Notes: ORDER EXECUTION SYSTEM V.2.0

OES V 2.0 15/03/02

(Table with columns for Sl.No, Name of the Company, Location, Date, Contact Person, Terms and Conditions, Requirement, Professional Fee (%), Tax (%), Per Vacancy)

(Handwritten notes on the side):

In OES V 2.0 we should provide a HISTORICAL statement (REPORT) called “History of Terms sent – client-wise,” so that, next time any Consultant is sending a Proposal (Which include TERMS) to any client, such a historical statement POPS-UP (automatically).

This would force the Consultant to go thru the past records (incl. REMARKS columns), before sending out the Proposal.

OES V 2.0 25/10/02

One important “Historical” statement should be:

“History of Prelim. Interviews conducted for (say) Mr. Mhatre”

So that,

If, Mr. Mhatre gets shortlisted by anybody, while searching Member Database (In Module 1/OES), there is a mention against his name that he has been interviewed earlier by one/more of 3P Consultants. A click on this link/button would reveal

Executive Name: Mr. Mhatre

(Table with columns for To View Assessment Form, Prelim. Interviewed (date) On, By (Consultant), Remarks, For which Position, For that/each Client, Whether Appointed)

Such a “Historical Record” would help the Consultant concerned to decide:

Should he be interviewed (prelim) once again, against current assignment?
Can he be sent for FINAL interview straight away, bypassing Prelim. interview?

Yogesh 21-1-98

Statistical Analysis of Executives “registered on” and “placed thru” Web-Sites

The first such executive is about to receive his appointment letter!

Someday (be it too long, I hope!) we should have 5000 such cases! (We need not merely “hope” – we must try hard to achieve this.)

When we do reach such a figure, we must, simultaneously create a database which, we can statistically analyse – and draw conclusions.

Such statistics could also be used to boost the “image” of our websites.

In the enclosed pages, I have put-down my thoughts on this. Please examine – then let us discuss with Nirmit / Thakur to decide what – if any – changes we will need to make in our INVOICE format.

(Signature)

STATISTICS OF Executives who registered directly on Internet / Extranet and got a job thru our efforts

FIELDS A

A.1 . Name of Executive

A.2 . PEN

A.3 . Date registered (i.e. posted his resume on line)

A.4 . Current Salary

A.5 . Education (Degree)

FIELDS B

B.1 : Company Name (who offered job thru “Head-hunt”)

B.2 : Industry (May have to be deduced from database)

B.3 : Designation offered : e.g. GM – Marketing, V.P., General Manager

B.4 : Designation Level : e.g. General Manager, V.P.

B.5 : Function (To be derived from designation) : Marketing

B.6 : Date of Appointment Letter

B.7 : Salary offered

B.8 : Invoice Amount

FIELDS A

Software will pick-up these data directly from the Websites (Internet & Extranet).

FIELDS B

Software should pick-up these data directly from the INVOICE. For this purpose, INVOICE-FORMAT should be modified / standardised.

The whole idea is to generate the statistics from the data already entered (somewhere or other) by

The Executive (Candidate)
The Concerned (in-house) Consultant (who sent out

- interview letter
- interest letter
to executive
- Terms
- Resume
to Company
- Invoice
- Correspondence

The Concerned COMPANY (e.g. – Purchase order form, “Terms-acceptance” e-mail, Payment cheque, copy of Appointment letter etc. etc.)

What kind of “statistics” can be generated & how will these statistics “aid” in future

- decision-making (w.r.t. say, marketing strategy?)
- publicizing our websites

$$[\text{Date of Appointment Letter} (\text{B.6})] - [\text{Date Registered} (\text{A.3})] = \text{Elapsed time}$$

Q. / Ans

How long (from date of registration) will a candidate have to wait before landing a good job?

e.g.

% of executives (who register with us) finding a job

- within 1 month
- within 6 "
- within 12 "
- Beyond 12 "

$$[\text{Current Salary} (\text{A.4})] - [\text{Salary offered} (\text{B.7})] = \text{Salary gain (}\%\text{ of Current salary)}$$

Q. / Ans

What kind of “Salary-gains” do executives pick-up when they land a job thru our Web-services?

% of executives (who got jobs) getting a “salary-gain”

- of more than 10%
- " " 20%
- " " 50% etc.

Analysis of “Designation-Levels”

of all the executives (whom we found a job thru our web-services), what % were placed at

- M.D. level
- President "
- V.P. "
- GM " etc

Analysis of “Functions”:

What % of executives got absorbed in

- Manufacturing / Production function
- Marketing "
- Finance "
- HRD "

This shows which “function” is in greater demand.

Analysis of Edu. Qualifications:

% by Edu. Qualifications

This will tell us, who are in greater demand

e.g. - Engineers (Which type? Mech? Civil?)

Chartered Accountants (CCA)

Company Secretaries (CCS)

Management Graduates (MBA)

Cyril 8-9-98

Order Execution Module (Module # 2)

I have already sent to you, some 3/4 weeks back, a folder containing my past notes (Spread over last 5/6 years) on the Order Execution Module.

Now, I enclose herewith some tables/screens on this subject. I send these because I am not sure whether these were included in that folder.

During our meeting on 11/8, you had indicated that you would start work on this module by Sept. 1 and complete it by end Oct. 98. In light of this, I had requested you to prepare & submit System Design Document by 22/8/98.

Since we have a very tight time-frame of completion by end Oct., I request you to kindly expedite.

Regards

(Signature)

Module = Order Execution

Sub-module: Administrative Record – MODE A

(Table structure for Administrative Record – Mode A)

ESR No: (Field) Serial No: (Field) Position: (Field)

PRE-ADVT. DETAILS

| ACTIVITY | Date Sent | Date Approval |

| :--- | :--- | :--- |

| • Send draft ADVT. to client | | |

| • Send Press-estimate | " | |

| • Send Media-Plan (Paper / Magazine) | " | |

| ADVT. Released Date | | |

| ADVT. Appeared Date | | |

RESPONSE DETAILS

| Position | No. of Applications | Total | Rating – wise

:--- | :--- | :--- |

A | B | C | R | P |

POST – ADVT. DETAILS

| Activity | Date |

| :--- | :--- |

| - "Summary statement" sent to client | |

| - "Specific Resumes" " | |

Module: Order Execution

Sub-module: INTERVIEWS (Mode A + Mode D + Mode H)

ESR No: (Field) Serial No: (Field) Position: (Field)

(Table structure for candidate selection and interview details)

| | A | B | C | Total | |

| No. of Candidates selected by client for interviewing | |

	Interview Date
Location

	Date	Date	Date	Date
Call letters sent out on $ For this Location

	Date
For Detailed resumes sent to client this Location $

Module: Order Execution

Sub-module: INTERVIEW (All Modes)

ESR No: (Field) Serial No: (Field) Position: (Field)

(Table for interview planning by position)

(Table for interview planning by location)

(Table for preliminary interview results)

FINAL INTERVIEW DETAILS

Module: Order Execution

Sub-module: Administrative Record – MODE “D”/“H”

ESR No: (Field) Serial No: (Field) Position: (Field)

(Table for administrative activities)

| ACTIVITY | Date | Record Covered |

| - One-line statement sent to client | | |

| - Brief Resumes | ” | |

| - Fully Converted Resumes | ” | |

| - Proposal sent | | |

| - Proposal signed by client | | |

Module: Order Execution

Sub-module: ACCOUNTS

ESR No: (Field) Serial No: (Field) Position: (Field)

ADVERTISEMENT ESTIMATE & PAYMENT DETAILS

- Advt. Agent:
- Press Est. Amt:
- Approved Date:
- Advt Agency Bill No:
- Bill Amt:
- Client’s cheque No:
- Cheque Amount:

	Press Est. Date:
	Date:
	Sent to client (date):
	Date:

OUT OF POCKET EXPENSE DETAILS.

MINIMUM SEARCH FEES / ADVANCE DETAILS

| Rate | No. of Vac. | Total |

RECEIPT DETAILS:

- Cheque No:
- " Date:
- " Amt:

INVOICE ANALYSIS – MULTIPLE VACANCY ASSIGNMENT

(Table with Client, Client Code, ESR No, Total Min. Fees Recd and columns for multiple vacancies)

	VACANCY DETAILS	CLIENT:	Client Code:	ESR NO:	Total Min. Fees Recd:
INVOICE DETAILS (GROSS)
- No.
- Date
- Amount (Gross)
- For (whose appointment?)
- Service Tax
ADJUSTMENTS DONE
- towards Min. Search Fee
- " Advance
- " Progress Payment
- " Credit Note
- Total Amount adjusted
YET TO BE ADJUSTED
- towards Min. Search Fee
- towards Advance
- towards Progress Payment
- Total yet to be adjusted
NET AMOUNT PAYABLE
PAYMENT DETAILS
- Cheque No
- " Date
- " Amount
- Credited date

OES V. 2. 18-03-01

19-03-01

Venkat

Megha

Michelle

Manish

Thakur

Bedekar

Monica

(LEGEND)

	Target Date = Date when resumes sent?
	Most Likely Date = Date on/by which Appt. Letter is expected to be released
	Realization Date = Date by which final payment is expected.

Analysing Pending Assignments

Based on a Consolidated statement given to me yesterday by CMT, I have prepared individual Consultant-wise statements. I enclose your statement and request you to fill-in all the missing details and return to Monica before lunch today. Keep a photocopy for your ready reference.

To prepare (manually) 7 individual statements from ONE consolidated statement took me 3 hours, which I could have saved, only if I knew how to use a computer! CMT did offer me a floppy!! But it is too late for me to learn new tricks.

I also enclose some “Analysis charts” (A / B / C).

I hope, I have asked APPLITECH to incorporate such Analysis (output statements) in ORDER EXECUTION SYSTEM.

If not, once again, I have no one to blame but myself.

If we have missed out, we will get these incorporated in the next revision of OES.

It should be possible to see/view such analysis (on the Screen) at any time – dynamically generated.

Analysis A

Tells us, who is the most important client (in terms of total est. billing) AT THE MOMENT.

If 20% of the clients give us 80% of total “business”, then they deserve

very special attention & SERVICE too!

Concerned Consultant /s need to make a phone-call to such clients DAILY (- and visit once in 15 days?)

Analysis B

(QUANTITY)

Not only tells us “how many” assignments are pending with each Consultant but it also tells us about the QUALITY of assignments

VIZ:

Is a particular Consultant handling

- few, but “high billing” assignments
- many, but “low billing” assignments

Analysis C

How sharply “focussed” or “diffused” are the consultants?

One Consultant may be handling

20 assignments spread between just 2 clients.

Whereas

another Consultant may be handling 10 assignments spread amongst 8 clients. (Spreading yourself thin).

Of course, equitable distribution of work-load amongst Consultants is an important factor.

Then there is the question of a Consultant’s own background experience, expertise in handling assignments from a

- particular INDUSTRY
- " FUNCTION
- " DESIGN. LEVEL

or even ability to “handle” a particular HR Manager (in a particular COMPANY) based on “rapport” developed.

As for as a client is concerned,

I suppose, he would be happier dealing with just ONE consultant of 3P for all of his Vacancies.

Imagine, that for 5 of his Vacancies, he has to deal with 5 different Consultants!

A happy / satisfied client will return to us again & again. It is much easier to “retain” an old client as compared to “hooking” a new client.

But if same Consultant deals with a given Client (solely) year-after-year, problem may arise when that Consultant leaves us & joins a Competitor!

So a “compromise” is inescapable.

(Signature)

cc: All Consultants (Individually)

cc: Nirmit

CLIENT WISE (A-B-C) Analysis of Assignments (As on 15/03/01)

(In descending order of total est. billing) (A)

Client	Total No. of Assign.	Total Est. Billing (Descending)	Total Adv. recd.	Average Billing per Search	% of total billing

Total	101

CONSULTANT-WISE ANALYSIS OF PENDING ASSIGNMENTS (As on 15/03/01) (B)

Consultant	No. of Assignments on hand	Total Est. Billing	Total Advance Received	Est. Billing / Appointment	No. of Clients
			Highest	Lowest	Average
Venkat	4
Megha	5
Mitchelle	15
Manshi	17
Thakur	17
Bedekar	17
Monica	25
TOTAL	100

CONSULTANT-WISE FOCUS (SPAN OF ATTENTION) (C)

Q: What should be focus? Consultant? client? Functional specialization?

Consultant	Client	Total No. of Assignments	Grasim (12)	Bharti Telecom (10)	Tata ISP (15)	Bombay Dyeing (9)	RPG Group (14)	121 Media (5)	L&T Group (6)	Motilal (7)	Cadre (2)	Ericsson (2)	Pharma (3)
Venkat	4
Megha	5
Mitchelle	15
Manshi	17
Thakur	17
Bedekar	17
Monica	25
Total	100

17-9-93

ORDER EXECUTION MODULE.

We are basically looking at the following 3 dimensions of each Recruitment Assignment:

A. The NUMBER-GAME (The Number chart)

Here there is no “Time” dimension, no mention of any “Dates”.

These are bare “STATISTICS”, indicating:

Historical Record
Quantity of Effort Put-in.

B. The TIME-FRAME (The Gantt chart)

The spread of “effort” over what period of time?

Indicates how long our “resources” were tied-up in execution of each assignment.

C. The REWARD (The Account/Finance Scenario)

(a). Estimated Billing

(NO. of vacancies X 1.5 / 2.0 / 3.0 months of Salaries – estimated)

Advances / Retainers

(Amounts & Dates)

Progress Payments

(Amounts & Dates)

Final Invoices

(Amounts & Dates)

Out of Pocket Expenses

(Amounts & Dates)

(e). Payments received So far

(incl. adjusted Advance / Progress Payments)

$$\frac{\text{e}}{\text{a}} \% \quad \text{Payment Recd So far} \quad \% \quad [\text{Reward Rate}]$$

Estimated Billing

THE REWARD (C)

Assignment	Estimated Billing (a)	Payment Recd So far (e)	Realization or Reward Rate (e/a) %

This will bring-out finally (or at each stage of review – which should be every month, automatically by the Computer Software),

What are we realising as compared to what we thought was REALISABLE (i.e. Estimated Billing).

This should help-us

decide how long will it take before 100% amount gets realised
decide whether maximum realizable is 60% – 70% – 80% – 90% or what
decide WHEN to “call it a day” and QUIT / ABANDON an assignment
decide WHERE to put in our efforts

All these analysis / statements must be made a part & parcel of our “ORDER EXECUTION SYSTEM” (our own internal MIS),

So that,

with respect to each & every assignment, we KNOW, at any given point of time (or at the end of each month),

WHERE DO WE STAND?

Without such a Computerised, transaction-driven system, we would soon get swamped / lost.

Our System should automatically update all statements / tabulations, the moment a “transaction” is entered into the System. Eventually, all of these should result into simple / readable graphs / bar-charts / pie-charts for each assignment and for all assignments put together.

17-9-93

ORDER EXECUTION MODULE

The “NUMBER” CHART (A)

(Statistics)

(Forget what happened when)

Client: (Field) Position As On: (Field)

(Table structure for The Number Chart)

ORDER EXECUTION MODULE

TIME-FRAME (B)

GANTT CHART OF RECRUITMENT PROCESS

Assignment	No.	Position	No. of Vac.	Progress Milestones
				Jan	Feb	Mar	April	May	June
				Wk Wk Wk
				AR	SL	I	AL

This is just an example. Altogether we have

11 Client Activities
10 3P Activities
5 Candidate "
All of these must be covered by GANTT CHART.

(See enclosed sheet)

AR = Advt. Released

SL = Short-list sent

I = Interview Held

AL = Appointment Letter Issued.

2-9-93

Nirmit

14/6/99

CLIENT WISE ANALYSIS

		Tells us
1. Descending Order of Value		Who is our - most "Valuable" client - Least "
2. Descending Order of Number (of Vacancies)		Who gives us - most VOLUME effort - Least "
3. Ave. Value / Vacancy (Descending order)		Who gives us - highest average value (for a given effort) - lowest average value
4. Highest Value / Lowest Value	Spread	****
		****

Consultant vs. Designation

Client vs. Designation

Client vs. Function

Design vs. Function

CONSULTANT-WISE ANALYSIS

% of total outstanding (i.e. current) assignments

- Value wise & Volume (No. of Vac) wise
- "who has got "how much backlog?

Overload / Underload situations
Who should take on the next "shopping-basket"? (Ultimately this decision should be "automatic" once all "industries" are distributed amongst existing Clients)
Comparison of "consultant-wise" month-end backlogs will tell us whether a particular consultant's backlog is rising / falling continuously month after month e.g.

