?	Why? Purpose? How will it help recruiter? What “inference” can he draw from data?
Ø Name of University	He has attended a respectable Uni/College
Ø No. of Degrees & Diplomas	Highly qualified Person/Holds a foreign” degree
Ø “Age” at which passed-out	Must be brilliant to get an MS at the age of 22!
Ø Name/s of Employer Companies	Seem’s to have worked for reputed/unknown companies. Why did he leave a well-known Co. to join a small/unknown company? Started-out with “Good” companies but seems to have gone “astray” after 10 yrs. Of experience!
Ø Name of Cities (where posted)	Why did he choose such “god-forsaken” remote/small town? Why did he move from Mumbai to Shirdi?
Ø Name/s of BOSSES	He has worked under Mr. XYZ, who is an outstanding professional. Must have had good training/exposure.

---------------------

3/6

What “Data” should be extracted?

Why? Purpose? How will it help Recruiter? What “inference” can he draw from data?

Ø Duration/Tenure in different jobs

· Max. Tenure

· Min. Tenure

· Ave tenure

· Total Yrs. of Exp.

· No. of Jobs held during career.

Ÿ He looks like a “job-jumper”! we may have to look for a replacement in 1 yr.!

Ÿ 8 jobs in 12 years! What is this guy up to? Can’t he get along with anybody! Let me probe further.

Ÿ 2 jobs in 25 years! Does not look “ambitions” enough! Do you think he got 1 year experience, 15 times?

Ø PROMOTION/DESIGN TION HISTORY (See “Career-Growth Graph enclosed)

Ÿ Seems he would do “anything” to get a abetter/higher designation-even accept a “salary-cut”/move to a small town/take up job in a virtually unknown company.

Ÿ Seems to have moved-up “Career Ladder” at a reasonable pace, neither too fast, nor too slow.

Ÿ His “responsibilities” do not match with his designation/seems over designated.

Ÿ He seems to have reached his “level of incompetence”!

Ÿ Watch out! He seems overambitions (for us)!

------------------------------

4/6

What “Data” should be extracted?

Why? Purpose? How will it help Recruiter? What “inference” can he draw from data?

Ø For each job

- Starting Salary

- Ending Salary

- Ave. Salary growth (% rise/year of service)

Ø For entire career

· Are-Salary growth (% rese/year of total exp.)

(See MOOLAH-MANIA attached)

Ø Seems to have got a “hefty” pay-rise, every time he changed job-so that explains why so many job-changes in so few years!

ØInsignificant pay rise when he changed last job

- I wonder why!

Ø He accepted a “salary-cut”? Something seems fishy! Must probe the motive.

Ø For his “Age/Exp/Design Level”, isn’t current salary too low/too high? What is “Median/Average” for his

à Industry or

à Function

at this “Age/Exp/Design Level”?

Ø If he is used to such annual “Pay Rises” how long will he hang around with us? Won’t he be on a look-out (for a better pay packet) all the time?

Ø We seriously need to look at our “compensation-structure” & revise it up words

Ø Hey! Why not we too introduce “Performance-Linked Variable Pay”

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5/6

“THE MOOLAH MANIA”

alias

PEN

Expà

Ageà

---------------------

6/6

PEN

XYZ

The STEP-LADDER SYNDROME!

CAREER – GROWTH GRAPH FOR MR.

If Recruiter can see such a graph, as soon “Extractor” is applied, it would, tell following (hidden) “STORY” :-

(a) Is this executive, a “High Flier” or a “Slow Riser”?

(b) Did he ever “stagnate” on a (hierarchy) level for too long? I must ask him why?

(d) Has he “burnt-out” quite early in his career?

(e) Does he keep changing jobs frequently for higher “Designation”?

(f) On this particular job-change, why did he accept a lower designation? Did he gain in any other way?

--------------------------------

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Kartavya

Abhi

Inder

RESUMINE (RESUME EXTRACTOR)

‘Resumine’ would have following aspects:

Ø Versatility

Is it versatile enough to cany out datamining from the widest variety of email resumes? Eg. Not only resumes of Indians (found on Indian jobsites) but also of Americans?

Although, initially we may release V 1.0, for only Indian resumes, next version must cover American resumes. After all USA/UK are much bigger markets-and, what is more interesting, “better paying” markets! This is crucial if we wish to leverage our association with PENHRYNE to penetrate these markets.

Ø Depth

As of now, we have some 17 “fields” & 6 “block”. In version 2.0, these would need to be enlarged (see my earlier note)

------------------

2/7

Ø Accuracy

This is a very important aspect. We may release V 1.0 with 80% accuracy but soon follow it up with V 2.0, give 90% accuracy.

By Jan 2004, we must target 95% accuracy (-balance 5% “errors” should be capable of being “edited” manually, online).

Ø Dependability

The software must perform reliably again & again & again! Then only can our reputation spread by word-of-mouth (which is our most powerful ASLESMAN!). after all community of HR managers is quite small and word spreads like wildfire-whether “good word” or “Bad Word”!

--------------------

3/7

Ø Presentation/Packaging

No matter, how good may be our “Resumine” in its “functionalities”, if our visual DISPLAY is poor, nobody will want to touch it!

Our user interface must be totally intuitive and extremely user friendly. And then it must “dazzle” the viewer. It must have “Magic-Like” quality! It must “spell-bind” the viewer and hold him in “awe”! it must “amaze” him!

The display (UI) must prompt user to pay-around/interact/explore. It must keep him “glued”.

Whit this in mind, I ask you to examine enclosed proposal re: its feasibility.

The screen is divided in 2 parts, vertically.

Left side will display actual resume which is being “extracted”.

On one side of the resume, are

--------------------------

4/7

The “Fields” (being extracted) and on the other side are the “Keywords”, which “match-maker” tool finds in the resume.

Ø When viewer/user, moves the cursor on any given “field”, the actual “value” (word/wors/para) in the resume will change colour (Say “Red”). Of course if that word/value is hidden at the bottom, entire resume will automatically slide-upward and “expose” the concerned value/word.

The highlighting-and turning red-of the relevant word is the proof that the software has accurately/correctly captured the value!

If desired, we can also provide another screen/s (like the ones developed by Sunitha/Vikram) - and a button-so that a “doubting” user can actually see the captured value INSIDE a field-box! - and be able to edit the same.

But the idea of “highlighting”

--------------------------

5/7

And turning red a Value when the cursor is moved across it, is to DRAMATIZE/MESMERIZE the viewer with the

· Elegance

· Speed

· Accuracy of data capture

In version 5.0, moving the cursor, will make the computer to speak-aloud the word!

