KALCHAKRA WHEEL OF TIME

DIGITAL NERVOUS SYSTEM (DNS)

Our "computerisation" & "communication" form the basic threads of our digital nervous system.

Our DNS must necessarily, encompass and integrate, into ONE (SINGLE) HOMOGENEOUS network,

• All of our physical locations (HQ + regional offices)
• All of our PARTNERS/ALLIES/AFFILIATES/VENDORS/CLIENTS/CANDIDATES etc.
• All of our EMPLOYEES (working from our office or from home), our CONSULTANTS/our EXPERTS etc.
• All of our networks viz
• Internet
• Extranet
• Intranet
• Thru VSAT or VPN
• All of our DATABASES
• All of our APPLICATION-MODULES (Finance Module: Mktg Module: Sales Module: Order Execution Module: HR Module: etc. etc.)

SECURITY

Our DNS should incorporate

• Fingerprint recognition on all keyboards & mouse, coupled with Voice-recognition.
• Each person entitled to access our DNS would be subjected to these recognitions (in addition to individual passwords?).
• Each authorised person will have pre-defined "Access Rights".
• Auto "deletion" of recognition when such a person "Severs" his/her relationship with 3P.
• No floppy drive/CD-ROM/tape back-up, or any copying/duplicating devices at any computer at all regional offices.
• Automatic detection (at HQ) if someone attempts to attach such a device (at Regional Offices or at HQ).

• No "local processing" at regional offices.
• All databases & applications to reside ONLY at HQ.
• Regions to log-into HQ Server to query/process data/enter data/send emails/receive emails/send out letters/raise invoices/submit offers etc. etc.
• Anything & Everything to be done ONLY on HQ server, with comprehensive LOG of Who did, what, when, why, for whom etc.
• Only "print" command will enable local printing.
• Then such a "tight integration", there should be no need for regions to Send to HQ, any reports, of any type.
• Central processing should enable HQ managers to View, on their own screen, at any time, for any region, all MIS statements/Tabulations/Graphs etc. for control & historical purposes.

• Each regional manager can also see/view on his screen, the Same MIS REPORTS (about his region only) that the HQ Manager sees.
• They should be able to see/discuss/work-upon the Same MIS report while engaged in Video-Conferencing.
• Simultaneous, Combined Video-Conferencing of all regions & HQ, should eliminate need for monthly/quarterly/annual physical conference of regional heads with HQ staff. This will also enable all regions to get ALL-INDIA picture and exchange sales tips/business trps/business intelligence etc.

• Attendance-recording Systems at all regions must be integrated with HQ System. This, to be further integrated into Salary-payment System.
• Regional Manager will give "print-commands" (to central server) to print salary-cheques or salary-transfer to an employee's local bank account.

• All cheques collected from a local customer (by the regional staff) to be deposited into a local (separate) bank account, which cannot be operated by any local staff (including Regional Manager) (DEPOSIT ACCOUNT).
• From this a/c, Finance Manager at HQ, will, make transfers to another local bank account (WITHDRAWALS ACCOUNT), from time-to-time. This a/c will be operated by the Regional Manager.
• Except for minor, day-to-day expenses, all regional expenses (against valid bills) will be made from the local account by cheque payments.
• "Print" Commands for such cheques will be invalid without making all relevant entries into the central HQ Server (even though cheques may be printed locally).
• Finance Manager at HQ must be able to see on his computer-screen, bank balance positions of all regional accounts at anytime.

3P BUSINESS MODEL

"KAL CHAKRA" = WHEEL OF TIME

[This file contains a detailed, hand-drawn diagram showing the '3P INTERNET-SHELL/EXTRANET-SHELL/www.3pjobs.com/THE BRAIN' at the center, surrounded by various connected entities and data flows. The components include:]