(Graph showing Month-end Order Backlog (in Rs. lakh or No. of Vacancy) on the Y-axis and Months (June to Jan) on the X-axis)

Consultant: XYZ

(A) - - - - - - Rising

(B) - - - - - - Status-Quo

Such a graph would alert us to "Undesirable" trends (e.g. steady or declining backlog)

If month-end backlog is rapidly rising for 3/4 months in a row,

- is it despite a good/healthy order execution (i.e. billing) each month?
Then it is obvious that the "demand" from that industry (for that Consultant) is "booming" & we need to hire one more consultant for that industry to share that load.
OR
- is it because of poor billing? (very poor order execution)

POSITION-WISE ANALYSIS

For Position of

Order Backlog AS ON	MD	CEO President	V.P	GM DGM	Manager
14-6-99

(Table showing Consultant-wise data)

	Value			No. of Vacancies
	Individual	Cumu.	% of Total	Indi.	Cumu.	% of Total
Ketki	18.52	18.52	18.76	13	13	13.98 (14)
Maya	7.40	25.92	7.5	5	18	5.37
Sengupta	21.26	47.18	21.54	16	34	17.2
Sheetal	6.38	53.56	6.46	9	43	9.67
Suchitra	7.10	60.66	7.19	5	48	5.37
Thakur	38.02	98.68	38.53	45	93	48.38
		98.68			93
Nirmit	40.30	138.98		9	102

(Handwritten note at the top right: Re in $\uparrow$ ing order of Av. Fee Value , Total Vacancies , other columns same)

CLIENT-WISE ANALYSIS OF PENDING ORDERS.

Client	No. of Vac.	Total Fee Value (Est.)	Ave. Fee per Vacancy	Highest	Lowest
Domino Pizza	1	1.70	1.7	-	-
Pidilite	7	7.15	1.02	1.33	0.59
VAM	4	8.0	2.0	-	-
FINOLEX (Maya)	4	5.8	1.45	1.6	1.4
aware Polyester	1	1.6	1.6	-	-
Baxter India	1	0.6	0.6	-	-
Cadilla (Sengupta)	13	16.66	1.28	3.0	0.58
" (Sheetal)	9	6.38	0.71	1.33	0.58
" (Combined)	22	23.04	1.04	3.0	0.58
FINOLEX (Suchitra)	4	6.4	1.6	1.6	1.6
L&T Deere.	1	0.70	-	-	-
Ashima	3	3.90	1.3	1.3	1.30
Backbone Projects	2	1.20	0.6	0.70	0.50
Johnson & Johnson	2	1.70	0.85	1.0	0.70
Prism Cement	2	2.60	1.30	1.6	1.0
Simon India	24	11.62	0.48	0.75	0.187
Tata Honeywell	2	1.08	0.54	0.58	0.50
Wipro Acer	1	1.80	1.8	-	-
SVC Superchem	1	1.60	1.6	-	-

	Value (Rs.L)		No. of Vacancies		Ave. Value / Vac (Rs.L)	Range (Rs.L)
	Individual	% of Total Value (%)	Individual NO	% of Total		Highest	Lowest
Ketki	18.52	18.76	13	13.98	1.42	2.0	0.59
Maya	7.4	7.5	5	5.37	1.48	1.6	1.4
Sengupta	21.26	21.54	16	17.2	1.33	3.0	0.58
Sheetal	6.38	6.46	9	9.67	0.70	1.33	0.58
Suchitra	7.10	7.19	5	5.37	1.42	1.60	0.70
Thakur	38.02	38.53	45	48.38	0.84	4.0	0.18
Total	98.68	100%	93	100%

Re-Arrange in descending order of

Total Individual Value
Total Indi. Vacancies
Rest of Columns remaining same.

CONSULTANT WISE ANALYSIS OF PENDING ORDERS

AS ON 14 – 6 – 1999.

ORDER EXECUTION MODULE.

Pending Order Analysis – Client Wise.

A. Client Vs. Designation/Post to be filled

Post To be Filled → Client Name ↓	MD CEO	President VP	GM DGM	MGR	etc.

B. Client Vs. Function (for which executive reqd)

Function → Client Name ↓	Sales	Mktg	Mfg Production	R&D	HR	etc.

C. Descending Order of Value (Prof Fees) Wise

Client Name	CURRENT No. of Pending Vacancies	Value of Pending Vacancies	Executed So far during this year No. of Vac. filled	Prof. Fees realised	OOP Exp	Ave/Vacancy Prof Fees	OOP Exp.

Deduction:

Who are our - most valuable clients?
- Least " "

ORDER EXECUTION MODULE

Pending Order Analysis – Consultant Wise

A. Consultant Vs. Designation

Post to be Filled → Consultant Name ↓	MD CEO	President VP	GM	Mgr → etc

B. Consultant wise Details

consultant: ABC				Position As On: - - - - - -
client Name	Position To be Filled	Gross Ann. Gross offered	Our Terms	No. of Vac.	Our Est. Billing	Start Date	End Date

Now since sales targets have been Analysed, we could implement new graphs.

(Handwritten date: 2/9/99)

PJP

Good beginning

“Sales & Collection” Cumulative graphs should also have a “Target” line so that everybody is aware of what is the “backlog” to be covered up.

Performance Measurement of Consultants

Next to evolve “Order Booking” (both in No. of Vacancies & “Value”.

- monthly as well as Cumulative.
- for cum. there should be “target” line.

next

All 4 graphs broken up “Consultant” wise.

next (Performance measurement of Data input dept.)

monthly “arrival of resumes” (& Cum. too)

- electronically
- by post (typical)

Performance measurement of nearly 15/20 Data Entry staff

monthly “Scanning (OCR/Text) / Module 1” of typed resumes
monthly “Inputting into Module 1” of electronic resumes.

For this, Cyril has already built-into Module 1 automatic features. This is “Operator-wise” so only totalling & converting into graph is to be done manually.

Pl. discuss with Sajida & fix monthly date on which, these too must be displayed as screen-savers.

(Signature)

23/8/99.

PENDING ORDER ANALYSIS (AS ON 15-6-99) – CLIENT WISE

	CLIENT	DESIG Director	CEO-CZO	Sr. VP/VP Controller	GM-DGM Add. Head	Sr. Manager Sec. Head	Regional Manager	Manager	Asst. MGR/Executive	Engineer	Misc	Total
1	Air Starch							1				1
2	Ashima		3									3
3	Backbone Project								1			1
4	Baxter India			1							2 (CA)	1
5	Cadila				8	1		3			2 (CA)	15
6	Domino Pizza			1								1
7	Enpro											1
8	FAG				2							2
9	Finolex Cable	1	1	1	2							5
10	Finolex ESSEN	2										2
11	Finolex Industries				4							4
12	Garware Polyester			2								2
13	Johnson & Johnson							1				2
14	KIA				1							1
15	Kilburn Engineering				1							1
16	Kirloskar AAF											1
17	L&T Deere		1									1
18	Peermonics							3				6
19	Pidilite			2	2			2		1
20	Prism Cement				2							2
21	Searle								14			2
22	Simon India									14		2
23	SVC Superchem											1
24	Tata Honeywell							1				2
25	Thomas Cook	2										2
26	United Phosphorous	5										5
27	VAM			4								4
28	WIPRO ACER								1			1
...
Total	10	2	14	22	1	1	13	2	16	2	83 $\ddagger$

$\ddagger$ Excludes assignments being handled directly by NIRMIT

PENDING ORDER ANALYSIS (AS ON 15-6-99) – CONSULTANT WISE

CONSULTANT	Designation ↓	Director	CEO/CIO	Sr. VP/VP Controller	GM/DGM AGM/Head	Sr. Manager Sec. Head	Regional Mgr.	Manager	Acct. MGR/ Exec.	Engineer	Misc	Total
KETKI				8	2			3				13
Maya		1		3				1				5
Nirmit		8		1								9
Sengupta				2	7	2		4	1			16
Sheetal					2			5			2	9
Suchitra					4			1				5
Thakoor			1	4	5	10	1	7		16		45


Total		9	2	15	23	11	1	20	2	16	2	102

OES. [BUSINESS-RULES FOR ADJUSTMENT OF ADVANCE-AMOUNT (MINIMUM SEARCH FEES) FROM FINAL INVOICES (INDEPENDENTLY RAISED)]

08/02/02

No. of Vac in SON ↓	No. of Candidates actually appointed by client. →	1	2	3	4
1	Entire Adv. Amt. forfeited / No refund No final Invoice? Force-closure?	Normal closure Full Adv. Amt. to be adjusted from Final Invoice of $1^{\text{st}}$ appt.	Normal closure Full Adv. Amt. to be adjusted from Final Invoice of $1^{\text{st}}$ appt. No Adv. Amt. to be adj. from final invoice of $2^{\text{nd}}$ appt. No Adv. Amt. left to be adj. from final invoice of $3^{\text{rd}}$ person	Normal closure Full Adv. Amt. to be adjusted from Final Invoice of $1^{\text{st}}$ appt. No Adv. Amt. to be adj. from final invoice of $2^{\text{nd}} \& 3^{\text{rd}}$ appointers	Continue Logic (Business Rule)
2	Force closure Only 50% of Adv. Amt. to be adjusted from Final Invoice of $1^{\text{st}}$ appointee Bal. 50% of Adv. Amt. to be forfeited	Normal closure 50% of Adv. Amt. to be adjusted from Final Invoices of each candidate No Adv. Amt. left to be adj. from final invoice of $3^{\text{rd}}$ person	Normal closure To adjust 50% of Adv. Amt. from Final Invoices of each of the first two appointees No Adv. Amt. left to be adj. from final invoice of $3^{\text{rd}}$ person	Continue Logic (Business Rule)
3	Forced closure only 33% of Adv. Amt. adjusted fr. Final Invoice of $1^{\text{st}}$ Candi. 66% of Adv. Amt. to be forfeited.	Forced closure 33% of Adv. Amt. to be adj. from final Inv. of both (total 66%) Bal. 33% of Adv. Amt. to be forfeited.	Normal closure 33% of Adv. Amt. to be adj. from Final Inv. of each candidate.	Normal closure No Adv. Amt. left balance; so final Inv. of $4^{\text{th}}$ person will have no adjustment. (Full = Net) Normal closure
4

cc: Nirmit

cc: Sanjeev

cc: All Consultants

cc: Vinay – Admn. H.R.

Pl discuss whether this logic is OK.

Then decide (in a joint meeting) whether we should. Convey this (logic) to Applitech to incorporate in OES (-and make it quite complex?).

Client Name:

Client Code:

OES V 2.0

Shopping Basket History

Sl No.	Shop basket NO / date	Proposal No / date	SON date	Terms Invoice value	Position Name (Designation)	Consultant Responsible
				12% 150,000

24/08/01

Venkat

Client Janam Kundli (COES)

Saleem is developing 6/7 screens for "Corporate Database". To begin with, we will transfer into this database, data about 5.5 lakh registered Companies listed in a CD released by DCA (Dept of Company Affairs). Athi’s friend managed to crack the code and Athi is in the process of installing this database in both the offices. Once installed in Oracle or MS ACCESS, our Consultants would be able to search/list Companies

City wise

Industry wise

Products/Services wise

Of course, any Company can be found by its “NAME”.

The data contained in the CD, gives Content/Info for each company & Industry to which it belongs + products/services that it manufactures/provides.

The 6/7 Screens of Corporate Database which Saleem is developing will be initially accessible within our office. After testing its usefulness for a few months, I propose to upload, some of these screens onto our website. Shopping Basket History will be one of these screens.

Idea is to give to each of our Corporate Client, a unique

- Login name
- Password

using which, the authorised HR Manager (of a particular Client Company) would be able to access his Company’s “PERSONAL PAGE” on our website, where he can see all kind of HISTORICAL DATA about his company’s DEALINGS/RELATIONSHIP with 3P, irrespective of, whether those “dealings” were “online” or “offline”.

“Shopping Basket History” is one such record.

Other (Historical) records, contemplated are:

Job Advt. Posting History

Resume-Search History

(In future, we plan to introduce “registration” of a Corporate, before he can conduct a resume-search). He would be required to log-in before he can conduct a resume-search.

“Resumes Forwarded” History against each Job Advt.

(Thru Resume Forwarding Service)

“Candidate Alerts (Sent)” History

(This could be part of Job-Advt. Posting-History)

Saleem is in the process of designing all these screens.

As far as “Shopping Basket History” Screen is concerned, the ideal thing would be to simply pick it up from OES & upload on the website.

I have drawn such a screen, at the beginning of this note. Pl. ask Saleem to join-in when you discuss this issue with Tapan.

cc: Saleem.

24/08/01

Saleem These screens of “Corporate Database” are picked-up from Order Exec. System (OES). The Corpo database screens which you are developing will be many (maybe 6 or 7) but these/following 3 Screens must be identical so that you are able to “migrate” the data in both direction, without any problems. That is, Janam Kundali for ADITYA BIRLA

Print Date: 24/08/1

Client Details:

| | | Fax: | | |

| Source of Information: | PERSONAL REFERENCE

Legal Company Details:

| | | Phone: | 022-2870534 |

| | | Fax: | |

what is this?

Order / Shopping Basket Executed History

Ideal arrangement should be as per enclosed page.

Tapan (Applitech) says, these Columns cannot be combined (in order to save space) since data is picked-up from different “tables”! So, if we want to upload this screen on our website, we are stuck with this arrangement!!

CONSULTANTS

July 12, 2001

Collection Targets

OES V.2.

I enclose

- a tabulation
- a graphical presentation

This would help us in drawing-up a strategy when we meet Saturday afternoon.

These would certainly help you to monitor your “achievements” as the year progresses.

As far as the 12 month Tabulation is concerned, Maggi has already created the FORMAT on her computer – you could enter your personal data in this format & monitor.

If you wish, Athi/Saleem can help you to create your own personalized “SCREEN-SAVER” as far as the graph is concerned – with multi-colour power-point presentation so you are reminded automatically!

Regards

(Signature)

CONSULTANT: VENKAT

YEAR: 2001-2002

COLLECTION

(Graph: Y-axis is Collection amount in lakhs, X-axis is Months A-M)

Original Target (Dotted Line): Reaching 42 at M.
Actual (Solid Line): Shows collection amounts up to J (7.8).
$1^{\text{st}}$ Q (Blue Line)
$2^{\text{nd}}$ Q REVISED TARGET (Red Line): Starts from Actual at J (7.8), reaching 21 at S (September).

July 7, 2001

1ST QTR Collection (Rs. L)	Target	Actual	Backlog	COMMITMENT CHART OF - - - V E N K A T - - -	2nd Q Target (Incl. Backlog)	July	Aug	Sept
	9,00,000	4,51,195	5,98,805	BY (Target Date) $\rightarrow$	16,48,805	6,00,000	6,00,000	48,805

Target Date Columns: 7, 8, 9, 10, 11, 12, 13, 14, 15, 16, 17, 18, 19, 20.

Sl No.	This is what I will do (ACTIVITY)	BY (Target Date) →	What will happen then (EVENT-RESULT)
	RAM KUMAR - SICAL - ADANI Rpt.	X (8)	IF HE IS INTERESTED THEN PUT ACC. IN ARIERE
	S.S. JHA - IDBI - G.H.R.	X (9)	EVALUATE GET RESUME $\&$ FORWARD GHR
	CH. MUR. S. SINGH - ADANI Rpt.	X (10)	RESUME SENT TO ADMN.
	R.J. CHAND - SBI - G.H.R.	X (11)	IF INTERESTED FORWARD TO GHR
	SAPTENT	X (12)
	SANTV DESAI S.R. MALLETSWARM	X (13)
	BASE PAYMENT	X (7) X (10)	EVENT CLOSURE 5,00,000 2,25,000
	RANESH SOOR - INDORAMA - GRASIM	X (10)	IF INTERESTED FORWARD TO BIRLA
	LINE UP INTERVIEWS FOR RUPAM	X (11)
	MEET GSP MERRILL LYNCH	X (12)
	CONTACT PROP SAL	X (13)
	FOLLOW UP WITH YOGI SEERAM ON	X (14)
	OES/MODULE 1
	FOLLOW UP WITH SANGEETA ON	X (11)
	FOLLOW UP WITH. ASHAPURA GRP.	X (12)	1,00,000
	PRODUCT MGR. - ADITYA BIRLA PR.	X (14) X (15)	SEND RESUMES

July 7, 2001

1ST QTR Collection (Rs. L)	Target	Actual	Backlog	COMMITMENT CHART OF - - - V E N K A T - - -	2nd Q Target (Incl. Backlog)	July	Aug	Sept
	9,00,000	4,51,195	5,98,805	BY (Target Date) $\rightarrow$	16,48,805	6,00,000	6,00,000	4,48,805

Target Date Columns: 7, 8, 9, 10, 11, 12, 13, 14, 15, 16, 17, 18, 19, 20.

Sl No.	This is what I will do (ACTIVITY)	BY (Target Date) →	What will happen then (EVENT-RESULT)
	HAND OVER J.R. TO NIRAM		X (15)
	HEAD HUNT FOR ASHAPURA (GH)		X (17) X (18)
	POST ACROSS CANDIDATES FOR GM		X (18) X (19)

QUO-VADIS?