(TextàSpeech Conversion)

As far as the righthand vertical bar of “Keywords Extracted” is concerned, initially it will be blank/white space. As soon as matchmaker has found/located/matched the keywords, this bar will suddenly get filled-up, in maxim ONE SECOND!

Here we can even design the software in such a manner that the order in which the keywords get arranged in the “bar”, is exactly the same as the order (sequence) in which these keywords appear in the resume, so that the resume does not have to keep dancing up & down all the time.

Once again, moving the cursor on any keyword will turn it red (in the resume) and highlight it.

By arranging the keywords in

----------------------------

6/7

A simple “sequence”, we are avoiding the 9 “category-boxes”, as also the confusion (difference of opinion) whether a give keyword is:

· Skill

· Knowledge

· Attitude

· Attribute etc.

When we come out with Version 2.0, two things will happen, when cursor is moved across a keyword in the vertical bar:

Viz:

# 1 à Keyword gets highlighted in the resume

(Covered under version 1.0)

[PLUS]

# 2 à Next to that keyword a box appears containing “synonyms” picked up from MS Thesaurus

Eg:

		Related Concepts
		Ÿ Examine
	[analyse]	Ÿ Study
		Ÿ Observe
		Ÿ Check-out
		Ÿ Dissect
		Ÿ Measure

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7/7

I presume integrating MS Thesaurus with highlighted keywords (in the resume), may not be very complicated, but you can imagine the impact on the viewer! How visual thesaurus. Com “GRIPS” us!

The entire righthand half of the screen, I have ser aside for displaying the

COMPETENCY PROFILE

We may restrict the display to 5/6 bars. (With scrolling arrangement, all the bars can be accommodated). However, from the viewpoint of the recruiter/HR manager, what would be of great interest is the “PROFILE ENHANCER” box at the bottom. This would contain the rare keywords found in this resume, which (may) set this candidate apart from hundreds of others. These, rare keywords may contain “clue” to some unique skill/knowledge that candidate possesses. Now imagine the (pleasant) surprise of the recruiter, if he is looking for exactly such a unique skill!

Please discuss with me soon to finalize the “integrated” display

Very low frequency of occurrence

-----------------------------

DATA

STRUCTURE

ß Move Cursor on these words à

KEYWORDS

EXTRACTED

COMPETENCE PROFILE

Resume being “Datamined”

100

First Name

Administration

Advance

Analyse

Apartments

Applications

Asset

Autocade

Develop 2000

Oracle

Planning

RDBMS

Visual Basic

ASP

CMM Level

DOS

SQL

DBA

DCA

Diploma

Administrator

Consultants

Designer

Manager

Programme

Provision for scrolling the bars up or down. This arrangement would enable all the bars to be accommodated/exposed.

Most Important: -

Horizonal % bar at top must always remain visible.

60.6

63.1

65.3

74.2

Middle Name

Last Name

D O B

Gendre

Current Company

Current Designation

Total Exp.

Edu. Level

Address

City

PIN Code

Country

PHONE

Ÿ Home

Ÿ Work

Ÿ Mobile

Fax

BLOCKS

Ÿ Objective

Ÿ Exp.

Ÿ Skills

Ÿ Educed

Ÿ Reference

Ÿ Details

PROFILE ENHANCER

[Rarely occurring keywords found in this Resume]

Ÿ ATM

Ÿ CCTV

-------------------------

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10/02/03

Kartavya

RESUME DEMO (Beta Version)

# We shall give this demo to L & T Group on March 3^rd – possibly afternoon 3P.m.

# I will get concerned L & T officers to confirm date/time/venue. Most likely venue will be their “C” bldg. Conf. room which has an LED projector hanging from the ceiling & a big screen. The room can conveniently sit 20 people. I will arrange for you/Abhi to visit Powai on 2^nd March & carry-out a “dress-rehearsal” of the demo. An engineer from their electrical maintenance dept. will remain present, on both the days, to help you carry-out necessary connections.

# We shall carry Nirmit’s laptop duly loaded with Resumine software. I will get Mr. Siroor to bring along a CD containing some 50 email resumes. Nirmit one resume at-a-time & convert. Do you need to give any special instructions to Mr. Siroor?

# Do you want me to arrange for a colour printer (for attaching to Nirmit’s

-----------------------

2/3

Laptop)? It would be a good idea to enable L & T HR managers to take colour print-outs of their own “Converted” email resumes, as a “proof” of Resumine’s capability.

They (HR Mgrs.) may wish to show such colour print-outs to their (Director) Bosses, who may not be able to remain present

Eg: A. M. Naik/J. P. Nayak/Y. M. Deosthalee/Mukhija/KV.AR etc.

Of course, I will try to get as many of these to remain present, as possible.

We must try out/thoroughly test this “printing” feature at our end first.

# Should we prepare 2/3 PowerPoint slides to proceed our demo? These would explain the problems faced by corporates & how Resumine “solves” these problems.

# Demo of “RE_SEARCH” (search-engine) should be combined with Resumine demo what is the use of converting email resumes into a “structured” database, if the database cannot be searched?

----------------------

3/3

Now, when we give Resumine demo at the most 8/10 resumes may be converted. This is too small a database for conducting a search!

Therefore, let us, (on a separate CD) carry our own 5000 converted email resumes (database) with us, so that we can load this 3P database to give demo of

RE-SEARCH.

It is important that these 5000 are duly converted/extracted using Resumine. This is critical.

Because when we click on any of the PEN in the DISPLAY, (shortlist of result), then we should be able to see on the screen the

VONVERTE RESUME

Will “Competency Profile”/Keywords & everything!

PL. feel free to ask.

CC: Abhi

------------------

Kartavya

Abhi

Inder

21-01-03

RE-TRACT (or “RESUMINE”? – sounds better)

(Resume Extraction Software)

If we intend to offer a “Best-of-the-Breed” solution, we need to extract a lot of “data from each resume, convert into “information” & then turn it into “knowledge”, for the benefit of our webservice subscribers.

Enclosed pl. find a few examples. If 3 of you apply your minds, I am sure, you can come-up with many more ideas.

We don’t have to introduce all these “features/functionalities/visual-graphs” etc. in one go. There will be many VERSIONS – some may be “priced” as separate, standalone, transactions whereas, some others may be introduced as “upgrades” (free) of original feature.

CC: Raju-Mitchelle-Sir Ram-Nirmit

Pl. do send further suggestions

to Kartavya, in enclosed format.

-----------------------------------

2/6

21-01-03

DATAMINING EXTRACTION TOOL (RE-TRACT) FOR RESUMES

Data à Information à Knowledge

What “Data” Should be extracted?

Why? Purpose? How will it help Recruiter? What “inference” can he draw from data?