• ISP (with various domains listed: $3pjobs.com, https://www.google.com/search?q=3pindia.com, https://www.google.com/search?q=3psites.com, etc.)
• Vendor Program (Remote Creation/Delivery of Content/Database) $\leftrightarrow$ Remote Order Execution
• Clients (Data, Text (email)) $\leftrightarrow$ Affiliate Program (Remote Receive Orders & Resumes)
• Partner Program (Remote Build & Enhance membership/Services) $\leftrightarrow$ Remote Interview & Evaluation of Candidates $\leftrightarrow$ Expert Program (Consultant/Knowledge Bank)
• Conventional Program $\leftrightarrow$ The 3Ps with Edu. Websites $\leftrightarrow$ Education Websites (Presents)
• Remote Resumes $\leftrightarrow$ Associate Program
• Candidates (3pjobs.com, loginmail.com, https://www.google.com/search?q=personalindia.com, jobsandyou.com) $\leftrightarrow$ 3P INTERNET-The Public Face of 3P
• Mitchell CMT (Consulting Program)

[Arrows indicate data/information flow between components, e.g., "Image (Video-net)", "Voice (phone-net)", "Data", "Text (email)".]

(Dated Oct 27, 1999)

[This file contains a flow diagram illustrating the process involving the core internet switch and various stakeholders.]

• EXPERTS $\leftrightarrow$ VIDEO/PERSONAL INTERVIEW $\leftrightarrow$ CANDIDATES
• EXPERTS $\leftrightarrow$ REMOTE/ON-SITE ORDER EXECUTION CONSULTANTS $\leftrightarrow$ CANDIDATES
• CANDIDATES $\to$ 3pjobs.com $\to$ CLIENTS
• AFFILIATES $\to$ 3pjobs.com $\to$ CLIENTS
• CLIENTS $\to$ 3pjobs.com (Headhunt/Order Status)
• INTRANET SWITCH/BRAIN (connected to 3pjobs.com)
• The entire block of INTRANET/SWITCH/BRAIN/EXTRANET interacts with REMOTE/ON-SITE ORDER EXECUTION CONSULTANTS.
• CANDIDATES and AFFILIATES interact with 3pjobs.com (with data labels "Candidates" and "Clients").
• Order Status flows from Consultants to Candidates/Affiliates/Clients (implied via arrows).

(Dated 28/03/2002, Page 1/4)

MODULE 1

MEMBER/NON MEMBER DATA CAPTURE SCREENS

COMMENTS

• Only following fields are "mandatory"
• Last Name
• First Name
• Current Company Name
• Current Actual Designation.
• ALL the rest of the fields are "OPTIONAL"
• Barring "Last Name" & "First Name", all fields should be "EDITABLE"
• However, we must clearly lay down
• "who" can edit
• If more than one person can edit, should we record the name of the person who edited & when?
• If only one person is authorised to edit, how should info be sent to him/her?

• Even the FIRST-TIME ENTRY, will/may be done by
• Different persons, at
• Different points of time.
• Should any attempt be made to capture
• Who made that "first" entry?
• When?
• From what source?
• In what context (i.e. for which assignment?)
• So that, in case of doubt, next person "accessing/viewing" this database, could go back and ask the person who made the ORIGINAL entry?
• Obviously, there are many "fields" which must not be "Edited" once (originally) entered - although new/additional data can be "added"
• e.g.: Past Companies worked for
• Memberships held
• Edu. Qualifications etc. etc.

So, it is absolutely essential to define at the outset itself

• What fields are mandatory
• What fields you can edit/overwrite
• What fields you Cannot edit/overwrite
• Where you can ADD additional data.
• What fields must be "free text"
• What fields Should/Must have "dropdowns"/Radio-buttons.
• Let not 97 (or whatever number of) fields Intimidate you!
• These (many) are only "provisions" and to forward the very first sheet to a Client, a Consultant would only need,
• Name of Candidate
• Name of Current Employer
• Current Designation
• (may be picked up from a newspaper/magazine/directory/TV broadcast etc. etc.).

 

• Only when a client gives us feedback (as to which candidates he is interested in and who we should get in touch to find out, if he/she is interested in our clients position and if yes, obtain resume/conduct prelim. interview), then only,
• the work of filling-up some more "fields" starts.
• And, I presume a Consultant would, even at this stage, fill-in ONLY those fields, which he/she would need to CONSTRUCT the "Excel" sheet dynamically.
• Abhi has promised that a Consultant can construct a UNIQUE excel sheet by selecting
• Any no. of "fields"
• Arranged in any "order"
• 97 fields could give us millions of permutations/combinations of excel sheets! - practically unlimited options created dynamically!!