Consultant: VENKAT

Q.	MONTH	COLLECTION			MONTH-END STATUS
		Target	Actual (B)	Variance	Cumulative Invoicing (A)	Outstanding (A) - (B)	Pending Assignments
		Mon.	Cumu.	Mon.	Cumu.	Mon.	Cumu.	No. of Vacancies
	April	3.5
10.5	May	3.5	3.5
1	June	3.5	10.5	4.5		-6.0		6
	July	3.25	14.0	3.25	7.75		6.25	6.75
10.5	2	Aug	3.5	17.5	7.0	4.75		2.25
	Sept	3.5	21.0	3.0	17.75		3.25
10.5	Oct	3.5	24.5	3.5	21		3.5
3	Nov	3.5	28.0
	Dec	3.5	31.5
	Jan	3.5	35.0
10.5	4	Feb	3.5	38.5
	Mar.	3.5	42.0
	TOTAL		42		42

Backlog of 3.5/lack of invoicing (Handwritten note at bottom left)
7 (3,00,000) (Written in 'Total estimated billing' column for Aug)

COMPILATION OF BASIC DATA FOR ENTERING / TESTING ORDER EXECUTION SYSTEM

Sheetal

Team of APPLITECH should be reaching our office any day soon, to install & test & handover the ORDER EXECUTION SYSTEM.
They plan to complete installation/testing/handover in 3 days and another 2 days for training of our staff.
It is therefore essential that we are ready in all respects (HW/SW/Data) BEFORE they arrive. This assumes critical importance in view of the fact that:

This system will cost us close to Rs. 10 Lakhs (excluding HW).
Every "extra" day the team spends here will cost us Rs. 3000/- /day (max. Rs. 9000/- /day for 3 people).

Whereas Reena & Athi will take care of HW/SW

CMT will take care of coordination with Anagha & Mr. Negle.

You have to be responsible for compiling "data" about all of our current "executive-search assignments" as "per format shown above." This (Compilation) must get ready by tomorrow evening, at the latest. By a copy of this note, I am requesting all consultants, to hand-over to you, their respective data in some format, before lunch tomorrow. Please give me 2 copies of Compilation (preferably a computer print-out) by tomorrow evening.

cc: Mr. Negle

cc: Reena - Athi.

cc: All Consultants. W.I.W.

cc: Nirmit

Regards

(Signature/Initials)

16/03/01

OES V 2.0.

27-5-97

Nirmit

Thakoor

Sujata (Checked/Ticked)

Urmila

Development of Software for Interview Follow-Up

With growing business, there is an urgent need to develop a Software to keep track of the Interviews' schedules/confirmations and outcome (feedback).

For this purpose, I enclose a SYSTEM-DESIGN.

This is by no means, comprehensive. It is only a beginning. We will need to modify as we go along - as we grow. We cannot wait to evolve THE PERFECT SYSTEM. A beginning - even if crude - must be made.

Pl. study enclosed pages carefully and jot-down your comments - observations - suggestions. I would like to discuss this thoroughly in our next monday meeting with a view to finalise and to handover to a programmer.

Regards

(Signature/Initials)

INTERVIEW FOLLOW-UP MODULE

27-5-97

Sr. No.	SCREEN NAME	WHAT DOES IT SHOW?	Who Enters?	When?
1	PRIMARY SCREEN	ESR Details	concerned Consultant	As & when ESR recd.
2	INTERVIEW DATA INPUT SCREEN	Interview-Schedule Details.	"	As soon as client advises interview date/names On-time over telephone
3	GOOD MORNING	Interview-Schedule - Candidate Confirmation - Summary - Consultant wise - Datewise - Today	"	As soon as confirmation recd (daily) + As soon as client feedback recd (daily)
4	CLIENT SUMMARY	List & outcome of all candidates ever Interviewed by any given client (From the beginning) arranged chronologically continuously	Nobody. This screen gets generated automatically & continuously	-
5	CANDIDATE-SUMMARY	List all interviews ever attended by any given Candidate with any client (in chronological order)	Nobody. This screen gets generated automatically & continuously	-
6	INTERVIEW-CALL LETTER	Interview details	No body. This letter gets auto generated from Screen #2	-

Sr. No.	SCREEN NAME	What does it show?	Who enters?	When?
7	INTERVIEW FEEDBACK with covering letter	Feedback on each & every candidate interviewed by a client for a given position	concerned Consultant	As soon as interview date is over

INTERVIEW FOLLOW-UP 1

PRIMARY SCREEN

Serial No: (Auto)

CLIENT DATA:

Client Name:
" Code: (Auto. from HHSP)
Contact Exec:
" Phone (Off)
" " (Resi)

ASSIGNMENT DATA:

ESR Date: {Auto-generated UNIQUE
ESR No: {SERIAL NUMBER}
Ref: $\square$ ORAL $\square$ LETTER $\square$ FAX $\square$
Mode: A / D / S
Terms: PF @ Superional fees.

MF @ Minimum fees.

Position:
Vacancy's:
Posting Location:

CONSULTANT:

DATE:

EXECUTION SCHEDULE

ACTIVITY	Target Date	Actual Date	Variance.
Send Judgement Report
Send one-line Statement
" Bio-Data
Arrange Prelim. Interviews
" Final "
Get Appt. letter Issued
Any other Comment

INTERVIEW FOLLOW-UP 2

INTERVIEW DATA INPUT SCREEN

	# 1	# 2
Client Name:	( KEY ENTRY	)
ESR NO:	( "	" )
Date:	( "	" )
ESR Position:	( "	" )
Interview Date:	( "	" )
Venue:	( "	" )
Travel Reimbursement:	( "	" )
Contact Exec:	( "	" )

CANDIDATES TO BE CALLED FOR INTERVIEW AS PER CLIENT INSTRUCTION

	Candidate Name	PEN	Current Company	Phone (R)	(O)	Interview Date	Interview Time
$\to$	Key Entry	By default Auto from HHSP	"	"	"	Key Entry

Repeated three times for three different candidates:

Candidate Name
PEN
Current Company
Phone (R)
(O)
Interview Time


Entered By (Consultant)
Entered on (Date)

GOOD MORNING

	Type Consultant Name	I want to see Summary of interviews organised for
		$\square$ All Clients / All days $\square$ My clients / Today $\square$ My clients / For DATE

Candidate Details

Interview Date / Time	Name	PEN	Currently with	Phone No	If Confirmed
Auto $ from INTERVIEW DATA INPUT SCREEN #2	Auto $ from INTERVIEW DATA INPUT SCREEN #2	Auto $ from HHSP Screens	Auto $ from HHSP Screens	KEY ENTRY $ "

Client Details

Name	ESR Position	Contact Person Name	Phone	Interview Feedback
Auto $ from INTERVIEW DATA INPUT SCREEN #2	Auto $ from INTERVIEW DATA INPUT SCREEN #2	Auto $ from PRIMARY SCREEN #1	Auto $ from PRIMARY SCREEN #1	KEY ENTRY $ "

CLIENT - SUMMARY CHRONOLOGICAL

CLIENT NAME:
CODE:
CONTACT Exec:
PHONE NO:

Date of Interview	Candidate Name	PEN	Interviewed for Which Position	Mode	ESR NO / Date	Feedback
Auto from Screen #2	Auto from Screen #2	Auto from Screen #2	Auto from ESR	Auto from Screen #2	Auto from Screen #3

CANDIDATE SUMMARY CHRONOLOGICAL

CANDIDATE Name: {Auto. from Screen #2}
PEN: {Auto. from Screen #2}
Phone (R): {Auto. from HHSP}
(O): {Auto. from HHSP}

Date of Interview	Client Company Where Interviewed	For Which Position?	Feedback	ESR NO / ESR Date
Auto from Screen #2	Auto from Screen #2	Auto from Screen #2	Auto. from Screen #3	Auto from Screen #2

Automatically Generated

INTERVIEW CALL LETTER

(All inputs automatic from Screen #2)

Candidate Name	Date
PEN	00/00/0000
Regd. Address:	Our Ref:
	ESR:

Dear Hr/Mrs: [Surname]

We had occasion to send your biodata to our client

[Client Name]

for the position of

[Position]

Mr. [Contact Exec. Name]

[Designation]

[Client Name]

has shown interest in meeting you as per following details:

Date: [_]
Time: [_]
Venue: [_]
Phone: [_]

(The rest of the text is incomplete or cut off at the bottom.)

Contact Exec: Name	Date
Desig
Client Address

Dear Sir:

Interview Feedback

We had arranged some executives to meet you for the position of

[Position Description]

on [Date]

against your Executive Search Request No. [_].

We would appreciate receiving your feedback and request you to fill in the enclosed sheet and send us a photocopy while retaining the original for your records.

If you want us to

contact executives who did not attend
organise "final" interviews
follow-up with short-listed candidates
send you any more details/resumes

please feel free to phone undersigned.

With regards.

INTERVIEW FEEDBACK

Ref:	ESR No:

Client: [_]

Contact Person: [_]

Interview Position: [_]

Candidate: [_]

Interview Date: [_]

Phone: [_]

Feedback →	[Candidate 1 Column]	[Candidate 2 Column]	[Candidate 3 Column]	[Candidate 4 Column]
IF DID NOT ATTEND
- Did he call/ask for a new date?	$\square$ Yes $\square$ No	$\square$ $\square$	$\square$ $\square$	$\square$ $\square$
- Indicate fresh date, if given	Date [_]	$\square$	$\square$	$\square$
IF ATTENDED
- Not suitable	$\square$	$\square$	$\square$	$\square$
- Kept on hold	$\square$	$\square$	$\square$	$\square$
- Would like to see him again	$\square$	$\square$	$\square$	$\square$
IF FOUND SUITABLE
- Short-listed for final interview date	$\square$	$\square$	$\square$	$\square$
- Final interview date	[_]	[_]	[_]	[_]
IF APPOINTING
- Appt. letter will be issued by	[_]	[_]	[_]	[_]
- Expected to join by	[_]	[_]	[_]	[_]
- Gross Salary (Annual) negotiated.	Rs. [_] L	Rs. [_] L	Rs. [_] L	Rs. [_] L
REMARKS

(This file appears to be a clipped article about "Tracking Sales" software.)

Tracking Sales

Tracker for Windows is a user-friendly software which has been acclaimed all over the world for improving sales productivity

SALES EXECUTIVES hate paperwork, but all organisations are required to document the data being filled in by them. This regular tracking of the activities of sales executives is essential for every organisation to determine its productivity. There are other reasons too for which tracking is important; it helps the organisation track the necessary information about its competition. Information about key competitors, is, for maintaining the organisation, it also helps to manage case sales executives more the company's information about a territory; on the other hand, it helps the organization to understand the market potential in it. It is because of these reasons that many companies have worked out elaborate mechanisms for reporting and monitoring. Some of them insist that their sales forces maintain daily diaries. Others, especially in the pharmaceutical field, where the sales force has to call a lot, ask their executives to send in their reports through the mail.

However, despite all these efforts, the process is a mess in many of the companies. Many times the reports are filled in haphazardly and no one ever checks them. The problem is compounded in organisations, which run direct marketing, telemarketing, or response advertising. These companies spend a lot of money and effort on generating the leads but they lack the system required to monitor or track the level of the leads generated.

The sales management function is much more than simply tracking; sales management function rather than an analysis is also because of the lack of systematic methods of compiling sales reports and analyzing them. Even with the advent of computers, the situation has not improved because computerization is still seen as a back-end support.

However, there is a new category of sales productivity software. There is now a need to improve their sales productivity, which is making tracking sales easier. This software is called Contact Management Software. The simple logic behind this software is that organisations have a series of contacts during a sales process and all of these need to be tracked, documented and managed. Two such software, Tracker and ACT, are readily available in the market. Both are powerful software and can help in streamlining sales reporting and prioritizing of information on interactions with clients by just pressing a button.

Let us take a look at Tracker for Windows, which has been acclaimed over the world as a user-friendly software and has also earned the Usability Seal of Approval from the PC magazine. Tracker for Windows was also awarded the Best Product, 94, at PC 95-The National Computer Show. Tracker for Windows has been developed by Tracker Software Australia and is being marketed in India by Datasoft Automation. Datasoft (I) Limited. It has over three lakh users worldwide. Many Indian companies have already bought and are using this software.

Tracker is a Windows contact management application with a comprehensive set of tools for managing existing and prospective clients and the history of the dealings with them.

[Image of software boxes]

Tracker, which has over three lakh users worldwide, is also being used by many Indian companies.

Tracker for Windows allows one to track every dealing with a customer, to keep a record of every phone call, every piece of letter and every visit. Tracker consists of five main modules: Contact Manager, Coordinator, Sales Manager, Time Manager and Indexer. Each module is organised like a four sided index card with 15 different fields of information. Besides, each record and 10 notepads for on-line notes are also kept. The entire index is recorded; it is stamped with up to the second and the time of the contact involved and the name of the person making the call. Data from other files or programmes can also be imported in this software and also internal merging and purging of data thus making it helpful in maintaining a database.

Tracker for Windows also comes with an in-built word processor and can churn out immediate response to any request for information. It is also possible to directly link the application with the help of a modem. Macro is an attractive feature to be automated. The search and view capability within each Tracker multi-user database gives the history of any business contact over a selected time span, particular time and what is planned for the future. The time manager provides the facility to maintain a personal diary or set a group schedule. It is flexible and powerful in its abilities to help in organising personal and appointments and to share this information with others in multi-user situations. It is perfect to get an overview of the activities of every executive on daily or even on a yearly schedule. Tracker is easy to use hence it is unlikely to encounter any resistance from sales people using it.

The seven aims of the software that contact management software should achieve are and follow:

Some of these are:

Sales force: Planning and reporting sales calls, reporting expenses, ordering, checking inventory, and order status, managing distribution, tracking leads and managing accounts.
Direct Marketing: Merging, creating and maintaining lists, tracking and forwarding letters, internal mail merge, envelopes and labels, generating postage due for literature packages and managing literature inventory.
Telemarketing: Merging, cleaning and maintaining lists, tracking and forwarding leads, tracking prospects and prompting scripts.
Sales and Marketing Management: Providing automated sales management reports (sales forecast, sales activity forecast and quota), making sales territories and assigning sales representatives, preparing sales territories, channel and product.

Any investment in contacts management software goes a long way in improving sales productivity and allows for control of activities of the sales force. This can mean lowered sales cost and improved customer services.

Module 1

Website V 2.0. 1

25/8/98

SEARCH QUERY

If you enter this SEARCH PARAMETER	→ OUTPUT SCREEN/PRINTOUT WILL DISPLAY THIS ↓
PEN	- "Janam-kundli" of Concerned executive including "Search parameters" chosen for self
OR	- Image File of resume
	- Text " "
NAME of executive	- Companies to Whom we have ever sent his resume (last 5 yrs)
	- Companies who has interviewed him
	- If appointed then us then, where, when, at what salary/designation/posting location, our invoice No/date/Amt; Payment details
	- When last updated resume on Internet
(ids)	- letters sent to him/sent to us by him
Designation	All executives in our database (including NON-MEMBERS) with that designation, arranged in descending order of "AGE" (Must cover "synonym" Designation Rings)
INDUSTRY	All executives in our database who have specified their "Industry" as the "first-named(?) Industry" in their self search-parameters
	- arranged in descending order of age
	Must cover alternate names of Industry & similar industries. (Synonyms)

SEARCH QUERY

If you enter this SEARCH PARAMETER	→ OUTPUT SCREEN/PRINTOUT WILL DISPLAY THIS ↓
FUNCTION	All executives in our database (incl. NON-MEMBERS?) who have specified this "function" as the "first-named(?) function" in their Self-search parameters, arranged in descending order of "age" Must cover "synonymous/similar" functions
EDUCATION	All executives in our database (incl. NON-MEMBERS) who have this Edu/Qualification arranged in descending order of "age" Must cover Similar Qualifications (Synonyms)
LANGUAGE	All executives who can "speak" this language, (descending order of age).
PRODUCT/ SERVICE	All executives who claim to have exposure to this product/service
	List 1 Those who have mentioned this FIRST
	2 " " " SECOND
	3 " " " THIRD.
	(+ Synonyms)

SEARCH QUERY

If you enter this SEARCH PARAMETER	→ OUTPUT SCREEN/PRINTOUT WILL DISPLAY THIS ↓
COMPANY NAME (CURRENT)	All executives working in this company.
	List A Those registered with us
	B NON-Members.
	Always arrange in descending order of "designations"
	e.g. Ch/CMD/MD/CEO/President/EVP/VP/GM/...
CITY NAME (STATE/COUNTRY OPTIONS)	All executives posted in this city
	List A Those registered with us
	B Non Members
COMPANY NAME (PAST EMPLOYMENT)	Any executive who has ever worked in this Company.
	List A Those registered with us (Give "period" of working in that co.)
	B Non Members
	(Arrange in descending order of designation)

SEARCH QUERY

If you enter this SEARCH PARAMETER	→ OUTPUT SCREEN/PRINTOUT WILL DISPLAY THIS ↓
GROSS ANNUAL SALARY	- Year wise Lists
	- Arranged in ascending or descending Salary-Slab wise (pre-define slabs at annual differential of Rs. 25000/=)
	e.g.
	Salary slabs will be
	$0 - 25000.$
	$25001 - 50,000$
	$50,001 - 75,000$
	etc. etc.
	- Frequency Distribution Graphs.
	(Year wise/Age wise/Desig. wise/Edu. wise)
	- Line of best-fit (Year wise)
	( Age-wise)
	( Desig. wise)
	( Edu. wise)
	( Function wise)
	( Industry wise)
	- Gross Salary for SAME EXECUTIVE (Same PEN)
	Growth Curve (year-wise)
	See my file on
	Value-Added Service - Compensation Survey.