Ø Name of University

He has attended a respectable Uni/College.

Ø No. of Degrees & Diplomas

Highly qualified Person/Holds a “foreign” degree

Ø “Age” at which passed-out

Must be brilliant to get an MS at the age of 22!

Ø Name/s of Employer Companies

Seems to have worked for reputed/unknown companies.

Why did he leave a well-known Co. to join a small/unknown company? Started-out with “Good” companies but seem to have gone “astray” after 10 yrs. of experience!

Ø Name of Cities (where posted)

Why did he choose such a “god-forsaken” remote/small town? Why did he move from Mumbai to Shirde?

Ø Name/s of BOSSES

He has worked under Mr. XYZ, who is an outstanding professional. Must have had good training/exposure.

--------------------------

3/6

What “Data” Should be extracted?

Why? Purpose? How will it help Recruiter? What “inference” can he draw from data?

Ø Duration/Tenure in different jobs

· Max. Tenure

· Min. Tenure

· Ave tenure

· Total yrs. of Exp.

· No. of Jobs held during career.

· He looks like a “job-jumper”! We may have to look for a replacement in 1 yr.!

· 8 jobs in 12 years! What is this guy up to? Can’t he get along with anybody! Let me probe further.

· 2 jobs in 25 years! Does not look “ambitions” enough! Do you think he got 1 year experience, 15 times?

Ø PROMOTION/DESIGNATION GISTORY (See “Career-Growth Graph enclosed)

· Seems he would do “anything: to get a better/higher designation – even accept a “salary-cut”/move to a small town/take up job in a virtually unknown company.

· Seems to have moved-up “Career Ladder” at a reasonable pace, neither too fast, nor too slow.

· His “responsibilities” do not match with his designation/seems over designated.

· He seems to have reached his “Level of incompetence”!

· Watch out! He seems overambitious (for us)!

----------------------------------

4/6

What “Data” Should be extracted?

Why? Purpose? How will it help Recruiter? What “inference” can he draw from data?

Ø For each job

- Starting Salary

- Ending Salary

- Ave. Salary growth (% rise/year of service)

For entire career

Ø Ave. salary growth (% rise/year of total exp.)

(See MOOLAH-MANIA attached)

Ø Seems to have got a “hefty” pay-rise, every time he changed job – so that explains why so many job – changes in so few years!

Ø Insignificant pay rise when he changed last job – I wonder why!

Ø He accepted a “salary-cut”? something seems fishy! Must probe the motive.

Ø For his “Age/Exp/Desig. Level”, isn’t current salary too low/too high? What is “Median/Average” for his

à Industry or

à Function

At this “Age/Exp/ Desig. Level”?

Ø If he is used to such annual “Pay Rises”, how long will he hang around with us? Won’t he be on a look-out (fer a better pay packet) all the time?

Ø We seriously need to look at our “compensation-structure” & revise it upwards

Ø Hey! Why not we too introduce “Performance-Linked Variable Pay”?

-----------------------------------

5/6

“THE MOOLAH MANIA”

alias

PEN

Expà

Ageà

---------------------

6/6

PEN

XYZ

The STEP-LADDER SYNDROME!

CAREER – GROWTH GRAPH FOR MR.

If Recruiter can see such a graph, as soon “Extractor” is applied, it would, tell following (hidden) “STORY” :-

(g) Is this executive, a “High Flier” or a “Slow Riser”?

(h) Did he ever “stagnate” on a (hierarchy) level for too long? I must ask him why?

(i) How did he manage to jump to VP position from “Manager” position?

(j) Has he “burnt-out” quite early in his career?

(k) Does he keep changing jobs frequently for higher “Designation”?

(l) On this particular job-change, why did he accept a lower designation? Did he gain in any other way?

--------------------------------

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Dec. 21,2002

OCTOPUS

Nirmit

Sir Ram

Raju

Kartavya

Inder

Abhi

PROJECT OCTOPUS

Someday, 3P will have two, reasonably independent “Divisions” (or Strategic Business Units – SBU), viz:

Ø Executive Search Division

This SBU will primarily engage in “headhunting” for SENIOR level positions.

This SBU will depend upon a “NOV-MEMBER” database of passive job seekers, who will need to be located, talked to, persuaded to consider a position.

Ø Recruitment Division

This SBU will primarily engage

----------------------------

2/12

In MIDDLE level executive-placement with client-companies (5 yr. – 15 year experience).

This division will mainly depend upon a large database of job-seekers, who have submitted their resumes to us, or to any other website, (may be, someday, to any other placement agencies – e.g. Our partner placement agency program).

Project Manhattan will make it possible for us to build-up a large database of such ACTIVE job-seekers. In course of time, Project Manhattan will be entirely “automated” (end-to-end), so that very little human intervention is required in

à Downloading job-advt. (Lexi bot/Info gist)

à Converting job-advt. (Composer)

à Uploading job-advt. (FTP)

à Receiving resumes

à Converting resumes (to structured database)

à Searching resumes (against client’s “INQUIRY” (OET-1) - Thru “Intelligent Spider”

in Member-Search Tool

à Sending out resumes (Converted Resumes) - ARGIS

à Sending out proposals

Etc. etc.

--------------------------

3/12

This Division will also employ “GLOBAL RECRUITER” (as a WEB-SERVICE) to lock-in customers (Corporate-Clients).

Whether Global Recruiter Web-Service, should be completely FREE give-away (like MS Internet Explorer) or it should carry an “Annual Subscription” is something we can debate, by listing PROS & CONS of both models.

But,

I strongly believe that it should be a “WEB-SERVICE” and not a shrink-wrapped box (product) which is “licensed” to buyers for a price.

This would require elaborate/complex “VERSION-CNTROL” & “marketing of upgrades” type of issues/problems. We would need a whole department for this!

There are no such problems with a Web-Service. We have to add features/upgrade only our own webserver! The users, would need no installation at their

-------------------------------

4/12

Ends. They may or may not, even notice any change in the quality of web-service. And webservice will be independent of HW/SW issues at client-end.

This was a bit of digression.

What is Project Octoous and what is its relevance/importance to this

RECRUITMENT DWISION (SBU)?

Earlier, we noted that this SBU, takes care of its “SUPPLY-SIDE” (i.e. supply of Candidates/Resumes) thru

Project Manhattan,

Which, we intend to completely AUTOMATE (-a challenge for the technical team).

We, further hope that

GLOBAL RECRUITER

Will help this division capture “Clients”, some of whom will rather “outsource” their recruitment process than “advertise” on their own.

-----------------------------

5/12

But,

As far as “DEMAND-SIDE” is concerned (i.e. getting orders), I would not want to depend on “Global Recruiter” only. That would be too dangerous.