MODULE 1 | MEMBER-NON MEMBER DATA CAPTURE

SCREEN # | CONTACT DATA

Field	Input Area	Notes
OFFICE
Addr.	[Text Box]
PIN	[Text Box]
Fax	[Text Box]
E MAIL ID	[Text Box]
Phone (Board)	[Text Box]
Phone (Direct)	[Text Box]	(Mandatory)
RESIDENCE
Add.	[Text Box]
PIN	[Text Box]
Phone (Landline)	[Text Box]
Mobile	[Text Box]
WLL	[Text Box]
E Mail	[Text Box]

 

MODULE 1 | MEMBER-NON MEMBER DATA CAPTURE

SCREEN # | PERSONAL DATA/1

Field	Input Area	Notes
Last Name (M)	[Text Box]	(M) indicates Mandatory (based on context from Scan_0008.jpg)
First Name (M)	[Text Box]	(M) indicates Mandatory
Sex	Male $\odot$	Female $\odot$
Date of Birth	DD MM YY [Text Boxes]
Age	[Text Box]
Marital Status	Bachelor $\odot$	Married $\odot$
No. of children	ONE $\odot$	TWO $\odot$
Nationality	Indian $\odot$	Specify _____
EDUCATIONAL DETAILS
Level $\nabla$	Branch	Inst./Univ.
[Table Rows]
Scholarships	[Text Box]

 

MODULE 1 | MEMBER-NON MEMBER DATA CAPTURE

SCREEN # | PERSONAL DATA/2

Field	Speak	Read
LANGUAGES
Hindi	$\odot$	Hindi
German	$\odot$	German
French	$\odot$	French

 

Field	Input Area
Type of Accomodation	OWN $\odot$
Credit Card	Own $\odot$
Car	Own $\odot$
PAN	[Text Box]
Passport	Yes $\odot$
FOREIGN TRAVELS
Country Visited	Year
[Table Rows]

 

MODULE 1 | MEMBER-NON MEMBER DATA CAPTURE

SCREEN # | CURRENT EMPLOYMENT DATA/1

Field	Input Area	Notes
Current Company Name (M)	[Text Box]
Company Industry	[Text Box] $\nabla$	Dropdown list expected
Actual Designation (M)	[Text Box]
Designation Level	[Text Box] $\nabla$	Dropdown list expected
Function	[Text Box] $\nabla$	Dropdown list expected
Name of Boss	[Text Box]
Date of Joining	Month [TB] Year [TB]	(Only year accepted)
Gross Annual Salary	Rs. [TB] Lakhs	In Year [TB]
Job/Role	[Text Box]
No. of persons supervised	[Text Box]
Any Contract/Bond?	yes $\odot$	NO $\odot$
Notice Period	[Text Box]
Company's Sales Turnover	[Text Box]	In Year [TB]
Type of Employment	Permanent $\odot$	Temporary $\odot$

 

MODULE 1 | MEMBER-NON MEMBER DATA CAPTURE

SCREEN # | EMPLOYMENT DATA/2

Field	Details/Input Area
PAST EMPLOYMENTS
Employer Co.	Duration
[Table Rows]
Total Career Exp (yrs)	[Text Box]
Club Memberships	[Text Box]
Preferred Cities	[Text Box]
Salary Expected (Annual)	Rs. [TB] Lakhs
Reference #1	[Text Box]
Reference #2	[Text Box]
OVERSEAS WORK - EXPERIENCE
Country	Employer
[Table Rows]

 

MODULE 1 | MEMBER-NON MEMBER DATA CAPTURE

SCREEN # | ACHIEVEMENT DATA

Field	Input Area
Papers Published	[Text Box]
Books Authored	[Text Box]
Patents Obtained	[Text Box]
Awards Received	[Text Box]
TRAINING UNDERGONE
Course Title	Duration
[Table Rows]
MEMBERSHIPS
NGO/Institute/Prof. Body	Position Held
[Table Rows]

 

MODULE 1 | MEMBER-NON MEMBER DATA CAPTURE

SCREEN # | KEYWORDS

Section	Field	Input Area
	Attitude	[Text Box]
	Attribute	[Text Box]
	Skills	[Text Box]
	Strengths	[Text Box]
	Weaknesses	[Text Box]
KNOWLEDGE BASE	Management Techniques	[Text Box]
	Products	[Text Box]
	Processes	[Text Box]
	Standards	[Text Box]
	Materials	[Text Box]
	Systems/Procedures	[Text Box]
	Information Technology	[Text Box]

 

MODULE 1 | MEMBER-NON MEMBER DATA CAPTURE

SCREEN # | MISC.