SEARCH QUERY

If you enter this SEARCH PARAMETER	→ OUTPUT SCREEN/PRINTOUT WILL DISPLAY THIS ↓
KNOWLEDGE/ SKILL/ ATTITUDE/ ATTRIBUTE WORDS	- All executives, who have entered this "word" in his self-search-parameter
OR
ANY OTHER KEYWORD/S (Which could be any word or words)	Any executive, in whose Resume such word (or words) appear anywhere including in the "REMARKS/ANNOTATIONS" which a Consultant may have entered on the resume or on any slip attached to that resume.
OR	Of course, such "Remarks/Annotations" would either need to be entered in the Screen by a Consultant or by a D/E operator
ANY PHRASE OR SENTENCE	Here the query will also produce a list of RESUMES which, do NOT list that specific word/phrase/sentence ITSELF
	BUT,
	Which is linked to the starting KNOWLEDGE-BASE created by HHSP thru TELL-ME (More than 15000 words have been categorised)
	(Reaches RIGHT NOW URGENTLY)

SEARCH QUERY

If you enter this SEARCH PARAMETER	→ OUTPUT SCREEN/PRINTOUT WILL DISPLAY THIS ↓
	- Sub-sequent "knowledge-base" which will gradually evolve over a period of time thru use of Context Catridge option or thru ARDIS Fuzzy logic.
	e.g.
	Say a query asks list of all executives possessing "Financial Management skills"
	This phrase itself may not be found in any of the resumes!!
	But,
	the result must show all executives, in whose resume the following words/phrases appear:
	- IRR (Internal Rate of Return)
	- DCF (Discounted Cash Flow)
	- Budget
	- Working capital Management
	- Capital Budgetting
	...
	This Knowledge Base must get ready by Dec. 1998)

SEARCH QUERY

If you enter this SEARCH PARAMETER	OUTPUT SCREEN/PRINTOUT WILL DISPLAY THIS
FOR FRESH GRADS/ FINAL YEAR STUDENTS	Pl. see my notes dated
- State
- University
- College Name
- Branch / Discipline / Level
- Specialisation
- GPA/Final year marks	These are "core" Search parameters & therefore "Mandatory" to be specified either by our own consultants or by Personnel Chiefs who log into our Internet/Extranet.
- Permanent Address
- Sex	In addition to these, any of the other Search-parameters may be optionally added to produce a LIST (or a short-list).
- Language

Export to Sheets

OES V 2.0. 19/07/01

NEW ORDER-BOOKING PLANNING WORK-SHEET Consultant: [_]

INVOICE-FIGURES - NOT "COLLECTION" FIGURES.

ITEM	1st Q Target	2nd Q Revised Target	3rd Q Revised Target	4th Q Revised Target	Jan	Feb	Mar.
	Ap	May	June	July	Aug	Sept	Oct
Collection Target original
Order Backlog on beginning of month
Less (-)
Month's Invoicing Target (Revised)
Equals (=)
Next month's expected opening Backlog
However,
Opening Backlog for next month has to be equal to next 3 months' targetted Invoicing
Requiring
New Orders to be booked during the course of the Month
Actual Orders Booked
Actual Invoicing

Export to Sheets

Order Execution 1

26/7/99

TO ALL CONSULTANTS

For sometime now, we have felt the need to be aggressive in our marketing efforts.

It was also agreed that each one of you should have a much more comprehensive role which extends beyond MARKETING

Submit Proposals / Terms
Negotiating - Selling
ORDER EXECUTION
Invoicing / Follow-Up
Collection of Outstandings
Customer Service

This is a total job in which you are supported by the "back-office" team consisting of

Sajida / Nirav / Suresh / Nirmit / myself / Riya / Judy / other office staff

But you cannot become aggressive unless you "know" who your existing/potential Clients are!

With this in mind, we distributed all the "industries" amongst you. These, then became your "territories."

We also have grouped each & every Indian Company (at least LTD. Companies) under one - or other of these industries. So, now you have lists of "specific Cos." which "belong" to you. You are the owner/manager of these companies. They are your exclusive "clients". You are the "Accounts Manager" for these Cos.

Of course, with passage of time

more Industries will be added
" Companies " "
" Consultants " "

So dynamic "reshuffling" is inevitable.

In the enclosed folder, I have tried to "list" Who your Customers are. The lists draw upon several "sources".

The lists prepared by

Soma (16000 + LTD. Cos)
KOMPASS (22000 + LTD/PVT LTD Cos)

are too big to be "printed-out" as "hardcopies". Sajida has prepared ( / preparing) Computer-based files/directories for these, for each of you, which you can "access" from your own node.

Now you are your own!

You have to market "3P" to these Companies - which "belong" to you.

You should, henceforth, send them promotional letters/e-mails, tell them who we are and what we can do to make their life easier.

Wherever e-mail address is available, only e-mails must be sent. This is a very fast/efficient/cheap method.

Wherever available, Sajida, will mention e-mail addresses in YOUR client database.

Wherever not available, request Judy to phone-up those Companies and request for their e-mail address by Saying, "We want to send an invitation to your HR/Personnel Manager. Can we have his name/designation/e-mail address?"

Remember to send each email (or even Book Post letter) addressed to an INDIVIDUAL - by his/her NAME! This is a MUST!

In the ultimate analysis, a human being is your client - not a company. You cannot "talk" to a company nor invite it for dinner!

You must establish a One-to-one personal relationship with who-so-ever happens to be in charge of recruitment in each client-company.

Our "Mail-king" software creates personalised salutations (e.g. Dear Mr. Patil/Dear Ms. Gupta etc) as far as e-mails are concerned.

"Book-Post" letters must not be signed. If signed, these become FIRST CLASS MAIL and require higher postage.

Of course, if you are sending-out "Circulars" to Several hundred companies and, therefore resort to BOOK-POST/PRINTED letters, you may have to enter by hand

Dear _ _ _ _ _ _

but do not "sign" at the bottom! Postal authorities may still treat these as "Printed Circulars" & accept Rs. 2 stamp.

If the quantity (of mailers) is under 100, you may choose to computer-print with individual salutation and sign at the bottom.

Whereas each one of you will write to your own Clients, when it Comes to sending-out any general Circular to all 16000/22-158 Cos - belonging to all 151 industries - is Concerned, I will do so. Mostly these will be to keep them informed about

Developments in HR (HR Update)
our website developments.

However, each one of you may want to write to A, B or C Industry-clients, how many suitable "Candidates" you have in your database in which that client-company may be interested.

In the last 6 months, I have sent-out several Circulars. These

Circular	Target Group	How Sent
Can You Spare 5 minutes	175 Corp. Job advertisers.	e-mail
PIN, PAN, PEN	Exec. who sent their Resumes by e-mail (788 + 2063)	"
Six Months to Go	Candidates whose typed resumes had email add. (1237)	"
- Cup of Joy	~ 170 Cybercafes	e-mail + Book Post
- Eightfold Advantage	51818 individuals whose email add. we have	e-mail
- sharing a Jackpot (under process)
A Free Lunch?	3168 Pvt. Ltd. Co's	"
3P OPTION	4505 Companies	Post.
Head Trax (HR Update)	18737 "	e-mail + Book Post
Make A WAR/Make Peace	180 Small Co's	Book Post
Redundant Advt.	1049 Big Co's Whose job-advt. we Scanned & uploaded	First Class Mail
Keeping Score	1686 Cos	Book Post

Export to Sheets

Please do read these.

In another 3/4 days, each of you will directly receive in your mailbox

concerned Shopping Baskets
Corpo. Job-Postings

Hopefully, before long, each Shopping-Basket will get automatically converted to 3P HOT JOB & get posted on our website, after hiding client contact data. However, Job key No. (AR. No) will carry your "initials" so you will get the concerned resumes directly in your mailbox.

If you have any Suggestions, please feel free

to tell me
discuss with Nirmit / CMT
discuss in Saturday meeting.

Now, DAMN THE MARTINI & FULL STEAM AHEAD.

Goodluck! (Signature/Initials)

NUMBER OF "COMPANIES" WHICH YOU ARE MANAGING/WILL MANAGE

CONSULTANT	NO. OF INDUSTRIES WHICH YOU ARE MANAGING	3P'S PAST CLIENTS (INVOICES)	3P'S CURRENT CLIENTS (ORDERS)	3P'S POTENTIAL CLIENTS (INCLUDING DUPLICATIONS)		OTHER SOURCES / MASTERS
				Source: Scanned/ Entered	Source: Job-Advts on our website Shopping Basket Converted to 3P HOT JOB	Source: Corpo. Job- Advt. Posting on Web	Soma's 16000
Thakur	56	66	645	82	36	1497	11951
Shankar	21	14	433	13	17	725	3042
Ketki	14	3	60	10	5	528	806
Suchitra	17	11	148	6	6	503	2380
Maya	7	7	96	3	19	12	616
Sheetal	21	5	101	11	13	349	1416
Mayuri	2	6	519	13	69	281	565
Pradeep	19	3	78	3	10	1120	849
TOTAL	156	115	2200	142	326	14799	22125

Export to Sheets

Order Execution 1

All Consultants

(cc: Nirmit)

24/8/99

ORDER BOOKING

Experience of most companies is that - when you submit 10 "offers/tenders", you get one "order".

i.e. "hit-rate" is just 10%!

Sometimes even less!

Our business is no different. Look at our "Shopping Baskets". Last month we got converted into an "ORDER"?

(I am assuming that

we sent out "terms" to each
we followed up vigorously, each,

A related question is,

"Are we too rigid/inflexible in our TERMS?"

That won't work!

Especially when "market" is "down" and our competitors are even more "starved (of orders)" than we are!

If we want in increase our "MARKET-SHARE" in a shrinking market, then, we would need to become

much more "aggressive"
much more "flexible/dynamic"

Question

what "principles/guide lines" shall we keep in mind while quoting terms?
what minimum/floor level we must have, below which we will NOT stoop, as far as our professional fees are concerned?

You must, soon, debate these 2 questions amongst yourself, find answers and laydown such "guidelines" for all to follow.

Working arrangement should be such that as long as you "quote" / "negotiate" WITHIN the guidelines, you need NOT ask anyone.

(But, of course, you must ensure that

what you initially "quoted"

and

what you finally "accepted"

MUST BE CAREFULLY RECORDED against each "Search Assignment / shopping Basket. It must be given to Client in writing & you must also obtain his "acceptance" in writing.

This is a MUST under all circumstances.

Then,

If you have to Venture OUTSIDE of the GUIDELINES, you should consult Nirmit and convince him with your arguments as to why you recommend deviation & of course how much deviation.

In the enclosed chart, I have listed a few (there must be more) situations/scenarios that you may encounter in your dealing with Clients.

I have also listed four possible scenarios (I am getting too serious!) of 3P's internal processes.

The internal process that we are required to "adopt" in each case, dictates our "efforts".

If we have to put in very little effort (and the chance of success is very high) then, obviously, we can afford to quote LOW/ (rock bottom even) to make sure that we do not lose that order!

Considering that most of our effort goes in "conducting" preliminary interviews (there is as yet - no way this process can be automated), we can afford to quote LOW, if we are NOT required to conduct preliminary interviews. Ask clients this question "sharply" and tell me

that our offer (terms) depends upon what is going to be our SCOPE OF WORK.

If "prelim. interviewing" is LEFTOUT of our scope of work (i.e. no value-addition on our part), then we can give him a very COMPETITIVE terms.

This is because, when MODULE #2 (ORDER EXECUTION MODULE) gets implemented, the remaining processes will get AUTOMATED, requiring very little manual-input on part of a Consultant.

These processes are

Searching database
Shortlisting
Sending-out "Interest Letters" to candidates
Sending-out "Resumes" to client
Receiving short-list from client (of candidates he wants to interview)
Sending-out "interview-call" letters
Receiving (from client) interview schedule
Getting "confirmation" from candidates & forwarding to client

After 6 months of internal "TRIAL" on our INTRANET, the Module 2 will shift to INTERNET WEBSITE. If a client can log into our website & monitor the status of his "search-assignment" on his own & directly, even the phone-calls to consultants will come down! so even that time will be saved.

Remember

In internet-economy, our "COSTS" cannot dictate our selling-price! The Customer does not give a damn about what it costs you to run your business/to executive his order.

Our own selling-price is dictated by only one thing - our Competitor's selling-price! For customer, everything else is immaterial (for same quality & level of service, of course!).

So, let us work backward from Competitor's Selling Price our own Selling price our Costs our automated business processes.

Please get together & decide before week-end!

Regards

(Signature/Initials)

24/8/99

cc: Cyril

We are getting desperate for Module 2!!

QUOTING PROFESSIONAL FEES/TERMS - ADOPTING A FLEXIBLE APPROACH

24-8-99

IF (SCENARIO) ↓	3P's Internal Process
	Selling Resumes	No Prelim. Interviewing	Prelim. Interv. viewing by 3P	Full-scale Head-Hunt
1. Very first "dealing" - Introductory Offer? Hook	$\times$
2. Multi National Client (Grab)				$\times$
3. Willing to give assignment on "EXCLUSIVE" basis		$\times$
4. Client promises "Minimum Annual Billing"/business		$\times$
5. One Year Contract?		$\times$
6. Contract for all "Group-Companies"?		$\times$
7. Will not give "Min" Search Fees (Retainer)	$\times$
8. Insists on free replacement (in 3 months)			$\times$	$\times$
9. Willing to pay for Advt. Cost			$\times$	$\times$
10. Will not pay "Out-of-Pocket Exp."	$\times$	$\times$
11. Will not pay "Progress Payment".	$\times$
12. Poor "Market-image" of Client				$\times$
13. Very Large Indian Group (e.g. Tata/Reliance)		$\times$
14. Client requirement identical to a "recent" Search (ready, short-listed candidates) - Little Work	$\times$
15. We have great database on type of candidate required - prob. of appointment is very high.	$\times$

stationary

we must ensure adequate stock of all types of stationaries, e.g.

Letterheads/Xeroxing papers/Fax rolls (plenty)
Envelopes/How-to-log into Xtra.net for Job Search pamphlets
Telegram forms
stamped Receipts for travel reimbursement
stamped Receipts for Overnight stay expenses
Broad Continuous stationary
Labels
Ribbons/Cartridges

APPLICANT- PROFILE

I am asking candidates to cut along dotted lines which will also cover our logo/address area - so, hopefully, we will get this portion also.

My idea is to stick a label on this area and put a rubber stamp on it as shown-

Rating	□	Interview	□
Resume	$\square$	Call	$\square$
Prelim	$\square$	Date	$\square$
Final	$\square$		$\square$

M = Morning Call

A = Afternoon

(Although all will report at 8:30 am)

TANYA's role

She will be getting hundreds of phone-calls daily from candidates to inquire

Have you received my faxed profile?
What is my status re: interview-call?
I have received your call-letter and I am confirming that I will attend/I cannot attend

He will give his name $\to$

He will give his names $\to$

PEN

On her computer, she should have a Screen/Software running. All she does, when a person calls, is to type his name on the screen which would look like follows

CLIENT:	Name: [_]	Advt No. [_]
	Address	PEN.

	Position Applied For:	[_]
Already entered for sending call-letter	Whether called for interview?	$\square$ Y $\square$ N
Auto Picked Up from Appl. Profile & Label / Info on ft of call-letter	Date of Interview: [_]
automatically decided from Sft.	Whether entitled to Outstation Reim	$\square$ Y $\square$ N
Tanya to enter this field when candidate calls-up	Whether candidate attending interview?	$\square$ YES $\square$ NO

Transfer data to Interview Schedule

Mr. Negle has already developed some screens/software for "Interview - Scheduling & Follow-up".

Some 4/5 months back, I had also developed some interview - follow up forms/screens and circulated to Nirmit/Thakur/Urmila/Sujata etc.

This may be a good time to take a hard-look at what Mr. Negle has developed and see if we can put it to use (with or without modifications suggested by me 4/5 months back). Shall I talk to Cyril/Yogesh to take this up on priority basis?

Saleem These screens of "Corporate Databases" are picked-up from Order Exec. System (OES). The Corpo. database screens which you are developing will be many (maybe $6$ or $7$) but these/following $3$ Screens must be identical so that you are able to "migrate" the data in both direction, without any problems. That is, Janam Kundali for ADITYA BIRLA. You should be able to transfer data from:

Corpo. Database to OES
from OES to Corpo. Database

very easily - at source of information - the click of a key mouse.