I would like to have another/one more mechanism to

CAPTURE CLIENTS

(Demand side Management)

And,

It must also be a fully AUTOMATED mechanism! -with no or very little human intervention!!

That is

PROJECT OCTOPUS.

On Discovery Channel, you must have seen an octopus with its many tantacles and hundreds of suction-cups on each tantacle.

A suction-cup, firmly attaches itself to a prey/victim and just does not let go. In fact several suction-cups attach

---------------------------------

6/12

To the victim. Then the tentacle (which has a far reach), wraps around the victim and brings it in to where the mouth is.

Very little hope of escape.

We too, must learn from Nature-and its marvellous creatures-and COPY its processes (emulate), for survival & growth.

Remember, “survival of the Fittest” by Darwin? Species that survived are those that “adapted” to the environment (which was constantly changing). Rest were wiped out/extinct.

It is no different in the harshly competitive jungle of “Business”. If we do not adapt, we will get eaten-up by the predators (-the competitors), who are on the prowl.

But unlike in “Nature” in “Business” we (as a species), do not have the luxury to “adapt” over centuries & millennia. In the internet age, a century is one year & a

------------------------------------------

7/12

“decade” is a “month”! This is the rate at which environment is change. Like on an accelerating “Tread-mill”, (-a conveyor belt), we would have to, forever run faster & faster, to stay at the same place! Others will fade away in oblivion.

To mimic nature, we too must evolve into an octopus.

We too, must have a thousand “Suction-Cups” to suck-in “Orders”.

These thousand suction-cups, are India’s thousand “placement-agencies”, most of which are located in metros/mini-metros & class B towns. These agencies are manned by the owner and 3/4 assistants.

Most-almost all-of these agencies cater to the manpower needs of their “local” corporate-client. These agencies do not have a “national” reach. Not only are their client “local” even their resume databases, consist of local

---------------------------------------------

8/12

Jobseekers. Many of them have this resume-databases in box-files. A few may have succeeded in entering these records in “Excel” or “MS-Access”.

None of these have their own websites (or may be a very few), or structured and searchable databases.

Starting with those, who have computers & internet all access, we must, ultimately convert all of these 1000 agencies, into our

FRANCHISEES

(our suction-cups).

They will bring-in “orders” for us, from their local corporate-clients (whom, we may be unable to reach on our own). It is understandable that these corporates would trust a local “placement agency” -with whom they have been dealing in the past.

And these agencies will earn from us a “Franchisee Commission” of 30% of our professional-fees for exerting that order.

--------------------------------------

9/12

But,

In practise, they will “execute” the order on their own-without (maybe) any intervention/assistance from our side!

How?

All our “franchisees” will be connected to our Marol serves thru VPN or leased lines (or even dial-up connections, if these improve dramatically over next 12 months-thru Reliance Info comm-connecting 115 cities).

They become a part of our extended “Network”.

They log-into our server, using passwords and bio-matric devices.

Essentially, they will log-into our

ORDER EXECUTION SYSTEM (OES)

And use it, exactly the same way one of our own consultant uses it from our own office. Of course OES will need

----------------------------------------

10/12

Some “modifications”.

Like any other (local) Consultant, a franchisee will

- Enter an “Inquiry” (OET 1) into system

- Seand a proposal

- Create a SON

- Conduct “resume-search”

- Prepare “short-lists”

- Communicate to Client/Candidate

- Arrange interview

- Assess/Follow-up

- Raise invoice (in 3P’s name)

- Collect cheque (made-out in 3P’s name)

- Enter cheque details in OES & forward cheque to Marol.

One, over-riding condition:

Nothing-but nothing-can be done outside of OES.

Even if a franchisee has a local printer, the PRINT command would come only from OES.

-----------------------------------------

11/12

If any email has to be sent to anyone (Client or Candidate or 3P or anybody), it can only be done thru OES. Same for all incoming emails

No database (of resumes) can be downloaded on franchisee’s local hard-disk.

No telephone call can be made (or received) without being recorded into OES).

Server-based software will track every mouse-click of franchisee’s computer and create an AUDIT-TRAIL and create a history of his “Surfing” habits-(i.e. surfing the OES). Such “SPY-WARES” are already available.

In a nutshell, no franchisee should be ever able to “cheat” us.

In fact no hardware/software can be added at franchisee’s premises unless Marol Server authorises it (after detection).

But,

What is important to notice in

------------------------------------------

12/12

My foregoing observations is,

à Order is “brought-in” by franchisee

à Order is “executed” by franchisee

à Order is “collected” by franchisee

And all that We – Our SERVER, to be precise, - does is,

à Deliver “data” over wires-electronically

à Keep “track” of each franchisee’s performance (orders booked/executed/being executed/collections made/outstanding’s etc. etc.)

à Credit franchisee’s bank-account with what is due to him (commission)

à Set “Order Booking/Net-Collection” Targets for each franchisee.

And everything AUTOMATED!

Supply Chain Demand Chain

Management à Management

(Manhattan) ß (Octopus).

But “Conceptualising” is not enough. We must translate this into action.

Regards.

---------------------------------

Kartavya – Abhi – Inder à HCP

10-12-02

Read enclosed article & following comparison.

It shows we are on the right track-but moving very slowly!

Digital Newspaper	JAWS + LOCK IN
Remote delivery of entire newspaper in tabloid format	Remote delivery of Job-Advt. summary in 6/8 column format
Country/Nation/100 newspaper option	Thousands of Job-Advt. downloaded from various jobsites/summarised & search parameters to configure
Available in Hotel Lobbies/Cruise Ships/Airports	Available at Cybercafes/Small town newspapers/Edu. Institutes/PCO’s
2 servers in The Hague, uploading latest editions of world wise newspapers	3P server being uploaded with job-advt. downloaded from sites (auto-converted into COMPOSER)
5 satellites to distribute. Each kiosk needs a satellite dish	Internet to distribute. No extra investment for cybercafe
Latest edition (of newspaper) to be stored locally in Kiosk’s PC (must overwrite OLD edition)	Nothing to be stored/edited/over-written on local Cybercafe PC. Cybercafe can configure & download whatever Job-Advt. Summary (for whatever date/period) they want. – Even city wise jobs! Of local interest
PEPC targeting worldwide operations thru dealer network	We want to target 16000 Cybercafes of India + Webstores of Reliance + Petrol Pump Outlets + 600 small town newspapers etc.
Dealer fixes the “Selling Price”	Under “Operation Lock In”, we will permit Cybercafes to fix any price (Per Company) for sending resumes & give us a fixed amount
Target Audience: 200 million business travellers/1 Lakh 3/4 Star Hotels	All the unemployed graduates of India + executives looking for a job-change
Advantage to Users Immediate access to latest edition of newspaper of your choice wherever you happen to be	Ø No need to buy 100 newspapers daily Ø No need to surf websites 10 hours/day Ø No need to type & mail hundreds of job- applications (@ Rs. 10/application) over weeks/months (Lock-In)
Advantage to Dealer/Kiosk Owner A revenue-model	Advantages to Cybercafe Owner Perpetual revenue model/Repeat Customers/Competitive Advantage over “Non-Partner” Cybercafes

-----------------------------------

1/4

Abhinandan

(OES)

Sept. 12, 2002

Raju

Sri Ram

Debugging of Execution System

Ø This is further to my earlier note re:

“Entry of Current Assignments into OES”

Ø Approximate number of Current/Pending assignments are as follows:

Person No. of Assignments

Sir Ram ?