Section	Field	Input Area
ASSESSMENT OF	Reference Persons	[Text Box]
	3P Consultant	[Text Box]
	Clients/Past Employers	[Text Box]
CANDIDATES OWN	Mobility	[Text Box]
	Constraints	[Text Box]
	Expectations	[Text Box]
	Conditions	[Text Box]
	Goals/Objectives	[Text Box]
	Remarks/Comments	[Text Box]
	UDF 1	[Text Box]
	UDF 2	[Text Box]
	UDF 3	[Text Box]
	UDF 4	[Text Box]

 

Non Member Database Search Tool

• This was installed on your computer 10 days back - I hope you have used it
• As of this morning, thru this tool, you can Search 1,06,552 records using:
• Desg. Level
• Function
• By today evening, you should be able to Search all of these by "Industry" also.

[Signatures/Initials listed: Raju, Michelle, Usha, Venu, Megha, Sar, Sriram, Nimit]

 

Raju/Michelle/Usha/Venu/Megha

Sai/Sri Ram/Nirmit/Rajeev/Abhi/Deepa (Individual copies sent to all)

Non-Member Database (Search Tool)

• In my yesterday's note, I had mentioned that, thru this tool, you can now Search (Designation Level wise and Function wise), 1,06,552 records
• Out of these (1,06,552), some 92,000 records have also become searchable this morning

thru Search-parameter, INDUSTRY-name.

• I also enclose a statement which shows the "breakup" of "Designation-Level" wise records as on 19/07/02 (54,894) and 27/08/02 (104,453)
• From newspapers/magazines etc, Deepa is daily marking names/Company names/designations - (actual), of 20/30 Senior Executives. Data entry of these, has been Sub-Contracted to Sushma.
• Our efforts to "purchase/buy"

readymade, non-member databases is Continuing. We are targeting to add 25000 records every month.

• You are aware that Non-Member Search tool has facility to Search by
• Company Name
• Person's Name
• Most important thing is that not only you should use this search tool frequently but, you should continuously EDIT, the records also. Without editing

on an ongoing/sustained basis (whenever you contact one/more of the executives listed therein), database will become OBSOLETE.

It will also mean DUPLICATION of effort - and EMBARRASSMENT if the executive whom you contact, says, "Hey, what is going on in 3P? Only last week, I told Mr/Ms _____/your colleague that I am now working with so-and-so and my phone No. is so-and-so and my designation is so-and-so!"

Don't you guys have some system to note this down? How many of you are going to ask me same info again-&-again?

This would create a very POOR image of 3P - and that is why "Editing" a record (whenever you come across a change) is Very VITAL.

Non-Member Database

Designation Wise

Designation	As on 19-07-02	As on 27/08/02
Total	54,894	1,04,453
1. MD/CEO	1,846	7,376
2. President/Exec. Director	3,212	13,376
3. VP/CIO/CFO/COO	9,414	9,189
4. General Manager	15,109	22,359
5. Manager	19,579	46,346
6. Executive/Officer	4,827	5,643
7. Supervisor	296	155
8. Trainees/Apprentice	9	6
9. Others	602	3

 

All Staff Members:

Survival of the fittest.

In his book, "Theory of Evolution", Charles Darwin spoke about survival of the fittest.

And who is fittest?

Those species (of animals) which quickly adapted themselves to the changing global climate, managed to survive.

Those which could not, became extinct.

Darwin's rule applies equally well to business-species and business-climate. This has been so since Industrial Revolution of early 1800s. It is even more so, since globalization and arrival of internet-economy around 1995.

Executive Search firms (like ours) are no exception to this rule.

From 1990 till 1997, we were an offline, brick-and-mortar company, having a local geographical reach. In 1997 we went online, with setting-up of our website. But we did not give-up our offline business model.

For us, our website was an "enabling" device. It enabled us to,

• Receive resumes online in a structured database and permitted online recruiters to conduct resume-search and send us their Shopping Basket.
• Receive job-advertisements online in a structured database and permitted online jobseekers to conduct a job search.