Client Details:

Client Name:	ADITYA BIRLA	Branch:	THREE P CONSULTANTS PVT. LTD ← Wrong!
Contact Person:	Dr Santrupt Mishra	Designation:	PRESIDENT / EXECUTIVE DIRECTOR
Address:	Industry House 1st Floor Nariman Point Mumbai, MAHARASHTRA INDIA - 400021	Email:
		Phone:	2047987
		Fax:
		Mobile:	9820011205
Source of Information:	PERSONAL REFERENCE		OES V.2.

Legal Company Details:

Legal Company Name:	GRASIM INDUSTRIES LIMITED	Parent Group Name:	ADITYA BIRLA GROUP
Industry Name:	TEXTILES
Contact Person:	Mr.Chandrashekhar Chavan	Designation:	MANAGER
Address:	Industry House Churchgate Reclamation Churchgate Mumbai, MAHARASHTRA INDIA - 400 021	Web Site:	www.adityabirla.com
		Email:	shekhar@adityabirla.com
		Phone:	022-2870534
		Fax:
		Mobile:
			what is this?

Order / Shopping Basket Executed History

Inquiry No.	Inquiry Date	Consultant	Proposal No.	Proposal Date	SON	Proposal Type	Terms

Tapan (Applitech) says, these columns cannot be combined (in order to save space) since data is picked up from different "tables"! So, if we want to upload this screen on our website, we are stuck with this arrangement!!

OES V.2.

Client Name: [_]

Client Code: [_]

Shopping Basket History

S# No	Shop Basket No / date	Proposal No / date	SON date	Terms Invoice value	Position Name (Designation)	Consultant Responsible
				12% 1,50,000

Venkat

24/08/01

Client Janam Kundli (OES)

Saleem is developing $6/7$ screens for "Corporate Database". To begin with, we will transfer into this database, data about $5.5$ lakh registered companies listed in a CD released by DCA (Dept of Company Affairs). Athi's friend managed to crack the code and Athi is in the process of installing this database in both the offices. Once installed in Oracle or MS ACCESS, our consultants would be able to search/list Companies:

City Wise
Industry Wise
Products / services wise

Of course, any Company can be found by its "NAME".

The data contained in the CD, gives contact info for each company + Industry to which it belongs + products / services that it manufactures / provides.

The $6/7$ Screens of Corporate Database which Saleem is developing will be initially accessible within our office. After testing its usefulness for a few months, I propose to upload, some of these screens onto our website. Shopping Basket History will be one of these screens.

Idea is to give to each of our corporate client, a unique:

Login name
Password

using which, the authorised HR Manager (of a particular client company) would be able to access his company's "PERSONAL PAGE" on our website, where he can see all kind of HISTORICAL DATA about his Company's DEALINGS / RELATIONSHIP with 3P, irrespective of, whether those "dealings" were "online" or "offline".

"Shopping Basket History" is one such record.

Other (Historical) records, contemplated are:

Job Advt. Posting History
Resume-Search History

In future, we plan to introduce "registration" of a corporate, before he can conduct resume-search. He would be required to "log-in" before he can conduct a resume-search.

"Resumes Forwarded" History against each Job-Advt. (Thru Resume Forwarding Service)
"Candidate Alerts" (sent) History (This could be part of Job-Advt Posting History)

Saleem is in the process of designing all these screens.

As far as "Shopping Basket History" Screen is concerned, the ideal thing would be to simply pick it up from OES & upload on the website. I have drawn such a screen, at the beginning of this note. Please ask Saleem to join you when you discuss this issue with Tapan.

cc: Saleem

24/08/01

Cyril

7-8-99.

OES V 2.0.

The Ultimate Customer

In her book "Customers.com", author Patricia Seybold keeps talking again & again about distinguishing between:

the intermediary (Agent)
&
the ultimate Customer.

She says, our website - and all our business-processes should target the "ultimate" customers and make it easy for them to conduct business with us.

In our executive-search business, the HR Manager is really an "agent". The people he hires rarely work in the HR Dept and report to him!

In any Organisation, most of the executives recruited work in depts. such as:

production
Design
sales
purchase
marketing
maintenance

So, it is the "Line Managers" of these depts (the dept-heads/section-heads/division-heads/group-heads/region-heads etc) who are our ultimate customers.

Besides targetting the HR Managers, we must also target these ultimate customers. We must get THEM to conduct "headhunt" on our website. They must experiment and findout how easy-and quick-it is to locate an executive from our vast database.

If they are convinced about the efficiency - and effectiveness - of our PROCESS, they will bring pressure on the HR Manager to use only www.3p-jobsearch.com and forget about advertising in newspapers.

Here, one important common characteristic of all line-managers (in practically all Indian corporations) come to our help.

They are all poor planners!

All of them wake-up at the last minute and want their man yesterday! Ask any HR Manager.

So If they are offered a better/superior alternative to newspaper job-advt & a 6 month Recruitment Process Cycletime, they would jump at it.

If, headhunting on www.3p-jobsearch.com

can get their man in 2 months instead of 6 months, they would never look at any other option - because headhunting on our website:

eliminates the need to think & plan Vacancies months ahead in a systematic way under uncertain future conditions
covers-up his inefficiency/lack-of-planning

However, in a scenario where even HR Mgs are finding it difficult to log on and conduct an online headhunt, to get other line-managers to do this, is going to be difficult. It will take time & a lot of "educating" of the line managers.

It is with this in mind that I thought of distributing our Resume Database (with our Search software) on a CD, to as many HR Managers as we can.

(Please see draft of my Circular/form of which, we are about to print & distribute $\approx 15000$ copies).

I suspect - and hope that when they get these CD's the HR Managers would talk about that to other line managers.

managers - and may even take their help in viewing the contents.

Once our CD gets an "entry" into an Organisation, it is bound to circulate amongst line-managers. Since cost-of-reproduction is not very high, we will ask HR Mgs if he wants more copies for distribution amongst his line-managers.

Then again, we have name/designation (and of course, office addresses) of over $30,000$ "line-managers" obtained from Annual Reports - to whom we can DIRECTLY write, asking whether "they" would like to get their own "personal" copy of our CD! - free too!

After 6 months, I would like to send them an "upgrade" version of CD, where "Candidate Profiles" would be much more detailed, while still not revealing their identities. You will recall that this "shortcoming" was pointed out to us by:

HR Mgs who attended our presentations at Royal Indian Club
Neville Vazifdar of Times of India

We are, ourselves, acutely conscious of this lacuna and want to set it "right" at the earliest.

It is quite likely that the current brief "profile" does NOT help a headhunter to make up his mind re: the suitability (or otherwise) of a candidate.

In turn, the headhunter, after seeing the profiles of "short-listed" candidates may be shying away from filling up & sending to us! the "Shopping Basket". I strongly feel, we would get a huge response if we overcome this problem.

You are aware that all the job-sites (whether Indian or American) reveal, almost the entire resume of every candidate. This is why there is a huge traffic of headhunters to these sites.

Without revealing his "identity", we should reveal everything about a candidate. Then only headhunters will come to our site.

After distribution of CD's, the next step I propose is to CONSOLIDATE our gap by making available to all HR Managers, MODULE 2 - ORDER EXECUTION SOFTWARE!!

In "Customers.com", Patricia Seybold tells us, again & again,

"Get your customers to use on their internal INTRANETS, the same software that they get to use on your website. Get them accustomed - get them habituated. Let there be a mirror-imaging on Internet & Intranets. Let there be seamless integration."

Once your customers get used to same software / same features / same search capabilities / same functionalities on their INTRANETS, then they are "hooked" to your website for ever. They will neither think of developing something else on their own nor think of deserting your website.

They are truly locked-in!

Several American Companies have done this - and reaped huge rewards! The book is full of examples.

I, too, think there is a lot of truth in this.

If you look at the 21 steps of Order Execution chart, the activities are divided between

Action to be taken by 3P
" " by Client (HR Mgr)
" " by Candidates.

NOW, if we replace,

"3P" with HR Manager, & "Client" with Line Manager (internal client),

We have a situation (internal to the client's Organisation) which is not very different

3P (Service Provider) | HR Mgr. (Service Provider)

Module 2 on our Website | Module 2 on client's INTRANET

Candidate | Candidate

HR Mgr. (Intermediate Client) | Line Manager (Ultimate Client)

MIRROR IMAGING

This means,

Using our Module 2 Software, an HR Manager will track/follow-up/execute any "Vacancy" which he has himself directly "advertised" in newspapers on behalf of his client (Viz: line managers).

The HR Mgr replaces "3P" as the "executor" of this search-assignment!

All "business-processes" remain same!

HR Mgr treats line-manager as "client" and line-manager treats HR Mgr. as "Service-provider".

Both can "track/monitor" all 21 steps (listed in my Module 2 notes) on their internal LAN / INTRANET.

And when they go to WWW.3p-jobsearch.com, they find the same, familiar inter-face & same features & same functions!

Can we discuss this further when we meet on Monday?

Regards,

cc: Nimu cc: sajida

cc: All Consultants

Pl. read & be prepared for discussing on Monday

7/8/99.

HR Update - No. 2 Aug. 1999

Dear Sir/Madam:

6 cents (Rs. 2.5) per Resume?

Whether in USA or in India, that is cheap, real cheap! In my last letter, I had mentioned how Microsoft manages its Human Resources using digital technology. In the enclosed "extract", you will learn how

HUMANA has reduced cost of receiving a resume to 6 c / resume
CISCO has managed to recruit 2000 employees each year for 7 years in a row by automating 70 % of its recruitment process.

If all of you were to successfully implement what HUMANA / CISCO have managed, we would soon go out of business!

But if you are hiring less than 100 persons each year, you have no need to setup your own website devoted to "digital recruiting". It would make much more sense for you to log onto

www.3p-jobsearch.com

and simulate, as schematically shown on enclosed charts,

Scenario # 1 ...... Post Your Job-Advt on our website (free)
Scenario # 2 ...... Conduct Online Headhunt on our site.

But if you hate the www (World Wide Web) and prefer to conduct your headhunting "offline", there is an option! By filling-in the form on the reverse, become a member of 3P CLUB and get your FREE copy of our Resume Database CD. You will end up saving lakhs of rupees which you normally spend on job-advts in newspapers. You will also reduce your Recruitment Process Cycle-time from 6 months to 2 months!

For posting their job-advts on our website we thank,

Birla 3M | TCS | Emerck

Videocon | L&T | Hughes Ispat

Godrej | NRC | Alfa Laval

Bajaj Auto | ATUL | + and 200 other Corporates!

With regards,

Hemen Parekh

Principal Consultant

AFTER TICKING () APPROPRIATE BOXES AND FILLING-IN IN CAPITAL LETTERS, PLEASE FAX THIS FORM ON 022-850 6663

Dear Mr. Parekh,

Yes, I would like to become a member of 3P CLUB and would like you to send me the following databases (free-of-cost):

51000 + Executive Resumes [ ]
Salary Data of 30,000 executives [ ]
Statutory Returns I need to file [ ]
Labour Laws [ ]
Model Voluntary Retirement Scheme [ ]

will be sent on a CD provided a minimum of 1000 requests are received.

Please send at my following e-mail address: .......................................

I have access to a computer at office [ ] / home [ ]. When sending e-mail to me, please configure for Internet Explorer [ ] / Netscape Navigator [ ].
If you start a bulletin board on www.3p-jobsearch.com, I would be happy to participate by

Contributing articles [ ]
Sharing my experience [ ]
Answering questions raised by [ ]

HR professional members

Besides posting on the Bulletin Board, questions & answers will be distributed to all members thru e-mail.
My Contact Information

Name : .............................................. Surname .............................................. First Name
Company Name : ................................................................................................
Designation : ................................................................................................

Please communicate with me on	Office Add. [ ] / Resi. Add. [ ] / Either Add. [ ]
Office Address : ..............................................	Resi : Address : ..............................................
..............................................	..............................................
City : ........................ PIN ........................	City : ........................ PIN ........................
Phone: ..............................................	Phone: ..............................................
Fax : ..............................................	Mobile: ..............................................
e-mail: ..............................................	e-mail: ..............................................
Date ..............................................	Sign : ..............................................

$*$ These databases will be distributed electronically-only thru e-mail. You can obtain a free email address from Yahoo.com/Hotmail.com/Malleity.com/Jadoo.com/123india.com

PJP / CMT / Nimit Module 1 & 2

Module # 2

I hope, by Monday (13$^\text{th}$), you will handover to Cyril, a

FEATURE-WISE IMPLEMENTATION SCHEDULE

for Module 2

in the format I sent to you last week.

Let Module 2 be broken-up in 6 PHASES (if reqd.) but ask Cyril to implement ONE PHASE EVERY MONTH!

TIME is the essence!

See enclosed note. Pl- study WORK-EXPEDITOR yourself. If reqd. talk to COMPAQ guy in presence of Cyril. $ 4000 price-tag is NOT the question even if a ready-made software package does only 50% of what you want! Important thing to be assured is

will ready-made package, do, at least 50% ?
can it be implemented in 4 weeks?

10/9/99.

Master File

CYRIL

MODULE # 2

ORDER EXECUTION MODULE

**Our Business Process	To be covered by**
$\circ$ Executive Database Creation	Module # 1
$\circ$ " " Search
$\circ$ Order Execution	Module # 2.

I have sent you an exhaustive folder on the Order Execution Module. This folder comprises

Order Execution Process Flow Chart showing activities (and interaction/sequence) to be carried out by

Client
3P staff
Candidates

Some 6/7 statements (forms) which depict the "status" of each & every order/assignment at any given point of time

The main features of Module # 2 should be:

No duplication of data-entry

Minimum of "hard-copies" of any forms or statements (incl. print outs)
No need to first fill in a "blank" form (hardcopy) and subsequently transferring to "electronic" media (i.e. computer).

Wherever possible, relevant forms should be called on the screen and the data should be entered directly.

This means, "consultants" should not write down info on pieces of papers and pass-on to Priya or other Data Entry Operators to enter in computer.

They should enter the data in the computer themselves - and directly - preferally while "listening" to a client or a candidate on the telephone.

In course of time, we must train/educate - the clients and - the candidates to enter the data/search query themselves by remotely logging into our databases.

These could be

interview dates/schedules
interview confirmations

Already today, on our website,

Clients are entering "Job Posting Requests"
Candidates " "Job Search / Resume"
Clients " "Head Hunt"
etc.

I am aiming to extend this same logic to all the processes involved in "ORDER EXECUTION".

This is going to take time - may be long time - and lot of patient "education" of not only our own staff but also the Clients and the Candidates.

Whereas Candidates may ultimately fall in line and do their own "data-entry" by remotely logging in, the Clients will resist strongly!

Afterall, they are the ones who are "paying" us for the service and they would expect US to do the dirty-work!

Again many of the Clients may be computer-illiterate.

All these will mean that the computer / Human interface would have to be very intuitive/very friendly.

In this connection, I enclose some literature downloaded from COMPAQ website.

Since we, already have

WINDOW NT
Microsoft Back Office / Outlook
Microsoft Exchange
etc.

Compaq "WORK EXPEDITOR" may be of interest to us, if you think, it is possible to build our ORDER EXECUTION APPLICATION around "work expeditor".

If we could work thru a standard, ready, bought-out software package, we have following advantages:

It will drastically cut down "application development" time (this is the critical issue)
why "re-invent the wheel"?
Possibility of future "up-grades"
Compaq / Ms website based support
Less "educating" of clients & candidates
Possible integration with ORACLE / MS-SQL / our internet / extranet databases / applications

If all factors are favourable, we can afford to invest $ 4000.

with regard!

COMPAQ has announced the immediate availability of Work Expeditor, a collaboration and work management solution developed for Microsoft Outlook and Exchange messaging and collaboration infrastructure. Work Expeditor is the only Microsoft Exchange work management product that integrates document collaboration, workflow, data/form management and flexible program- mable capabilities in a single product. The software helps businesses increase productivity and flexibility by managing document-intensive work and securely maximizing information flow.

Work Expeditor is available immediately from Compaq and select early channel partners. A full channel program is announced by the year-end.

Compaq Microsoft Enterprise Computing

Customizable Work Management Software Helps Workers

Increase Productivity and Flexibility in Team Environments

BOSTON, Sept. 8, 1998 - Compaq Computer Corporation (NYSE: CPQ) today announced immediate worldwide availability of its Work Expeditor, a collaboration and work management solution developed for the Microsoft Exchange/Outlook messaging and collaboration infrastructure. Work Expeditor v1.1 is the only Microsoft Exchange work management product that integrates document collaboration, workflow, data/form management and flexible programmable capabilities in a single product. The software helps businesses increase productivity and flexibility by managing document-intensive work and securely maximizing information flow.

Work Expeditor v 1.1 is available immediately from Compaq and select early channel partners. A full channel program will be announced by year end. Compaq is demonstrating Work Expeditor and its new Collaboration Services (announced separately today) at the Microsoft Exchange Conference in Boston, Sept. 9-11 (Booth # 546 at Boston's World Trade Center).