Venu 19

Sai 16 56 + ?

Pranati 3

Usha 18

Raju 10

Megha 10

Mitchelle 24 60 + ?

Team 4

Keyuri ?

Total 116 + ?

--------------------

2/4

Ø In my note to Abhi/Rajeev (Sept 6/Copy sent to you), I have listed in Annex A, the “bugs” which they must remove by Dec. 2002. These are “important” bugs. There could be other less important/troublesome bugs tec.

Ø However it is quite probable, that there are some simple/straight forward search-assignments which can go thru/sail thru, without any problems-even from the so-called “Important Bugs”! Out of 116, I suspect there could be as many as 20/30, which might fall in this category.

As far as these 20/30 are concerned, there is no reason, to hold back entry into OES. This must be done-and done SOON.

Ø The remaining 80/90, could get stuck, somewhere or other, due to those “Important Bugs” – one or more

---------------------

3/4

Ø To discover/uncover, which assignment will get “stuck-up” in which “Entry/Transaction Screen”, it is not necessary to physically/laboriously/meticulously, try to enter each & every assignment into all the 21 screens, chronologically.

Ø Take a look at the enclosed “Work-Sheet”. Most of our consultants are deeply familiar with the data required to be entered into each of the 21 (entry) screens listed on the enclosed worksheet.

From their “Knowledge”/Understanding of

à A given assignment

à A given client (-behaviour)

à A given screen (fields to be filled)

Our consultants would be quickly able to figure-out/guess

“Which assignment will progress” how far & then get stuck where

---------------------

4/4

Ø I suggest you make photocopies of enclosed “Work Sheet” & give one to each consultant and ask her/him to first fill-in Assignment Details (Client & Position).

Then, after a quick look, consultant can put a cross (X) under that input screen, where she/he thinks the assignment will get stuck & may not be able to progress further! Of course, following screens are unlikely to pose any problem :-

OET 2 / (maybe) OET 4 / OET 7 / OET 8 / OET 20

Ø Please do this quickly & handover all individual/consultant-wise WORK-SHEETS to Abhi for his guidance. Copies of worksheets may be retained with each consultant

Ø Having done this QUICK ANALYSIS, let each consultant start actual entry of all screens to VALIDATE the quick analysis

CC: Nirmit

CC: Abhi

CC: Rajeev

--------------------------------------

ORER EXECUTION SYSTEM – DEBUGGING ANALISIS SHEET

Consultant Name: _________________ Assignments Analysed As On: __________________

Pending Search Assignment

OET 1

OET 2

OET 3

OET 4

OET 5

OET 6

OET 7

OET 8

OET 9

OET 10

OET 11

OET 12

OET 13

OET 14

OET 15

OET 16

OET 17

OET 18

OET 19

OET 20

OET 21

Sr. No.

Client

Position (Vacancy)

Inquiry

Inquiry thru Shopping Cart

Proposal

Proposal Amendment

Sales Order

Project Plan

Advt. Detail

Transfer of Inqu/Propo/So

Candidate Listing

Prelim-Interview Score-Sheet

Interview Schedule

Interview Re-Schedule

Compensation Details

Feedback Form

Invoice

Follow-Up with Client

Follow-Up with Candidate

Prospective Candidate

Check-List for Project-Closure

Resume Sale

Fee Receipt Details

OES

CHANGE REQUEST FORM NO: 1

(Applitech’s Quotation dt. Feb. 21, 2001)

Item # 47		Priority
Menu Entry by Client.		H

List “Client” – focussed Reports

	Report Title	Report No.
	Shopping Basket (Client Wise)	7
	Proposal (Ref. : SRS PR 01)	19
	Sales Order ( )	20
	Project Plan for a Sales Order	21
	Project Variance for a Sales Order	22
	Pending Orders For a Client - Chronologically - Consultant Wise - Vacancy Name Wise - Esti. Billing Value Wise	27 28 29 30
	One-Line Statement for a Client (SRS OL 01)	38
	Advt. Details For a Client (given period)	40
	Advt. Response For a Client (given period)	41
	Follow-up details for an order of a given client	47
	Client-Wise expected date of joining	49
	Invoice Summary-Client Wise	54
	Out of Pocket Expense Invoice-Client Wise	59
	Client List on Order Value (For a given Period)	61
	Janam Kundli-Client (It will be a Super menu thru (which) all related reports will be triggered)-(what does this mean?)	65
	Executive Placed Summary-Client Wise	70
	Outstanding-Client Wise	81

Abhi

Before Sanjeev leaves, you should very thoroughly understand what work is still remaining to be carried-out by Applitech.

After Sanjeev’s departure, you will be over main spokesman/interface with Applitech.

--------------------

Resumes remaining to be sent	(Order wise)	35
Resumes already sent	(Order wise)	36


List of Prospective Candidates	(Order wise)	39


Interview Calls Sent-out	(Order wise)	43
Interview Schedule	(Order wise)	44
Interviews Held	(Order wise)	45
Interview Held Summary	(Order wise)	46


Compensation Details to be recd.	(Order wise)	51


Oop Invoice-Total		60

-----------------------------

(1)

Item # 12 of Change Request # 2 (21/02/01)

“GOOD MORNING ALERT” REPORTS

Consultant Name

Log-In

Password

Select Your “OPTION”

Ø INQUIRY

Ø PROPOSAL

Ø SALES ORDER

Ø ADVT. DETAILS

Ø CANDIDATE LISTING

Ø PRELIMINARY SCREENING

Ø RESUME DESPATCH

Ø INTERVIEW

Ø COMPENSATION DETAILS

Ø OUTSTANDING

-----------------------------------

(2)

“GOOD MORNING” ALERT REPORT-CONSULTANT WISE

Option Selected

Inquiry

Option Title

Report No.