Earlier, in UNIX Server, we revealed identity of job-advertisers and the jobseekers could apply directly.

From May 2000 (NT V 1.0), we do not reveal advertiser's identity and the jobseeker cannot apply directly. He has to go through us only.

But several hundred Indian jobsites which made their appearance on Internet subsequently, adopted, a totally different approach.

They charged

• jobseekers for posting a resume (For a given period)
• recruiters for posting a job-advertisement (again for a given period)
• recruiters for conducting online "resume-search" (for a monthly/quarterly or annual subscription)

None of the jobsites charged jobseekers anything for conducting an online search on their jobs database.

This business model (- and therefore, revenue-model) was no different than a newspaper selling "Advertisement space". Anybody could see the content and take any action (independent of the newspaper i.e. without any further involvement of the concerned newspaper).

The jobsites were selling "Electronic Media Space".

Jobseekers could apply directly (to any advertiser) and the recruiter can shortlist any resume and contact the candidate directly.

Some jobsites gave jobseekers, an option to keep their resume "private", meaning, contact information was not revealed to the online recruiter, but the jobsite passed-on a message to the concerned jobseeker (about having been short listed by XYZ), and if he agreed, then his contact information was made available to the recruiter.

This was a minor variation, but their basic business model/revenue model, remained same viz:

sale of electronic media space.

But before long, most of these websites realized that surviving on this type of revenue alone was difficult.

So, some of them added new features which would enable them to collect some more, feature-wise fees, from job seekers and recruiters.

Here are some examples:

• Resume Blasting Service
• Job Alerts/Candidate Alert Services
• LINA/SIVA (in case of jobstreet.com)

Some jobsites went so far as to set up physical/local offices to help their online clients in the typical "Brick-and-mortar" back office arrangements!

That means, they started off as a "pure-play", strictly-online-only jobs and resume bulletin-boards and gradually "morphed" into classical executive-search firms.

This is exactly opposite of what we did.

We started as a down-to-earth, physically anchored, local executive-search firm and then we moved-up to have an online presence.

It is now 3 $1/2$ years, since we have a website but with one major difference.

In our case, when we moved from physical to virtual world, we carried with us, the same business-model, which we have successfully used (- and still continue to use) in the physical world, viz:

"Do not reveal the identity/contact information of the jobseekers to the recruiters - and vice versa, unless the recruiters accept our TERMS".

This was a hybreed model-and in sharp contrast to prevailing models on all jobsites (viz: selling electronic media space). This sets apart our website from all the rest.

Question:

Will a model that has worked very well in the physical world, work equally well in the virtual world?

If we simply go by the evidence of last $3 \ 1/2$ years, the answer would appear to be a,

NO!

We have no earlier, documented records, but let us take a look at the records of last ONE year.

Since launch of our NT (website) V 1.0, in May 2000, we have received, close to 184 online Shopping Baskets.

How many of these got converted into a purchase order?

TWO?

THREE?

Again, we have no record but it is safe to assume that the number must be insignificant.

Of course, one could argue,

"But, all this time, we did not have an 'Order Execution System' and we did not have one person solely responsible to send-out a 'proposal' (against each shopping basket) within 24 hours, and then follow up vigorously till either our proposal got accepted or rejected. So no wonder, very few Shopping Baskets got converted into Purchase Orders. Things should look very different in next $2/3$ months."

May be you are right. I certainly hope so.

But, in the meantime following "facts" cannot be denied:

• During last $3 \ 1/2$ years, we must have spent over Rs. 25 lakhs in creation and maintenance of our website.
• In addition, we have spent enormous amount of energy and effort and time, trying to get more resumes and more job advertisements (- and of course, more shopping baskets) on our website.
• During last $1 \ 1/2$/$2$ years, along with Shalini/Sajida/Chetan/Chaitali/Sanjeev and Robin, we tried to build-up a formidable "Alliance/Partner Program" primarily targeted to get-in many more resumes. We have signed-up
• 359 Computer Institutions (NACT)
• 134 Colleges
• 66 Cybercafes
• 20 Placement Agencies etc. etc.

But, so far, all of these, put together have sent-in, perhaps 1000 resumes during last 2 years!

The results are totally disproportionate to the time/effort/money spent.