"With Work Expeditor, we are building on our leadership and experience to help customers leverage and extend their Exchange systems to the next level of business-to-business collaboration and workflow," said John Rando, Senior Vice President and Group Executive, Compaq Services. "As Microsoft's first worldwide Prime Integrator for Windows NT and Microsoft BackOffice, Compaq is the industry's number one integrator of Microsoft Exchange. Our experience, coupled with the robustness of our Work Expeditor software, offers Exchange customers an unbeatable value proposition."

Builds on Microsoft Exchange Capabilities

"Compaq Work Expeditor allows customers to take advantage of the collaboration capabilities in the Microsoft Exchange messaging infrastructure," said Charlie Stevens, Vice President of Microsoft Corporation. "In addition, Work Expeditor is consistent with the Microsoft Outlook interface to give users quick and easy access to their work. This enables different work teams to collaborate on information and resources across multiple environments."

Work Expeditor provides comprehensive, advanced capabilities to help customers rapidly build collaboration and workflow solutions on their Microsoft Exchange platforms. Work Expeditor provides:

real-time, dynamic collaboration
an extensive security framework, with access control down to the individual document and data field definition level, based upon user roles and organizational positions
an audit trail of all activities
transaction and document integrity
a graphical user interface for ad-hoc and role-based workflow
transparent integration into Outlook
point-and-click menu selections for easily building collaborative solutions, as well as highly customized solutions using standard Microsoft interfaces such as Collaborative Data Objects (CDO).

Robust Security and Flexible Workflow

"The California State Legislature produces thousands of documents and bills, moving through thousands of hands," said Schrab Monsourian, Information Technology Advisor for the State of California Legislative Data Center. "Compaq's Work Expeditor for Microsoft Exchange has the capability to provide us with robust security and flexible workflow and programming tools to support both dynamic and routine work in our legislative process. We believe Work Expeditor could reduce the time spent collecting changes and re-routing documents for approval. Based on our evaluation of the Work Expeditor, the seamless integration with Microsoft Outlook would make it simpler for our customers to learn and use."

Collaboration - A Critical Factor

"The ability for teams and companies to collaborate and share documents is a critical productivity factor in many industries today," said Tim Sloane, Analyst, Aberdeen Group. "Work Expeditor builds on the Microsoft Exchange foundation and adds significantly to businesses' ability to create collaboration solutions for their specific requirements."

In addition, Work Expeditor stores documents, forms and folders in a configurable and programmable business object repository based on SQL Server technology. The repository contains a description of the people on the team, as well as processes, the roles and responsibilities of the people on the team, as well as access control to work information. Users have access to this repository through the Outlook Form Designer and the Work Expeditor configuration tools. With these tools, users can create robust form-based applications quickly without complex programming.

Availability and Pricing

Work Expeditor is available today from Compaq and select resellers. Pricing from Compaq starts at $3,000 for the server software and one client license 3000

A single additional client license is $189, with volume pricing below $100$ +1000 for TEN Users.

Compaq's new lifecycle Collaboration Services are available custom-quoted from Compaq services (see related press release issued today at the Microsoft Exchange Conference).

Company Background

Founded in 1982, Compaq Computer Corporation is a Fortune Global 100 company. Compaq is the second largest computer company in the world and the largest global supplier of personal computers. Compaq develops and markets hardware, software, solutions and services, including industry-leading enterprise computing solutions, fault-tolerant business-critical solutions, networking and communication products,

commercial desktop and portable products and consumer PCs. The company is an industry leader in environmentally friendly programs and business practices.¹²

Compaq products are sold and supported in more than 100 countries through a network of authorized Compaq marketing par³tners. Customer support and information about Compaq and its products are available at ⁴http://www.compaq.com.

return to top

LEGAL NOTICES AND PRIVACY STATEMENT

Module 1-2

CYRIL

5/4/99.

DATABASES

Our Core Competence should be to get hold of interesting (ready-made) databases or getting these created with the help of outside Vendors and thereafter, devising "Search Software" for our website surfers to retrieve the data in different combinations.

We must not, create the databases ourselves, by employing an army of data-entry operators. There is very little "Value Addition" in this work and therefore, it is best to sub-contract it.

Enclosed list shows some of the databases created by ZAVERI COMPUTERS (Andheri) and available for a "price".

I have, marked these as either

Corporate Databases

Executive Databases.

Many of these are of great interest - and value - to us, even though "incomplete" in many respects from our point of view.

Many will have "duplications" of fields.

Many will cover same person (executive) or Corporate - but in slightly different context.

If only, we could devise a SOFTWARE which would "recognise" the duplication & eliminate it, we could have an extremely POWERFUL, INTEGRATED, NORMALISED database which keeps growing incrementally over weeks/months/years.

Irrespective of "Source" / fields, we should be able to dump all databases into ONE database

One for Corporates &

Another for Executives.

We should not have to worry from "where & in which form", the data came.

I strongly urge you to visit Zaveri Computers along with Nirmit, whenever you can set-aside couple of hours, to view what Vipul Zaveri (very cooperative / friendly) has to offer.

Then we can decide how to go about.

5/4/99

cc: Nirmit

EXECUTIVE DATA:

Name
Add.
Phone
Fax =
Employer
Designation
Birthdate (Age)
Salary
Edu. Quali
Exp.
Yrs. with current co.
Past Employers
Function
References

CORPORATE DATA:

Name
Address: RO, Br. Off, Reg. Off, Factories
Products/Industry

_ 2. _
_

Collaborators
JV Partners
Financial Results
Phone
Fax
E mail
URL
Directors Names ($\&$ addresses)
Other Executives
Public Ltd / Pvt. Ltd
New Projects

EXECUTVE CORPORATION

NIRMIT I have, today, handed over to Cyril a complete folder containing photo-copies of all of my old notes, as per "INDEX enclosed.

Cyril

2/5/99

3/5/99

Sub: Order Execution Module

OES V 2.0

The enclosed note (E-MAIL) is 5 years old (23-4-94).

At that time, internet was beyond horizon. So, it is not surprising that, in the enclosed note, I have talked about the concept of a HELP-DESK with several technical & commercial support staff

taking "Orders" over telephone
answering "Queries" "

The concept of a Client, placing order thru internet tracking / monitoring progress of his "order" on our website Simply did not exist!

But, in 1999, things are Vastly different.

Although "Help-Desks" do exist (even on websites), it is only a matter of time, before these become OBSOLETE.

More & more Companies are using Internet (their website) as a CENTRE PIECE/ANCHOR around which, all their business-processes are centred.

The Current scenario is somewhat like

Intranet

Internal Business Processes

Order Execution
Admin
Sales
Accts
HR
R&D

Extranet

Supply-chain

Vendors/
Contractors/
Suppliers/
(Inventory Mgmt)

Internet

Company Information/Product Info.
Help Desk/Tech. Support
Order placement/credit card verification

Customers/Clients

But I feel, for most Companies (at least in U.S.A. / Europe / Japan), the barriers would fall and there would be a SINGLE "interface" for

Employees
Suppliers
Customers

That Single interface would be a company's WEBSITE!

This has already happened with a few large American Companies. Examples of these could be found in following books

Web Pages that Suck (sent to you)
Webonomics (with Sajida)
Business @ Speed of Thought (Bill Gates)
Direct from DELL. (I am still reading)

If we had implemented HELP-DESK 5 years ago, that would have been fine. It might have even helped our staff to get used to "doing business over telephone".

But having "waited", I feel, it would be wise to simply "By-Pass" that stage of evolution altogether and straightaway jump to the concept of FULLY INTERACTIVE SINGLE INTERFACE (WEBSITE)

We may still develop our ORDER EXECUTION SYSTEM (MODULE # 2) around our INTRANET & thoroughly

test it out before MERGING with the INTERNET.

This will help us to "debug" our internal business processes before exposing these (processes) to the public-at-large.

Because,

if these (processes) do NOT perform 100% correctly/accurately on our website, it might get adverse reaction even ridicule and clients may NEVER RETURN!

Eg.

What is happening to our MEMBERSHIP SERVICES (Edit / Auto Job Search / Job Mail Robot) for the last 8 months!!

But, our "goal" has to be clear right now.

And that is,

"Merger of Intranet with Internet".

Assuming that

Implementation of Module # 1 takes 2 months (May/June)

Development of Module # 2 (Order Execution) covering features in the enclosed notes, takes

3 months (May/June/July)

Testing of Module # 2 takes 2 months (Aug/Sept.)
Development of NEW WEBSITE (NT based) takes 2 months (Oct/Nov.)
Merger of Module # 2 into NEW NT Based Website takes

3 months (Dec/Jan/Feb 2000)

We are talking of a PROJECT TIME FRAME of 12 months.

If we manage this Schedule (and do you see any reason, why, we cannot ?), at the end of this

12 month period, we should be ahead of

all Indian job-sites
most of the World's jobsites

By March 2000, I also expect that, in India,

Internet subscriber-base would have grown substantially
many ISP's would be operational
"Internet-over-Cable" would have become a reality (IN Cable / SITI cable & a Delhi Party which expects to launch this by June 99). If this happens, millions of home TV's will be able to "access" internet. (Hindustan (IN), alone have 2.3 million cable TV connections in 12 cities).
hundreds of Cyber-Cafés would have come up.
Internet Connection charges would have dropped drastically (each "late-comer" ISP would have to drop prices to be able to enter the fray). (DISHNET offering Rs. 1.8/hour in Pune/Chennai!).
E-Commerce would have become a "little" easier

In the books mentioned earlier, I have underlined / marked-out sentences / pages / paras, which I would request you to read, before you start working on Module # 2.

Unless, we have the GRAND PICTURE in front of us, we would end-up on the periphery!

I subscribe to Jack Welch's (GE) business philosophy, viz::

"If, in any business, you cannot be either #1 or #2, get out of it!"

To implement this project, I am ready to commit

required funds
my own time
3P's Organisational Support.

I am sending this note to you with a request to commit

your own personal time / attention
a dedicated team of professionals
a time-frame (with bonus / penalty clauses)

How Soon?

Regards

H P(arekh)

2/5/99

ORDER EXECUTION MODULE

SYSTEM REQUIREMENT

INDEX

Subject / Topic of Note	Date
MIS - Daily/weekly/Monthly Statistics	3-9-93
3 Dimensions (Number/Timeframe/Reward)	17-9-93
Interview Feedback from Clients	27-4-96
Order Backlog/Pending Assignment Analysis	29-11-98
10 Standard Statements	11-7-93
Interview Follow-Up	25-6-93
	31-3-94
	7-5-97
	27-5-97
Follow Up
- with our own staff	30-3-94
- with Candidates
- with clients	29-3-94
Chasing Events & Activities (To send what - When - whom)	30-3-94
18 Screens (Pop-Up ?) of PAPERLESS OFFICE	12-11-94
	26-11-94
Order Execution System - MASTER CHART	2-9-93
	1-2-94
HELP DESK & QUERIES (clients/candidates/Associates)	23-4-94
	16-11-94.

NO.	DATE RECEIVED	CLIENT	CONTACT PERSON	TELEPHONE NUMBERS	MODE	TERMS	MINIMUM FEES RECEIVED	VACANCY	POSTING LOCATION	AGE CYB	EXP CYB	QUALIFICATION	SALARY	CURRENT STATUS
I		CABLE CORPORATION	Mr. Kalyan Chakravarty		P1	20%		V.P Manufacturing	Mumbai	40-45		B E (Mech)	7.50 lacs + Car (3.5.96)
II		SANIRA INTERNATIONAL	Mr. Pankaj Singh	10,666	D	20%	10000	Manager - Exports	Ludhiana / New Delhi
III		CABLE CORPORATION	Mr. Kalyan Chakravarty		H	20%		Sr. Ex. V.P / CEO	Mumbai		4.0
IV		FORTUNE INTERNATIONAL	Mr. Rakesh Aundelay		D	16.66	4000	Manager Exports	Mumbai		3.0	B. Com / B. Sc / Graduate
V		KEC INTERNATIONAL	Mr. Vijay Rangnekar		D			GM - I T	Mumbai
					D			GM - Materials	Mumbai
VII		Kinetic Technology	Mr. Chopdekar		D	16.66		Simulation Manager	Mumbai
VIII		Souza Schneider	Mr. Thomas John		D	16.66		Sr. Sales Executive - S/M	Mumbai
					D	16.66		Sr. Sales Executive - W/B	Mumbai
IX		CARGILL SEEDS	Mr. Jogeasan		D	20%		Manager Cooperative	Jamnagar
X		SHV Energy	Mr. Ganesh Vinod		D	20%		Legal Manager	Mumbai
					D	20%		Product Manager	Mumbai
					D	20%		Head - I T	Mumbai
					D	20%		Business Dev. Mgr.	Hyderabad
XIV		KCP Fuller	Mr. S S Siddiqui		D	16.66		GM - Machinery	Mumbai

Note: The table layout is preserved as closely as possible, including checkmarks () and crossed-out entries.

NO.	DATE RECEIVED	CLIENT	CONTACT PERSON	TELEPHONE NUMBERS	MODE	TERMS	MINIMUM FEES RECEIVED	VACANCY	POSTING LOCATION	AGE CYB	EXP CYB	QUALIFICATION	SALARY	CURRENT STATUS
XV		COLOR CHEM	Mr. V. Shirale		D	16.66	4000	Manager Logistics	Thane
XVI		COLOR CHEM	Mr. V Shirale		$\Delta$	16.66	4000	Manager Legal	Mumbai
XVII		TENGE	Mr. TS Kothari		D	16.66		Manager Marketing	Mumbai
XVIII		Standard Batteries Lt	Mr. Vibhay Sinha					VP - Finance	Mumbai
XIX		"	"					Sr VP - Industrial	"
XX		"	"					Group VP - Auto	"
XXI		"	"					GM - Marketing - Ind.	"
XXII		"	"					GM - Marketing - Auto	"
XXIII		"	"					GM - Materials	"
XXIV		"	"					AGM - Materials	"
XXV		"	"					GM - Mktg - Industrial	Taloja
XXVI		Degremont Band.	Mr. R. Arun Nageswar		H	20%		M. D	Mumbai

Note: The table layout is preserved as closely as possible, including checkmarks (), crossed-out entries (), and lines indicating repeated information (or ).

PENDING ASSIGNMENT

CLIENT	DATE OF ASSIGNMENT	VACANCY	POSTING LOCATION	QUALIFICATION	AGE	EXP	SALARY	REMARKS	STATUS
Vickers International (CT)	13 Feb 97	Materials Manager	Kandivli	BE (Mech)	35-40	10-15	3 L	Material Planning / V.D.I. Purchase	To Send additional Bios
Cable Corporation of India (CU)	2 May 97	GM - Manufacturing	Nasik	BE (Mech / Elec)	40-47		0
JOHNSON & JOHNSON (CU)	2 May 97	Plant Manager	Aurangabad	BE (Mech / CH / CM)	35-40	10-15
SAURASHTRA CEMENT (CU)		GM (Finance + Accounts)	Nariman Point	CA	35	8-10	0	Accounts / Audit / Budgeting / MIS / Taxation
		GM (Corporate Finance)	Nariman Point	CA / MBA (F)	35	8-10	0	Treasury / Project Finance Raising funds for F. T.
		GM - Marketing	Ahmedabad	grad + MBA - Mkg	35-40	8-10
KILBURN ENGINEERING (CT)		GM - Manufacturing	Baroda	B E (Mech)	40-45	20		Exp in Heavy Fabrication
		GM (Finance + CS)	Mumbai	CA + CS	45-55	15-20		More emphasis on raising working capital
		Dy. MD
		V.P / GM - Project Mktg.
Procter - V.P		GM	Mumbai
		Dy. GM.