No. of Inquiries remaining to be answered

List of Inquiries which did not convert in order

Inquiry status

----------------------------

(3)

“GOOD MORNING” ALERT REPORT-CONSULTANT WISE

Option Selected

PROPOSAL

Option Title

Report No.

----------------------

(4)

“GOOD MORNING” ALERT REPORT-CONSULTANT WISE

Option Selected

SALES ORDER

Report Title

Report No.

Pending Orders for a Consultant = (Chronologically)

Pending Orders for a Consultants = (Client wise)

Pending Orders for a Consultant = (Vacancy-Name Wise)

Pending Order for a Consultant = (Estimated Billing Value Wise)

Load on a Consultant

Follow-Up details for an Order of a given client

------------------------------

(5)

“GOOD MORNING” ALERT REPORT-CONSULTANT WISE

Option Selected

ADVT. DETAILS

Report Title

Report No.

----------------------------

(6)

“GOOD MORNING” ALERT REPORT-CONSULTANT WISE

Option Selected

CANDIDATE LISTING

Report Title

Report No.

One Line statement (For a Consultant)

As per Format SRS=OL01

Details of Prospective Candidates

As per Format SRS PC 01

--------------------------------

(7)

“GOOD MORNING” ALERT REPORT-CONSULTANT WISE

Option Selected

PRELIMINARY SCREENING

Report Title

Report No.

-----------------------------

(8)

“GOOD MORNING” ALERT REPORT-CONSULTANT WISE

Option Selected

RESUME DESPATCH

Report Title

Report No.

Resumes remaining to be sent (Order Wise)

Resume sent out for an Order

------------------------

(9)

“GOOD MORNING” ALERT REPORT-CONSULTANT WISE

Option Selected

INTERVIEW

Report Title

Report No.

Interview-Calls sent out for an order

Interview schedules For Sales order

Interview Held Summary-Client wise

Interview Held Summary

------------------------

(10)

“GOOD MORNING” ALERT REPORT-CONSULTANT WISE

Option Selected

COMPENSATION DETAILS

Report Title

Report No.

Details of compensation received for an order

Compensation Details remaining to be received for an order

------------------------

(11)

“GOOD MORNING” ALERT REPORT-CONSULTANT WISE

Option Selected

OUTSTANDINGS

Report Title

Report No.

Outstanding = Consultant Wise

------------------------

1/3

02-07-03

Recruit guru

Kartavya

Abhi

Vicky

Inder

Price-of-Promotion

The free-trial (30 days) that we plan to offer is the price that we pay to promote our webservice.

But, we must, quantitatively, know what is the exact price that we are paying.

This is quite simple

During the 30 da trial period, each company would carry-out some transactions of different types. We are already “counting” the “no. of transactions” of each type.

So, multiply

Company = ABC

Transaction Type

Tariff (Rs/Transaction)

No. of Transactions during Sial

Rs. Value of free trial

Total

---------------------------------------

2/3

Then Tabulate a SUMMARY

Price-For-Promotion
Sr. No.	Company Name	Free Trial		Rs. Value of free Trial	Cumu. Rs. Value	If company became Regular Subscriber, firsst payment amount
		Start Date	End Date

This summary table will tell us

Ø Revenue loss due to free trial (individual company wise & cumulative, as of any date)

Ø Amount (of loss) “re-couped”/”re-covered” thru company/companies becoming regular subscribers, at the end of free trial

It is also possible that the “Rupee Value of free trial usage”, could light on

à “Usage patterns” of different companies

(-all free trial subscribers are quite unlikely to have the same/similar/identical patterns of usage of different transactions. Some may do more “conversions” but less “searches” whereas some others may have exactly opposite pattern of usage. Such analysis will be very useful)

----------------------

3/3

Ø From individual/collective “usage patterns” (transaction-wise), during free trial period, we may be able to extrapolate/predict, future “usage-patterns”, statically.

Any “prediction” based on a mere 30 day “sample-size”, may not be, statistically “significant” to begin with. However, we are going to compile-and graphically plot-each transaction-usage, every month.

So, our sample-size, keeps growing for ever and the accuracy of our predictions, will keep improving, with each passing month!

Being able to predict the likely trend-the likely no. of transactions-for next 3 months (a kind of monthly rolling forecast), is VERY IMPORTANT for us, from following viewpoints:

à We can predict the “likely” load on our webserver & our bandwidth & will be able to take advance steps to gear-up.

à We will be able to predict our “Cash Inflow”, profitability/tax-planning etc.

à We will be able to do “Resource-Planning”.

------------------------------

Global Recruiter

Nov. 17, 2002

Nirmit

Kartavya

Inder

Recruitment Software Project

Enclosed find my notes on this subject. This is, by no means, comprehensive and you must feel free to add more points/questions.

The core-team will consist of Inder & Kartavya. They would, as needed, seek help from Nirmit/Raju/ Sir Ram. Since, target date for preparation of CONCEPT-NOTE is 18^th January 2003, there should be a weekly review meeting of Core-Team with Nirmit/Raju/Sri Ram.

Nirmit may consider involving Krishna who is expected to join on Dec. 9.

HCP

CC: Abhi

CC: Raju

CC: Sir Ram

-----------------------------------

1/19

DIVERSIFICATION PROJECT

Points/Questions to be raised/answered :-

Ø What is the status of current usage of software-based recruitment systems/methods/solutions amongst Indian

Corporates? -among our current/past clients?

Does this awareness/usage differ from

à Industry to Industry

à City to City

à Large Cos to Small Cos

-------------------------

2/19

Ø What % & which type of corporates have already installed SAP/RAMCO/People Soft erp packages? What is their extent of “Lock-In”? stage/state of implementation? How would this affect/impact their willingness/decision to accept/adopt a “Recruitment Software Package” being offered by 3P? will they be reluctant? Would they want 3P package to get “integrated” with their existing ERP System?

--------------------------------

3/19

Ø How Computer/Internet Savvy are Indian HR/Recruitment Mgrs.? What is the extent of Computerization in the HR depts. of Indian Corporates? Are computers primarily used for attendance-record / payroll / benefit-administration / leave-records / maintenance of annual reward history?

How many (-and what kind of) companies use computers to create / maintain

à Employee Databases

à Resume Databases

What is the sophistication of their “search-engines”?

---------------------------

4/19

Ø How many companies have installed/used, standard/bought-out HRM Software Packages? at what cost? For how long? Stand-alone or LAN versions?

Have any used “Recruitment Software Packages”? For how long? Purchased from whom? At what price? What is their experience? Would they want to buy another/ superior package? What additional/ missing features would the want incorporated in such new package?