• More than 95% of our executive-search assignments continue to come thru "Offline" (fax-email-phone-meetings). We do not expect that this trend will change dramatically in near future.
• By and large, Indian HR/Recruitment Managers, continue to be "Computer Illiterate".
• Some 5%, who do have a Computer on their tables, do not have an internet connection!

This scenario is unlikely to change substantially during the next $3/5$ years.

• In-house recruitment activity gives "power" and "importance" to a recruitment manager. E-recruitment will take away this power - hence the resistance! It will take a long time to breakdown/overcome this resistance.

• With our "hybreed" revenue-model (which we have migrated to our website), we are trying to "swim against the tide". This is not going to be easy and bound to take a long time.
• We do not have deep pockets (Rs. 20 crores of Venture Capital Funding), to undertake a "brand-building publicity campaign" to convince/educate the HR Managers fraternity regarding the advantages of our business model.
• All of the foregoing means, that we take a close look at
• the internal generation of funds that we can deploy in further development of our ONLINE presence (i.e. our website related expenses)
• re-deployment of our existing manpower (- and of course, womanpower!) resources to maximize internal generation of funds, in the short term.
• Nirmit tells me that during the quarter (April-May-June) of this year,
• our income (collection) has been a mere Rs. 16.88 lakhs. (against a target of Rs. lakhs.)
• our expenses have been Rs. 18 lakhs.

This situation is alarming!

Unless, we reverse these trends during July-August-September and catch-up on our individual and collective targets, we could be headed for trouble.

Clearly, such a situation calls for an immediate (- even if temporary), re-orientation of our business strategy.

In the enclosed pages, I have put together, a broad outline of such re-orientation and hope that all of us will implement the same with the speed it deserves.

With regards,

H C Parekh.

🤝 Alliance Programs: Strategic Re-orientation

Focus	Implications
ALLIANCE PROGRAMS
After struggling for more than 1 years, these programs have failed to generate sufficient quantity and quality of RESUMES.	- No more introduction of new programs/alliances
	- No more effort to enlarge (rope-in more members), the existing programs.
	- Convert existing program "registration" from offline to online (& automatic) as in case of Partner Websites (V ), so that no manual effort is required to register/admit new members.
	- Bare minimum offline effort to support sustain existing members of existing programs.
	- Offline Resume Entry CD's to be sent to Placement Agencies who register online.
	- As far as Colleges and Computer Institutes (NACT) are concerned, not to send CD, unless specifically requested.
	- As far as Cybercafes are concerned, offline effort to be restricted to "tying-up large "chains" only (i-way / https://www.google.com/search?q=indya.com / BSNL etc)

Export to Sheets

🎯 Quality of Resumes: Sourcing Strategy

Focus	Implications
QUALITY OF RESUMES
Shift focus to getting fewer but high quality resumes of SENIOR EXECUTIVES (below 45 years of age) working with organized sector (Public Ltd. Companies)	- Get one person to focus on compiling basic details (Name/designation level/function/employer Company) of SENIOR EXECUTIVES using sources, such as: * Newspapers/Magazines * Directories of Professional Associations * Trade Body Directories * Internal Phone Directories of Companies * Annual Reports * Holders of Credit Cards * Users of Mobile Phones * MTNL Phone Directory * Kapadia (ex-CMIE) etc
	- This database should be compiled for "Industries/Functions" which are in great demand currently or expected to "boom" in near future (eg. Insurance/Telecom).
	- Database should be UNIFIED & systematically entered, either in MODULE 1 or in OE'S (if there is provision)
	- Consider "Phoning In" of unstructured resumes by SENIOR EXECUTIVES (using IVRS). They don't want to sit down and write/type a resume but are used to DICTATING ! - which comes to them, naturally.

Export to Sheets

🎧 Customer Support: Addressing Weakness

Focus	Implications
CUSTOMER SUPPORT
This is one of our weakness area. We have been slow in responding to complaints/requests, either from * Corporates * Clients * Member Candidates * Jobseekers trying use one of our ONLINE services. etc. etc.	- A full time person to be responsible for this.
Quite often our poor response is due to * Not designating one person as totally responsible for this function * Lack of knowledge of how our website works.	- He/She should be: * knowledgeable about all of our Online & Offline business processes (i.e. website + OES) * good/fluent in spoken English * courteous/warm on phone * having helpful attitude * having good memory and record-keeping habits * good "follow-up" habits (keep his promises at all costs).