CLIENT	DATE OF ASSIGNMENT	VACANCY	POSTING LOCATION	QUALIFICATION	AGE	EXP	SALARY	REMARK	STATUS
PT Bina Gimia (CN)		C F O	Jakarta	CA		8-10 y			Interviews Organised 4-20.5.97
TAFE (CN)	24 Jan 97	G M (Sales)	Madras	B E Mech / Agri + M B A	40-45				Bio-dates already sent
		Asst G M (Logistics)	Madras	graduate + MBA	45-50
Shapoorji Pallanji (CT)		G M (Finance)	Mumbai	CA	40	15 +			Interviews over
South India Viscose (CT)		V I P (Environmental)	Coimbatore						System to re-act Short understand requirement
CARGILL (S)		Documentation Officer	N Delhi	graduate					Bio-dates already sent
PRISM CEMENT (CT)	28 April 97	Dy G M - Finance	Satna	CA		10-12			Mailed letter to send
		Sr Mgr - Finance	Allahabad	CA		8-10
K T I (CT)		Simulation Manager	N Delhi	B E (Chemical)					Interviews being organized
FORTUNE INTERNATIONAL (CN)		Export Manager	Mumbai						Suggestion Short-list appointed
N D D B (CT)		G M - Finance	Anand	CA / ICWA / MBA	45	20			To send Biodatas
		G M - HRM	Anand	MBA / MSW	40	15			Bios sent

CLIENT	DATE OF ASSIGNMENT	VACANCY	POSTING LOCATION	QUALIFICATION	AGE	EXP	SALARY	REMARKS	STATUS
RELIANCE (CN)	30 April	Head of Non Technical / V P - HRD	Jamnagar Mumbai	CA	50 +
		Head of H. R.	Patalganga
		Head of H. R.	Jamnagar
		Head of H. R.	Hazira
INGERSOLL RAND C		V. P. Mfgr.	Ahmedabad	B E (Mech)	40 +	20 +	O
H D C T		Piping Manager	Mumbai						Bio Sent
		G M / V P - Finance	Mumbai
		Asst. Manager - Mktg.	Mumbai
Mahindra Construction (CT)	10 Feb 97	Project Manager	Mumbai	B E (Civil)		16-18
		Construction Manager (s)		B E (Civil)		12-15
		Contracts Manager		B E (Civil)		10-12
		Sr. Planning Engineer (s)		B E (Civil)		7-10
		Billing Engineer (s)		B E (Civil)		7-10
Mahindra Properties (CT)		Project Manager

CLIENT	DATE OF ASSIGNMENT	VACANCY	POSTING LOCATION	QUALIFICATION	AGE	EXP	SALARY	REMARKS	FOLLOW UP
Himmatlal & Co (S)	2 May 97	Secretary, Stenographer, Receptionist/Tel. Ope.	Colaba	graduate		5-6 2-3 2-3	0 0 0		To Advertise
		Section Incharge: Paper, Polymer, Electronics, Petrochem	Colaba	graduate	27-30	5
SHV Energy (CH)		Head of Logistics, Distribution Manager, Head of Legal

No.	Industry	Function	Designation Level (Actual)	Brief Description	Posting City	Approx Salary Offered (Annual)	Edu. Qualification (incl. Branch/Discipline)	Age (Max)	Exp (Min)	Target Date
1	Tirupati - Life	Finance	VICE - PRESIDENT - PROJECT FINANCE	15 YEARS IN BOTH EXPERIENCE IN PROJECT FORMULATION, FUNDING, DEBT & FINANCIAL CLOSURE IN TURN-KEY/INFRA. FUNDING. FUNDS LIKE LIC, HDFC, ICICI, SFC ETC.	Mumbai	15 Lacs $\pm$	CA / MBA Fin	45 Yrs.	15 Yrs.	1st Aug, 2007
2	Advertising	Media Research	ASST. MANAGER	MEDIA PLANNING, CREATIVE, MEDIA BUYING, PROCUREMENT, CLIENT SERVICE, RESEARCH	Mumbai	3-6 Lacs $\pm$	MBA (SPACE MANG)	27 Yrs.	4 Yrs.	1st Aug, 2007
3	Textiles (Birla)	Sales	GENERAL MANAGER	SALES OF VISCOSE STAPLE FIBRE TO CLIENT ORGANIZATION	Mumbai	3-5 Lacs $\pm$	MBA (Op. Man) / BE - TEXTILE	35 Yrs.	7 Yrs.	1st Aug, 2007
4	Garments	Product Management	GROUP PRODUCT MANAGER	PRODUCT MANAGEMENT OF THE ENTIRE RANGE OF BRANDS OF A INDIA'S NO. 1 BRAND IN GARMENTS	Bangalore	10-15 Lacs $\pm$	MBA (H M) BE	33 Yrs.	10 Yrs.	1st Aug, 2007
5	Port Operations	Operations	CHIEF OPERATING OFFICER	EXPOSURE TO PORT OPERATIONS INCLUDING PROJECTS, HARBOUR, CARGO HANDLING (BULK, CONTAINERIZED & GENERAL)	Mumbai / Haldia	30 Lacs $\pm$	B E (CIVIL)	45 Yrs.	20 Yrs.	1st Aug, 2007
6	Container Freight Station	Operations	CHIEF EXECUTIVE OFFICER	RESPONSIBLE FOR CONTAINER FREIGHT STATION OPERATION, OPERATIONS, CONTAINER TERMINALS, LOGISTICS	Mumbai	50 Lacs $\pm$	B E (MARINE)	45 Yrs.	20 Yrs.	1st Aug, 2007
7	Birla - Retail	Human Resources	DIRECTOR	HUMAN RESOURCES PROCESSES, ALIGNMENT OF HR FUNCTION WITH BUSINESS GOALS, COMPENSATION & PEOPLE ISSUES	New Delhi	20 Lacs $\pm$	MBA (HRD)	40 Yrs.	15 Yrs.	1st Aug, 2007

S. No	Industry	Function	Designation Level (Actual)	Brief Description	Posting City	Approx Salary Offered (Annual)	Edu. Qualification (incl. Branch/Discipline)	Age (Max)	Exp (Min)	Target Date
8	Schindler Services	HR / Hiring	RECRUITER	EXECUTIVE SEARCH, SELECTION, IDENTIFICATION & TAPPING OF TOP TALENT FOR THE WORLD'S LEADING Schindler SERVICES COMPANY	New Delhi	$10$ Lacs $\pm$	MBA (HR / IR)	40 Yrs.	15 Yrs.	1st Aug, 2007
9	Pharma	Operations	GENERAL MANAGER	OPERATIONS, SYSTEMS & PROCESSES OF BULK/R&D, QC/QA, MFG, LAB SERVICES, BULK DRUG & FORMULATIONS MFG. & $\dots$	Mumbai / Bharuch / Baroda / CT	25 Lacs $\pm$	BE (Chem) / MBA (Operations)	45 Yrs.	15 Yrs.	1st Dec, 2007
10	ADANI	Finance	GM - FINANCE	A/C'S & FINANCE	Mumbai	$5$ Lacs $\pm$	CA	55	15 Yrs.
11	**Morarjee Ashish	Textiles**	HR / Admin	MANAGER - ADMIN	HR / ADMIN	Mumbai	$4$ Lacs $\pm$	MBA	45	20
12	Parag Milk / S. Securities	Securities Broker	CHIEF DEALER	SECURITIES / DEBT DESK / CHIEF DEALER	Mumbai	$7$ Lacs $\pm$	MBA	30 Yrs.	7 Yrs.
13	Universal Gas	Sales / Mktg.	GM - S & M	ICE CREAM INDUSTRY - EXPOSURE TO SALES & MKTG.	Mumbai	$10$ Lacs $\pm$	MBA / Graduate BE	40 Yrs.	10 Yrs. - 25 Yrs.
14	Bharat Electronics	Operations	DGM - OP	E.F. CABLE LAYING & MAINT.	Mumbai	$12$ Lacs $\pm$	B. E. (Telecom)	35 / 45 Yrs.	12 Yrs.

Saleem Applitech will handover OES "code" within 4/6 weeks.

Using that you can add statements

A / B / C. Pl- add to your schedule & show me.

Venkat

Megha

Michelle Target Date = Date when resumes sent ?

Manshi

Thakur

Bedekar

Monica

LEGEND

$\left. \begin{array} { l } \text { Most Likely } \\ \text { Date } \end{array} \right \}$ Date on by which Appt. Letter expected to be released

$\left. \begin{array} { l } \text { Realization } \\ \text { Date } \end{array} \right \}$ Date by which final payment expected.

Analysing Pending Assignments

Based on a Consolidated Statement given to me yesterday by CMT, I have prepared individual consultant-wise statements. I enclose your statement and request you to fill-in all the missing details and return to Monica before lunch today. Keep a photo copy for your ready reference.

To prepare (manually) 7 individual statements from ONE consolidated statement took me 3 hours, which I could have saved, only if I knew how to use a Computer - I CMT did offer me a floppy!! But it is too late for me to learn new tricks.

I also enclose some "Analysis charts (A / B / C).

I hope, I have asked APPLITECH to incorporate such Analysis (Output statements) in ORDER EXECUTION SYSTEM.

If not, once again, I have no one to blame but myself.

If we have missed-out, we will get these incorporated in the next revision of OES.

It should be possible to see / view such analysis (on the Screen) at any time - dynamically generated.

Analysis A

Tells us, who is the most important client (in terms of total est. billing) AT THE MOMENT.

If 20% of the clients give us 80% of total "business", then they deserve

very special attention & SERVICE too!

Concerned Consultant / s need to make a phone-call to such Clients DAILY, ( and visit once in 15 days ?)

Analysis B

Not only tells us "How many" assignments are pending with each consultant" but it also tells us about the QUALITY of assignments Viz:

Is a particular consultant handling

few, but "high billing" assignments
many, but "low billing" "

Analysis C

How sharply "focussed" or "diffused" are the consultants?

One Consultant may be handling

20 assignments spread between just 2 clients

Whereas

another Consultant may be handling 10 assignments spread amongst 8 clients. (Spreading yourself thin).

Of course, equitable distribution of work-load amongst Consultants is an important factor.

Then there is the question of a Consultant's own background experience / expertise in handling assignments from a

particular INDUSTRY
"** FUNCTION**
"** DESIG. LEVEL**

or even ability to "handle" a particular HR Manager (in a particular COMPANY) based on "rapport" developed.

As far as a client is concerned,

I suppose, he would be happier dealing with just ONE consultant of 3P for all of his Vacancies.

Imagine, that for 5 of his Vacancies, he has to deal with 5 different Consultants!

A happy / satisfied Client will return to us again & again. It is much easier to "retain" an old client as compared to "hooking" a new client.

But if same Consultant deals with a given client (solely) year-after-year, problem may arise, when that Consultant leaves us & joins a Competitor!

So a "compromise" in inescapable.

cc: All Consultants (Individually)

cc: Nirmit.

CLIENT-WISE (A-B-C) ANALYSIS of Assignments (As on 15/03/01)

(In descending order of total est. billing) (A)

S/No	Client	Total No. of Assign-ments	Total Est. Billing (Descending)	Total Adv. Recd.	Average Billing per Search	% of total Billing








	Total	101

CONSULTANT-WISE ANALYSIS of PENDING ASSIGNMENTS (As on 15/03/01) (B)

Consultant	No. of Assign-ments on hand	Total Est. Billing	Total Advance Received	Est. Billing / Appointment	No. of Clients
				Highest	Lowest
Venkat	4
Megha	5
Mitchelle	15
Manshi	17
Thakur	17
Bedekar	17
Monica	25
TOTAL	100

CONSULTANT-WISE FOCUS

C (SPAN OF ATTENTION)

Q: what should be focus?	Consultant?	Client?	Functional specialization?
Consultant	Total No. of Assign-ments	Grasim (12)	Bharti Telecom (10)	Tata ISP (15)	Bombay Dyeing (9)	RPG Group (14)	121 Media Group (5)	L&T (6)	Mobilad (7)
Venkat	4
Megha	5
Mitchelle	15
Manshi	17
Thakur	17
Bedekar	17
Monica	25
Total	100

All Consultants
Sanjeev / Robin
Abhi / Reena
Saleem
Nirmit

24-07-01

I enclose herewith

3 graphs
1 Tabulation

In the tabulation, column # 1 / 3 / 5 are blank. Consultants may fill these up (for their part of the business) and also give these figs to Nirmit, who can enter all figs on one sheet (C consolidate) for discussion / action-plan on next Saturday's meeting.

These figures speak for themselves and there is no need to stress that the situation, instead of improving in July (as indicated by the consultants earlier this month), seems to have worsened!

If any consultant has problem of insufficient ORDER-BACKLOG, she should feel free to talk to AMB / Venkat / Nirmit. However, this does not seem to be the case.

Regds.

This file is a Status - Review of Business table dated 23-7-2001.

Consultant ↓	OES Est. Billing Value of all Pending orders	Venkat's Print-Out: Est. Billing of Contracts in a Pipeline	OES Customer Outstanding (Cons. Wise)	Concerned Person Revised Target up to July	Srilekha Actually Collected up to 23 July
VENU		4.58		0.8
PRATISHA		1.00		1.75
MITCHELLE		0?		3.0
MEGHA		5.50		1.72
VENKAT		7.50		7.75
USHA		2.66		0.80
MANASHI		2.40		2.0
AMB		8.33		5.0
MONICA				0.24
JYOTI				1.00
Sub-Total (CRs.L)		31.97		24.06	5.49
NIRMIT		16.05
Grand Total (CRs.L)		48.02
		TABULATION

Consultant VENU Collections Graph

Title: CONSULTANT: VENU, YEAR: 2001-2002, COLLECTIONS

This is a cumulative collection graph where the X-axis represents months (A-M) and the Y-axis represents collection amount (in Cr. L) up to 15.

Line	Month	Cumulative Collection (Cr. L)
1st Q ACTUAL	June	3.11
2nd Q. REVISED TARGET	July	0.8
2nd Q. REVISED TARGET	Aug	4.8
2nd Q. REVISED TARGET	Sept	6.22
ORIGINAL TARGET	Dec	9.33
ORIGINAL TARGET	Mar	12.5

Consultant MITCHELLE Collections Graph

Title: CONSULTANT: MITCHELLE, YEAR: 2001-2002, COLLECTIONS

This is a cumulative collection graph where the X-axis represents months (A-M) and the Y-axis represents collection amount (in Cr. L) up to 20.

Line	Month	Cumulative Collection (Cr. L)
1st Q ACTUAL	June	5
2nd Q REVISED TARGET	July	3
2nd Q REVISED TARGET	Aug	7
2nd Q REVISED TARGET	Sept	10
Original Target	Dec	15
Original Target	Mar	20

Consultant USHA Collections Graph

Title: CONSULTANT: USHA, YEAR: 2001-2002, COLLECTIONS

This is a cumulative collection graph where the X-axis represents months (A-M) and the Y-axis represents collection amount (in Cr. L) up to 30.

Line	Month	Cumulative Collection (Cr. L)
Actual	Apr	0.6
Actual	May	1.3
Actual	June	2
Actual	July	0.8
2nd Q. REVISED TARGET	Aug	5.8
2nd Q. REVISED TARGET	Sept	11.8
Original Target	July	6
Original Target	Aug	10
Original Target	Sept	14
Original Target	Oct	16
Original Target	Nov	19
Original Target	Dec	22
Original Target	Jan	24
Original Target	Feb	27
Original Target	Mar	30

Consultant MONICA Collections Graph

Title: CONSULTANT: MONICA, YEAR: 2001-2002, COLLECTIONS

This is a cumulative collection graph where the X-axis represents months (A-M) and the Y-axis represents collection amount (in Cr. L) up to 10.

Line	Month	Cumulative Collection (Cr. L)
Actual	July	0.24
2nd Q. REVISED TARGET	Aug	1.24
2nd Q. REVISED TARGET	Sept	3.2
Original Target	Dec	6
Original Target	Mar	9

Consultant MEGHA Collections Graph

Title: CONSULTANT: MEGHA, YEAR: 2001-2002, COLLECTIONS

This is a cumulative collection graph where the X-axis represents months (A-M) and the Y-axis represents collection amount (in Cr. L) up to 15.

Line	Month	Cumulative Collection (Cr. L)
1st Q. ACTUAL	June	2.76
1st Q. ACTUAL	July	0.97
2nd Q. REVISED TARGET	July	1.7
2nd Q. REVISED TARGET	Aug	2.92
2nd Q. REVISED TARGET	Sept	5.5
Original Target	Dec	8.28
Original Target	Mar	11

Entire Organization Collections Graph

Title: COLLECTIONS / 2001-2002, ENTIRE ORGANIZATION

This is a cumulative collection graph where the X-axis represents months (A-M) and the Y-axis represents collection amount (in Cr. L) up to 190.

Line	Month	Cumulative Collection (Cr. L)
1 Q Actual Achieved	May	13.5
1 Q Actual Achieved	June	30.4
REVISED 2nd Q TARGET	July	24
REVISED 2nd Q TARGET	Aug	55
REVISED 2nd Q TARGET	Sept	80.4
Original Target	Dec	133
Original Target	Mar	184

Cumulative Collection Targets Table

This file is a table of CUMULATIVE COLLECTION TARGETS - ENTIRE ORGANISATION (2001-2002), dated 12-7-01. (T = Target, A = Actual)

Annual Target	Sl No.	CONSULTANT		April	May	June	1 Q Total	July	Aug	Sept	2 Q Total	Oct	Nov	Dec	3 Q Total	Jan	Feb	Mar	4 Q Total
12.5	1	VENU	T			3.11	3.11	0.80	4.8	6.22	6.22
			A					0.8
12.0	2	PRATIBHA	T			2.0	2.0	1.75	3.5	5.0	5.0
			A	0.04			0.04
20.0	3	MITCHELLE	T			5.0	5.0	3.0	7.0	10.0	10.0
			A					1.0
11.0	4	MEGHA	T			2.76	2.76	1.72	2.92	5.52	5.52
			A				0.97
42.0	5	VENKAT	T			10.5	10.5	7.75	14.35	21.0	21.0
			A				4.5
30.0	6	USHA	T			2.0	2.0	0.8	5.8	11.8	11.8
			A				0.8
12.0	7	MANASHI	T			3.0	3.0	2.0	6.0	9.0	9.0
			A				1.65
32.0	8	BEDEKAR	T			2.0	2.0	5.0	7.5	10.5	10.5
			A				4.5
9.0	9	MONICA	T					0.24	1.24	3.2	3.2
			A
9.0	10	JYOTI	T					1.0	2.0	3.0	3.0
			A				-
189.5	TOTAL		T			30.37	30.37	24.06	55.11	85.24	85.24
			A				13.46
		NIRMIT	T
			A

New Order-Booking Planning Worksheet

This file is a worksheet for NEW ORDER-BOOKING PLANNING WORK-SHEET CONSULTANT with the heading: INVOICE-FIGURES - NOT "COLLECTION" FIGURES. It is dated 14/07/01.