-------------------------------------

5/19

Ø Companies who advertise their jobs/vacancies on their own websites-what is experience so far? What kind of response (No. of applications/resumes) do they get? Does this response vary with the “level” of vacancy? Eg: more for junior/fresh openings & very little for senior positions?

Do they use their websites/webservers, only as a “Resume-Gathering” device or do they recruitment process taking place on their websites?

---------------------------------

6/19

Ø Companies who post their own vacancies on their own websites

- Do they also use Naukri/Monster/Jobs Ahead/Job-street/Jobs ad/Sapoorna/MaFoi etc. for posting their vacancies? Do they get better response (quantity/quality wase) from these job-boards than their own website?

----------------------------

7/19

Ø Are junior HR/Recruitment executives/supervisors, more Computer-Savvy than their older bosses? Are these junior executives “driving” the computerisation of their HR depts.

Do Senior/Older bosses (HR Mgrs.), feel threatened by the Computer-Savvy ness of their juniors? Do they res is computerisation?

How do HR depts. “justify” computerisation of their processes? How do they “quantify” the benefits of computerisation? What is top-management attitude towards Computerisation of HR dept.?

-----------------------------

8/19

Ø What % of junior/entry-level HR executives are qualitied as MBA (HRD/Personnel)? Is there a general trend to hir more & more of these?

If this be the case, should we “gift”, 3P’s “Recruitment Software solution/package”, to all Colleges/Institutions offering Post-Graduate HR/Personnel Courses? These are future decision-makers and if, they get used to using 3P Software package from their college-days, they will, likely, buy/recommend same package when they join a company! Brand-Loyalty.

--------------------------

9/19

Ø How many Corporates (-and which type), use psychometric & other Similar Skill/Knowledge testing “Tests” for their “recruitment and if yes, at what “level”? would they want such “TESTS”, integrated in 3P’s software package?

There is no senel point in designing/developing such tests on our own (reinventing the wheel). But if we wan to integrate, readily available/standard packages into 3P Software Solution, we would need to have “licensing” arrangement with the manufacturers.

----------------------------------

10/19

Ø Obviously, we will need to prepare a list of existing mfrrs. And Vendors of Indian Recruitment (-and also general HR) software packages. we will need to tabulate & compare their “Features”/their “strong” & weak” points.

Then, we will need to sharply “question” their existing users about their experiences. Such intense “analysis/dissection” of competitor’s products would enable us to design a superior product.

We must also analyse “Imported/Foreign” products being used by Indian. Corporates & learn from their experiences/support etc.

---------------------------

11/19

Ø We would need to declare whether to mee/dialogue with HR/Recruitment Managers, on a one-to-one basis or in a group of ten/fifteen. May be, we will need to adopt both the methodologies, depending upon, which (level) HR Manager would be able to “Contribute” most, in which kind of environment. Some may “share/reveal” real (poor) experience, only in the privacy of a one-to-one meeting! A timebound “Schedule” of such meetings must be drawn-up.

--------------------------

12/19

Ø What % of the firms/companies are looking for

à A separate Recruitment Software Package only.

à A comprehensive HR Software Package where “Recruitment” package is one of the modules?

Could we possibly build these software as a series of “Modules” which, a company can buy license over a period of 3/4 years, as its “need” grows and as its budget permits? Could these modules integrate/interface with any existing legacy systems of a company?

-----------------------------

13/19

Ø To what extent should we try/attempt the “Recruitment Package” (being sold/licensed) to be integrated with

à Our website

à Our Order Execution System

à Company’s own “Annual Manpower Planning/Budgeting” System.

This (decision) would depend upon

à Whether we want to make money selling, out-of-box, recruitment software packages

[OR]

à Whether we want to make money, when user company is made/forced to give us an “Executive Search Assignment” as a result of using our package.

-------------------------

14/19

Ø Shall we market the recruitment package on our own, or can we think of a distribution network of

à Independent HR Consultants

à 1000 placement agencies

à Jobsites (Naukri/jobs ahead etc.)

à NIPM (National Institute of Personnel Managers)

à CII / Assocham / FICCI / NASSCOM / Inst. Of Engineers / IIPM / HRD / Network / ICS / ICWA etc. etc.

à ERA

For each such “Channel”, we must ask -& answer-

“Why would they want to do this? What do they stand to gain?”.

---------------------

15/19

Ø How would creating/marketing a “Recruitment Software Package” to hundreds of corporations, help us in establishing 3P as

à THE INDVSTRY STANDARD?

à For Executive Search, Corporate India’s First Choice?

If WE, don’t do this, do we for see, following doing this?

· ABC	· Naukri
· Ferguson	· Jobs Ahead
· Shilputsi	· Job-street
· PSS	· Monster
· Ma Foi	· Jobs ad
· Sampoorna
· Hewitt
· Egon Zander
· Korn Ferry	Etc.

------------------------------------

16/19

Ø Vis-à-vis other competing executive search firms of India, how are we better (-or worse) placed, in developing/marketing such a Recruitment Software? In which aspect do we score over them & where do they score over us? -as far as development/marketing of such a software is concerned?

Which of them have (-as Compared to us)

à Better vision/better tenacity?

à Better technology (development-skills)?

à Better marketing acumen?

à Deeper pockets (sustainability)?

à Better VC Support?

à Greater client-base?

----------------------------------

17/19

Ø After 2 months initial

Survey / study / dialogue with HR mgrs. / preparation of “FINDINGS”-Report / preparation of “CONCEPT-NOTE” etc.,

à How long will it take to bring out a marketable V 1.0 of the software?

à How/where will we “test” it?

à How will we finance the development/marketing cost?

à How will we “price” it?

à How will we “market” it?

We need to build into our “PROJECT-REPOT”, answers to these -and similar- questions, including,

à Do we need VC funding?

--------------------------

18/19

Ø To systematically complete the task within stipulated period of 2 months, we must immediately (within this week itself), draw-up an “Action-Plan/Project-Plan”, of all “activities” to be undertaken/completed, by what target date, and by whom.

Unless we set “bench-marks” & daily measure our progress against these, we cannot hope to achieve the desired results.

------------------------------

19/19

Ø In order to collect/compile/collate/analyse, information/data from selected HR/Recruitment managers, we need to quickly, prepare a “QUESTIONNAIRE”

It should be, as far as possible, an “Objective” questionnaire, with “YES/NO”, “True/False” type of questions, or having questions which require simple ticking [ü] on a scale of 1-to-5. Even then, do NOT expect any HR manager to fill-in this questionnaire! Best way could be for Nirmit/Sir Ram/Raju to ask the questions, across-the-table, and for Inder/Kartavya to listen & fill-up/tick the appropriate value on the questionnaire. This is the best method.