Export to Sheets

📢 Job Advertisements on Our Website

Focus	Implications
JOB ADVERTISEMENTS ON OUR WEBSITE
It is felt that * old/obsolete job-advertisements are creating a bad impression. * we should not try to artificially increase job advertisement database by uploading job advertisements from printmedia/web sites. * Fewer but current/genuine job advertisements directly posted would yield better response through "relevant" job alerts. * If there are few job advertisements, our own "HOT JOBS" have a better chance of being searched/applied for.	- Delete all job advertisements which are more than 60 days old and regularly keep deleting.
	- Discontinue uploading Printmedia/website job-advertisements (subcontracted to Sajida)
	- Consultants to convert every SON into a HOT JOB advertisement and handover to Saleem for uploading. When assignment gets over, to ask Saleem to delete.
	- Stop "broadcasting" of job-advertisements to Colleges/Cybercafes/Computer Institutes. (- idea behind JAWS).
	- Nirmit to decide whether "broadcasting" of job-advertisements to partner placement-agencies should be started and if yes, who should be responsible.
	- Nirmit to decide, if at a future date, we should ask www.agent.com to come to host our job advertisement forms (after seeing the response to our Resume)

 

📧 Mass-Mailing: Communication Strategy

Focus	Implications
MASS-MAILING
	- No mass-mailing to be undertaken through snail-mail.
	- All mass-mailing (communication) to be through emails only (see ADMIN TOOL feature provided in V )
	- As far as ALLIANCE-related emailing is concerned, we may do so to promote our "Partner Website Program" (to Indian URLs for which Vasudha has compiled a database). Since "registration" is online and no offline/manual work is involved. We may adopt same emailing strategy, as and when Saleem succeeds in converting the rest of our "Alliance Programs" (Colleges/Computer Institutes/Cybercafes etc.) to ONLINE registration, eliminating all offline/manual work.
	- We still need to keep-up (or even step-up) INSTITUTIONAL BRAND-BUILDING mass emailing amongst, * Jobseekers (active & passive) * Corporates (clients & otherwise) * Advertisers to our website * Journalists * Other target-groups

Export to Sheets

🚀 Order Execution: Implementing OES

Focus	Implications
ORDER EXECUTION
In the past our order-execution was * slow (in submitting proposal and in subsequent execution) * haphazard/unsystematic/undocumented/discontinuous, due to manual methods (unique to each consultant) & total dependence on memory.	- With installation of OES, we must make a total "break" from the past/manual/memory-dependent/multiple methods.
	- All Consultants MUST use OES only.
	- ALL INQUIRIES (whether given over phone/fax/email/face-to-face meeting or Shopping Baskets) must be directly captured/entered into OES.
	- This would be done even for CASUAL inquiries, to demonstrate to potential clients, * how SERIOUSLY we treat them * how FAST we are able to respond
	- A fast response time is the KEY-TO-SUCCESS in the internet age.
	- Having pushed-out a PROPOSAL through OES (within ONE working day at the most), next thing is to FOLLOW-UP relentlessly until client accepts or rejects the proposal.
	- Having pushed-out a PROPOSAL through OES, must be quickly communicated to Appilitech and vigorously followed-up (Venkat in charge)
	- By December 2001, give clients facility to follow up/monitor his "orders", by logging into OES (restricted to his orders only).

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💾 Content Creation: Limiting Manual Effort

Focus	Implications
CONTENT CREATION
In the past, we have spent considerable time/effort/money to create/upload following searchable databases on our website: * Labour Laws/Statutory Returns * Statistics of India * Public Schools/Colleges * Computer Educational Institutions etc.	- We will not spend anymore time effort/money to create additional similar databases, offline & manually. In future, such CONTENT CREATION will be limited to:
	- Automatic creation of such databases online by visitors, on their own eg: Computer Institute Profile Form
	- Created as a "by-product" of an existing database eg: COM.COM extracted/created from Resume database
	- Simple uploading of standard/bought-out database into our existing online database. eg: If we succeed in decrypting DCA CD of " Lakhs" Companies & upload into our existing "Company Vs. Product Vs. Industry: triangle."