ITEM	1st Q Target	2nd Q Revised Target →	3rd Q Revised Target →	4th Q Revised Target →
ITEM	Ap	May	June	July
Collection Target original
Order Backlog on beginning of month Less $(-)$
Month's Invoicing Target (Revised) Equals $(=)$
Next month's expected opening Backlog
However, Opening Backlog for next month has to be equal to next 3 month's targeted Invoicing
Requiring New orders to be booked during the course of the Month
Actual Orders Booked
Actual Invoicing

Memo

This file is a handwritten memo dated 24-07-01.

All Consultants
Sanjeev / Robin
Abhi / Recha
Saleem
Nirmit

I enclose herewith

3 Graphs
1 Tabulation

In the tabulation, column # 1 / 3 / 5 are blank. Consultants may fill these up (for their part of the business) and also give these figs to Nirmit, who can enter all figs on one sheet (Consolidate) for discussion/action plan on next Saturday's meeting.

These figures speak for themselves and there is no need to stress that the situation, instead of improving in July (as indicated by the consultants earlier this month), seems to have worsened!

If any consultant has problem of insufficient ORDER-BACKLOG, she should feel free to talk to AMB / Venkat / Nirmit. However, this does not seem to be the case.

Regds.

(Signature)

Shopping Baskets Graph

Title: NO. OF SHOPPING – BASKETS SUBMITTED ON OUR WEBSITE

Date: 24-07-01

NOTE

Total of 178 Shopping Baskets in 13 months (June 2000 – June 2001)
10 so far in July 2001
If each SB could mean a billing of Rs. $1.00 \text{ L}$ (@ $12.5\%$) against our "OFFLINE" ave-billing (vac. of Rs. $1.5 \text{ L}$ ?)

If only $50\%$ got converted into "order"
This, would mean a (lost) business of Rs. 89 LAKHS!

MORAL OF THE STORY

Unless "Proposal" goes within 24 hours (Sanjeev), this client is unlikely to ever return to our website for Resume-Search.

Month	Year	No. of Shopping Baskets
June	2000	8
July	2000	3
Aug	2000	2
Sept	2000	2
Oct	2000	12
Nov	2000	11
Dec	2000	18
Jan	2001	17
Feb	2001	18
Mar	2001	28
Apr	2001	35 (Approx.)
May	2001	55
June	2001	17

Job Adverts Graph

Title: NO. OF JOB-ADVTS DIRECTLY POSTED ON OUR WEBSITE (INCLUDING HOT JOB ADVTS)

Date: 24-07-01

NOTE

Candidates only visit those websites which have plenty of job-advts!

Month	Year	No. of Job Adverts
June	2000	23
July	2000	25
Aug	2000	37
Sept	2000	17
Oct	2000	22
Nov	2000	59
Dec	2000	0
Jan	2001	48
Feb	2001	41
Mar	2001	50
Apr	2001	64
May	2001	97
June	2001	85

Resumes Received Graph

Title: NO. OF RESUMES (WEB-FORMS) RECD. ON OUR WEBSITE

Date: 24-07-01

NOTE

Compare our figures with

Jobstreet (claim of) - 1000 resumes/Day
Monster (” ”) - 30,000 ”

Month	Year	No. of Resumes Received	Note
June	2000	326	NT V.1
July	2000	229
Aug	2000	323
Sept	2000	383
Oct	2000	604	NT V.2
Nov	2000	789
Dec	2000	654
Jan	2001	960
Feb	2001	903
Mar	2001	864
Apr	2001	1219
May	2001	750	NT V.3
June	2001	900

Status Review Table (Duplicate of 0141)

STATUS – REVIEW OF BUSINESS ON 23-7-2001

Consultant ↓	OES Est. Billing Value of all pending orders	Venkat's Print-Out: Est. Billing of Candidates "in Pipeline"	OES Customer Outstandings (Cons. wise)	Concerned Person Revised Collection Target up to July	Srilekha Actually Collected up to 23 July
VENU		4.58		0.8
PRATIBHA		1.00		1.75
MITCHELLE		0?		3.0
MEGHA		5.50		1.72
VENKAT		7.50		7.75
USHA		2.66		0.80
MANSHI		2.40		2.0
AMB		8.33		5.0
MONICA				0.24
JYOTI				1.00
Sub-Total (Rs. L)		31.97		24.06	5.49
Nirmit		16.05
Grand Total (Rs. L)		48.02
		TABULATION

Memo on Job Adverts Deletion

TO:

Abhi

Sanjeev

Robin

Saleem

Date: 24/07/01

I enclose two annex. compiled from our website today morning.

2 days back Abhi told me that he has deleted all Job Advt from 1/1/2000 To 31/12/2000 (entire year 2000) & that brought the counter (on homepage) down by only about approx. 300 / 400 advt!

Apparently what Server has done is to delete the REAL job-advts. posted by Corpo. on our website from Mar 2000 To Dec. 2000 (approx: 321 // see annex A).

The server has NOT deleted 2031 ($1114 + 917$) job advt IMPORTED into NT site at one go (by Britam) from UNIX site !! These must belong to year 1999. Pl. find a way to delete this & then delete.

Regards,

(Signature)

cc: Harshad (VXceed) for Sept 24/7/01

Data from Admin Tool (Annex A)

Annex (A)

Data Taken from Admin Tool

Job Advt. Arrival Summary

2001 (NO. Recd during Month)

Month	NO. (Recd during Month)
Jan 2001	49
Feb	41
Mar	50
Apr	64
May	105
June	86
July (till 23)	38
Total	433

Month	2000	1999	Notes
Jan 2000	$\text{V. 1.1} \quad 1114$	0	Imported from UNIX to NT by Britam?
Feb	$\text{V. 1.1} \quad 917$	0
Mar	114	0
April	0	0
May	$\text{V. 2.0} \quad 19$	0
June	24	0
July	26	0
Aug	37	0	REAL job-advts directly posted by Corpo. once V.1 (NT) was launched?
Sept	18	0
Oct	24	4
Nov	59	0
Dec	0	0
Total	2352	4

(Note: $\text{2031}^{*}$ on the chart is the sum of $1114 + 917$. $\text{321}$ circled is the sum of 114 + 0 + 19 + 24 + 26 + 37 + 18 + 24 + 59 + 0 = 321 - wait, $321$ is circled near $26$ (July 2000). The sum of March to December 2000 is $114+0+19+24+26+37+18+24+59+0 = 321$. This confirms the note in Scan_0155.jpg.)

Data from 3P Logfiles (Annex B)

Annex (B)

Data taken from 3P logfiles

"3P" as an AFFILIATE

MONTHLY STATISTICS

(Note: All figures for July 2001 are "Upto July $23^{\text{rd}}$ only.")

Month	Resume	Job Advt.	Shop. Basket
	1999	2000	2001
Jan			960
Feb	3	1814	903
Mar	-	-	864
Apr	-	2699	1219
May	$\text{V.1}$	$1521^{*}$	$\text{V.3} \quad 750$
June	-	326	900
July	294	229	$\text{V.4} \quad 629$
Aug	564	323
Sept	530	383
Oct	412	$\text{V.2} \quad 604$
Nov	371	789
Dec	129	654
Total	2300	23468	6225

($^{*}$ $1521$ is circled, $10$ for July 2001 Shop. Basket is circled.)

Minutes of Meeting

Sent 18/7/01 (Top Right - faint)

Minutes of Meeting held on 14-07-01

POLICY MATTERS

NHP / AMB / V.I. will be responsible for getting orders (business development). Of course, they will continue to be responsible for executing assignments entrusted to them.
On a case-to-case basis, they would request one of the other consultants to accompany them, when they visit a client for presentation/negotiations etc.
As far as "offline" business is concerned, the whole idea is to be pro-active and not wait for a client / potential client to call-up.
To the extent possible, only one consultant should deal with a client.

As far as 3P is concerned, only one consultant should act as an interface with a client. In case of multiple assignments from same client, it may happen that these (assignments) get distributed amongst several of our consultants (depending upon their industry / function exposure etc). Even in such cases, interface should be only ONE.
As far as possible, such cases should [continue to next page]

be avoided (where assignments of one client requires to be distributed).

Retainer / Min Search Fees

To the extent possible, we should avoid taking/accepting orders without retainer/min search fees.
An exception can be made, on case-to-case basis, depending upon our knowledge/past experience/future business potential/prestige-issue etc. etc.

Professional Fees

These will be as follows:

(A) For directly posted Job Advts by client on our website: $8.33\%$

This will only cover "Candidate-Alert" resumes & resumes where candidates have used our automatic resume-forwarding service.
This WILL NOT cover, any other resumes which, on our own, we recommend. AMB to be consulted as to what we should "quote" in such cases.

Since, at present, we have no means/tool to know which (PEN) candidate-alerts have been sent to the advertiser OR which candidates forwarded their resumes using our Resume Forwarding service, we will have to entirely depend upon the advertiser himself to give us the PEN of such candidates (we are planning to introduce such a tool on our website, which will keep track of this).
In all of these cases, we are not required/obliged/expected to see/interview such candidates.
All consultants should carefully go through the TERMS on

Job Advt. Posting pages
Resume Search pages.

(B) Where Client Conducts Online Resume Search & sends us Shopping Basket: $12.5\%$

In this case, once our "proposal" gets accepted by the clients, we are supposed to "Interview" the Candidates which are jointly shortlisted by the Client & the Consultant across the table (desirable) and send our "Interview Evaluation sheets" to the client, containing our "recommendations".

Offline Business Models

OFFLINE

(C) Offline Inquiries resulting into Databank (Module 1) search/short listing/interviewing/recommendation: $16.6\%$

(D) Offline Inquiries resulting into "headhunting" of executives (mostly GM and above) from a select no. of industries/companies: $20.0\%$

This will involve "in-depth" interviewing/assessment by Nirmit/AMB/VI or outside "Ext Subject Experts"

In cases of OFFLINE, it would be advisable to consult Nirmit/AMB/VI before sending proposal.

It is absolutely imperative that no proposal should go outside of OES.

Website related Problems

If Consultants are facing any website related problems or want to better understand how a particular feature/function works, they should consult Nirmit/Sanjeev/Abhi/Saleem (in that order).
Even if Saleem is unable to solve problem/give satisfactory reply, he will contact somebody in Vxceed & get back with an answer/solution.
Henceforth, to the extent possible, our "interface" with Vxceed should be only Saleem. Of course, Abhi would continue to deal with Vxceed as far as web-server hosting related problems are concerned (—and keep Saleem informed).
However, all Consultants must thoroughly "master" the working of our website. If one of their Client (HR manager) inquires as to how a particular feature works on our website, a Consultant would make a very poor impression if he/she says,

"Hold it! Let me consult my colleague and I will get back to you in the afternoon."

2nd Qtr. Collection Targets

$2^{\text{nd}}$ Qtr. Collection Targets

All Consultants have committed, revised Collection targets for $2^{\text{nd}}$ Qtr (taking into account the shortfall of $1^{\text{st}}$ Qtr).
It is imperative that these targets are achieved at all costs. If we fail to achieve individual & collective targets, we would be in deep trouble and face severe consequences.
Fortunately, all consultants have plenty of ORDER BACKLOG and also have the full power of OES at their command. All we need is hard – and smart – work, to accomplish our individual targets.
In a shrinking job-market, the only way we can get more business, is thru executing existing/current assignments SPEEDILY and to the entire satisfaction of our clients. For this, we must use OES & Module 1, to the fullest extent. Anyone facing any difficulty in this regard, must immediately bring it to Venkat's notice.
When we meet next on $21^{\text{st}}$ inst, for our weekly meeting, all Consultants must present their individual, actual "collection" for the month of July – as against their revised July targets.

Procedural Matters

PROCEDURAL MATTERS

Consultants should pro-actively help clients in the process of "shortlisting" of candidates. To the extent possible (—and limited to Mumbai-based clients, to begin with), Consultants should carry the resumes of the shortlisted candidates, sit across HR manager's table and help him decide who he should call for interviews.
On such an occasion, a consultant would

get to know a Client's requirement much more thoroughly and thereby recommend truly "suitable" candidates.
be able to "influence the HR manager & establish a "rapport" with him.
be able to solicit some more business from HR manager, by discovering his future manpower needs.

Such face-to-face meetings will also tend to speed-up the entire recruitment cycle.

Module 1 Search and Databases

All Consultants should aggressively search of Module 1 executive database – including NON-MEMBER database, which numbers close to 60,000 executives! Abhi to circulate this list amongst all consultants.

Databases Individually Compiled

During last 1 year or so, each Consultant has worked on several assignments and compiled independent databases of "headhunted" executives.
All these databases should be immediately handed over to Robin, whose responsibility would be to ensure that all of these get entered into the NON-MEMBER area of Module 1, so that all such databases become searchable in Module 1, by all Consultants.
When done, Abhi to circulate this list to all Consultants (Target $25^{\text{th}}$ July).
Robin to report progress on this matter when we meet on $21^{\text{st}}$ inst (next Saturday).

Proposals against Shopping Baskets

It will be the responsibility of Sanjeev to enter all Shopping Baskets into OES and send out proposals (thru OES ONLY) against each.
Sanjeev must also follow up aggressively till client decides, one way or other.
If client "rejects" our proposal (for whatever reason), it is Sanjeev's responsibility to carry out "Force-closure" in OES.
If client "accepts" our proposal, Sanjeev to get Nirmit/AMB/VI, to "allot" that particular SON (Shopping Order Number), to a particular consultant.
From this point onwards, Concerned Consultant will take-over that assignment and handle it till its successful Completion.
All proposals against a shopping Basket must be dispatched (thru OES) within 24 hours at most. By $21^{\text{st}}$ inst, Sanjeev to enter all 194 Shopping Baskets into OES and report at the weekly Saturday meeting. Any problems must be referred to Venkat.
As far as proposals that are required to be sent against "Offline" inquiries are concerned, it [will be the responsibility of the Concerned consultant - continues on next page]

Offline Inquiries Role

will be the responsibility of the Concerned consultant, who is handling that particular assignment.

Sanjeev would have no role to play as far as "Offline Inquiries" are concerned.

As far as OFFLINE INQUIRIES are concerned (fax/email/phone calls), Sanjeev's role will be as follows:

Look-up the inquiry/attend to the phone calls from potential clients.
In case of phone-call inquiry, note down all details (of client company/contact person/requirement etc).
Consult Nirmit/AMB/VI re: allotting to a particular Consultant.
Phone-up (or email) the client and tell him, who (which consultant) from our side will attend to this inquiry and how soon can he expect to receive our proposal.
Get a Concerned Consultant to enter the inquiry into OES and ensure that a proposal gets dispatched within 24 hours.

Email

All staff Members: July 4, 2001

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, [continues on next page]

Email - Evolution of the Website (Page 2)

Receive resumes online in a structured database and permitted online recruiters to conduct resume-search & send us their Shopping Basket.
Receive job-advts 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 thru 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-advt (again for a given period)
recruiters for conducting online resume-search (for a monthly/quarterly or annual subscription).

Email - Jobsites Business Model (Page 3)

None of the jobsites charged jobseekers anything for conducting an online search of their jobs database.
This business model (—and therefore, revenue-model) was no different than a newspaper selling the content and 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 info was not revealed to the online recruiter, but the jobsite passed-on a message to the concerned jobseeker (about having been shortlisted by XYZ), and if he agreed, then his resume contact info 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.

Status Review Table (23-7-2001)

Source of Information →	OES Est. Billing Value of all Pending orders	Venkat's Print-Out: Est. Billing of Candidates "in Pipeline"	OES Customer Outstandings (Cons. Wise)	Concerned Person Revised Collection Target up to July	Srilekha Actually Collected up to 23 July
Consultant $
VENU		4.58		0.8
PRATISHA		1.00		1.75
MITCHELLE		0?		3.0
MEGHA		5.50		1.72
VENKAT		7.50		7.75
USHA		2.66		0.80
MANSHI		2.40		2.0
AMB		8.33		5.0
MONICA				0.24
JYOTI				1.00
Sub-Total (CRs.L)		31.97		24.06	5.49
Nirmit		16.05
Grand Total (CRs.L)		48.02
		TABULATION

Consultant VENU Collections Graph

Title: CONSULTANT: VENU, YEAR: 2001-2002, COLLECTIONS