-------------------------------

JOB – MINE

1/2

Nirmit

Sri Ram

Kartavya

Abhi

Inder

14-12-02

Thanks to Project Manhattan, this month, we expect to receive at least 20,000 resumes (from Monster & Jobs Ahead only) – more than what we received from our own website to come, this figure will go up dramatically.

As of today, resume received from Monster can be converted into our Module 1 structured database, with a single click. This is being installed today.

By 13^th Jan (date given by Abhi), we should be able to convert, all structured & un-structured email resumes, into Module 1, with a single mouse-click. So thereafter, there will be no “backlog” for data-entry. This means, our

MEMBER DATABASE

Can be expected to grow by 30,000/40,000

---------------------------------------

2/2

Every month! – And it will be “Searchable”!!

Building-up a large resume database, by downloading/uploading job-advt., is just ONE of the benefits. There are many others, which I have listed in enclosed chart. These advantages, make job-advt. downloading, a very important project.

Fortunately, we have tied-up very little inhouse manpower resources for this purpose. We have 2 outside vendors who will download (at least 100 job-advt. each/day.) & email to us, at the end of the day. We pay only Rs. 2/= per job-advt.

As far as “extraction” of various “Databases” from these job-advt. is concerned, we have already created/installed most of the Software Tools – which are either automated or in the process of being automated. We must ensure that there is no manual data-entry of any kind. This is a low-cost but very VITAL initiative.

---------------------------------

14-12-02

MARKET RESEARCH

PROACTIVE MARKETING

Ÿ Who (which Companies) need

Ÿ What executives for posting

Ÿ Where (Location) offering

Ÿ What Salaries

Treat each Job-Advt. as an “INQUIRY” (OET 1) & pro-actively recommend suitable Candidates (without revealing identity). Automatic email requesting them to look-up “Long Display” of shortlist candidates on their Exclusive Page

CONTACT INFO. DATABASE

Phone/Mobile/Fax/E-mail (Auto Dialing/Mass Mailing)

COMPENSATION TRENDS

- Ind/Function/Design/Location wise

“Global Recruiter”

Corporate Database extracted from 1 lakh job-advt. will help us in promoting this web-based service to these companies (2000?)

HR MANAGERS DATABASE

Ÿ Contact/Apply To details

NON-MEMBER DATABASE

Ÿ Names/Add. Etc. of Executives other than HR Mgrs. (from Contact/Apply To details)

EXCLUSIVE PAGES

Send “Corporate Keys” to 20,000 companies. Allow them to “access”

- Candidate Alerts

- Job Advt. History

- Resumes Sent

(thru “LOCK-IN.”)

CORPORATE DATABASE

Contact Info & Profiles of (20,000?) companies which POP-UP when they call-along with Job Advt. History of that Company.

JAWS/LOCK IN

Ÿ Broadcasting (emailing) of customized job-advt. “Summaries” to 16000 cyber cafes/700 newspapers/Edu. Institutes/webstores etc. thereby creating traffic & large resume database (Candidates like to “Apply Online”)

Ÿ Creating a powerful Revenue-Model for 16000 cybercafes who will collect Rs. 1/= per Company-Name to whom candidates wish to forward resumes.

Candidate simply clicks on names of 20,000 Companies, whose job-advt. we have downloaded & for whom we have created Exclusive Pages. We charge a % of fees.

KNOWLEDGE-BASES

Ÿ Job Descriptions

Ÿ Edu. Qualifications

Ÿ Actual Designations

Ÿ Products/Services

Ÿ Keywords (Category-Wise)

PROJECT MANHATTAN

Ÿ Building Up a large Resume Database + “Non-Member” database

(from “References”)

RESUMINE

PROBLEM STATEMENT:

Ø We receive a lot of email resumes

Ø These are Unstructured

Hence,

These cannot be “searched” using search-parameters such as

· Industry

· Function ü Actual Designation

· Designation Level ü Current Company

· Edu. Qualification ü Fast Name

· Age ü Last Name

· Experience ü Address

· Posting City ü Phone No.

· Keywords ü Email etc. etc.

Ø So, we use ISYS (Text based Search) for searching thru email resumes. This search throws-up a large volume of records, which a consultant has to carefully go thru, one by one, to select “good” ones. This is a painfully slow process.

Ø Some email resumes are entered in Module 1 “structured” database by D/E operators. This is a very slow & error-prone process. Only few “fields” are captured. D/E operators cannot cope-up manually.

---------------------------------

REQUIREMENT

Ø We need a software which AUTOMATICALLY extracts relevant “fields” from an email resume & creates a structured/uniform/error-free database, which can be searched by using search-parameters mentioned earlier.

That means email resumes automatically get entered into Module 1.

-------------------------------

1/2

01-09-03

RESUMINE

Kartavya With copies to

Abhi Ø Nirmit

Ø Raju

Oracle

As per Raju

à We may have to give a demo on Thursday

à Oracle want Profile-Graphs as per skills

(viz: à One graph for “VB”

One graph for “C++”

One graph for “Developer 2000”

One graph for “ASp” etc.

I think all software companies would want such “skill-specific” profile graphs, so that, they can compare an incoming resume (raw score as well as percentile score) with

Ÿ Their “PRIVATE” profile-base of VB / C++ / Asp etc.

Ÿ Their own employees’ profile-base of VB / C++ / Asp etc.

This comparison will tell them, where exactly does the “applicant jobseeker” stand vis-à-vis above-mentioned SUB-POPULATIONS (skill-specific populations) and whether he should be called for interview or not.

In fact, if such skill-specific sub-populations (graphs) can be developed, then, we can also build into our Guru Mine, an intelligent spider, which would automatically shortlist only those (C++) incoming resumes who

-------------------------------------

2/2

Score 70 % or above “Percentile”. All the rest are eliminated at this

AUTOMATIC PRELIMINARY SCREENING

(SOFTWARE)

Then the human-expert screeners have to read/review only a few resumes which have scored > 70 percentile.

This would dramatically improve/increase the productivity of ORACLE’S recruitment team. With a target to double existing headcount (from current 3000 to 6000 by next Sept.), Oracle’s recruitment-section must be under a terrific pressure/tension. The jobs of the recruiting staff may well depend upon achieving this target.

So, they would grab any software that

à Takes “guesswork” out of preliminary screening & sends out daily interview-call emails (a schedule that can be prepared in Guru Search & date wise searchable).

à Speeds-up the recruitment Cycle.

I am sure we can develop “Skill-Wise” profiles. Question should not be “Whether we can”, question is “When do ORACLE want?

CC: Nirmit

CC: Raju