Hi Friends,

Even as I launch this today ( my 80th Birthday ), I realize that there is yet so much to say and do. There is just no time to look back, no time to wonder,"Will anyone read these pages?"

With regards,
Hemen Parekh
27 June 2013

Now as I approach my 90th birthday ( 27 June 2023 ) , I invite you to visit my Digital Avatar ( www.hemenparekh.ai ) – and continue chatting with me , even when I am no more here physically

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Tuesday, 26 November 2002

GLOBAL RECRUITER


GLOBAL RECRUITER

Global Recruiter Breakeven Analysis

Type of Resource

Unit Price

Jan

Feb

Mar

Apr

May

June

July

Aug

Sep

Oct

Nov

Dec

Project Manager

40000

1

1

1

1

1

1

1

1

1

1

1

1

Sr. Developer

20000

2

2

2

2

2

2

1

1

1

1

1

1

Developer

7000

2

2

2

2

2

2

2

2

2

2

2

2

Business Analyst

15000

1

1

1

1

1

1

0

0

0

0

0

0

QA Lead

8000

0

0

0

1

1

1

1

1

1

1

1

1

QA

5000

0

0

0

0

1

1

1

1

0

0

0

1

Marketing

10000

0

0

0

1

1

1

1

1

1

1

1

1

Sales

15000

0

0

0

0

0

1

1

1

1

1

1

1

Support

7000

0

0

0

0

0

0

0

1

1

1

1

2

Admin

3000

0

0

0

0

0

0

1

1

1

1

1

1

Equipment

40000

2

0

0

1

1

1

0

0

0

0

0

0

Utility etc.

40000

0.25

0.25

0.25

0.25

0.5

0.5

1

1

1

1

1

1

Monthly Expense

199K

119K

177K

177K

192K

135K

155K

149K

157K

157K

169K

Cumulative Exp

199K

318K

437K

614K

791K

983K

1118K

1273K

1422K

1579K

1736K

1905K

 

Sales

Unit Price

Jan

Feb

Mar

Apr

May

June

July

Aug

Sep

Oct

Nov

Dec

Total

Small

50000

0

0

0

0

0

0

0

0

0

0

0

1

1

Medium

200000

0

0

0

0

0

0

0

0

1

1

1

0

3

Large

400000

0

0

0

0

0

0.5

0.5

1

0

0

0.5

0.5

3

Monthly Income

0K

0K

0K

0K

0K

400K

400K

0K

250K

50K

650K

850K

Cumulative Income

0K

0K

0K

0K

0K

400K

800K

800K

1050K

1100K

1750K

2400K

 

Cash flow

Jan

Feb

Mar

Apr

May

June

July

Aug

Sep

Oct

Nov

Dec

Cash Flow

-199K

-119K

-177K

-177K

-192K

265K

-155K

101K

-107K

483K

481K

Cumulative Gain/Loss

-199K

-318K

-437K

-614K

-791K

-583K

-318K

-473K

-372K

-479K

14K

495K

(There are handwritten annotations on the table indicating the flow of sales and a signature/scribble at the bottom.)

Global Recruiter Breakeven Analysis

(This image is a hand-drawn graph showing a breakeven analysis.)

  • The X-axis represents the Month (1 to 12).
  • The Y-axis represents Rupees in multiples of 100K, showing both positive (top) and negative (bottom) values.
  • Series 1 (Cumulative Spending): An upward-sloping line (diamonds) showing increasing cumulative expenditure.
  • Series 2 (Cumulative Income): A line (squares) that is flat initially (months 1-5), then rises from month 6 onward.
  • Series 3 (Cumulative Gain/Loss): A line (triangles) showing the loss decreasing until approximately month 7, then increasing, crossing into positive gain around month 11/12. Breakeven occurs near the end of the year.

(The graph is titled "Global Recruiter Breakeven Analysis" and includes three series: Cumulative Spending, Cumulative Income, and Cumulative Gain/Loss, plotted over 12 months.)

Kartavya - Abhi - Vikram - Chawlia (Individual Copies to each)

Global Recruiter

On our website, we should create (automatically updated without human intervention), a page as shown below:

List of Corporates who have signed-up for GLOBAL RECRUITER

Sr No

Name of Company

Name of Executive

Total

1

Voltas Ltd.

A. J. Mhata

145 \rightarrow

2

Larsens Toubro Ltd

Vivek Mehta
  • [If list grows too long, clicking on alphabet could be done]
  • Then Create a link: "List of Corporates who have Signed-Up for Global Recruiter"

In course of time, we will display this link:

In further emails sent out to Corporates to canvass

On the Global Recruiter Questionnaire page itself.

May be even on the homepage, just below

HR MANAGERS

Of course, we should not put-up this link, until we have at least 25 corpo. signed up.

In addition to such a statement (which is meant for general public), we need a somewhat more elaborate statement/statistics which we can see/view thru ADMIN TOOL.

My suggestion is enclosed.

(Signature/Scribble at the bottom)

GLOBAL RECRUITER SIGN-UP STATISTICS TO BE AVAILABLE THRU ADMIN TOOL

(A) How many have signed-up? - Just Numbers

  • Date-wise (for a given month) + Cumulative
  • Month-wise (for a given year)

(B) Who have signed-up? - Names

  • alphabetically (say "W")

Sr. No

Name of Company

Name of Executive

Desig. of Exec.

Phone Off

Phone Resi

Phone Mobile

Date Signed

1

Wockhardt

2

Wipro

This will help us to pick-up phone \& directly talk to concerned executive.

(C) "Client - History / Service Record" Page

Right from sending of the original "Introduction" email (But I have promised to keep), this page should have chronological record of all transactions/interactions between '3 P's that Corporate (whether he buys a license or not). This screen should pop-up, everytime that Corporate calls (Caller ID) or we call \& then "remarks" entered. Version-Control/Upgrade record/Amt. Recd. etc. should be recorded here. Kind of CRM.

Kartavya

Inder

Abhi

26-11-02

"GLOBAL RECRUITER" MASTER PLAN

Enclosed find my outline of such a master-plan. It is most tentative, but it will help us to get started.

For a better understanding of manual/existing recruitment processes in most organised-sector Indian Companies, please read "WARP" on our website. But even this (description of the process) could be OBSOLETE, since it was prepared 3/4 years ago.

To accurately understand the actual/manual recruitment processes, you would need to sit across, a dozen Recruitment Managers, with some MODEL MANUAL RECRUITMENT PROCESS CHART and then ask each manager to comment on the same / modify the same (as it exists in his own Company). He will never draw-up such a chart (work-flow) from

2/3

"scratch" on a blank piece of paper, on his own,

but,

if you present him with a MODEL chart, he would happily point-out where/how his own Company-process differs. Work-flow sequence will vary from Company to-Company and our Global Recruiter would have to have a lot of flexibility/options.

Alternately,

you may think of Convening a meeting of 10/12 co-operative/pro-active recruitment managers (C Raju/Sr Ram can organise). Then you make an AV presentation of your MODEL \& ask for suggestions. Such common meeting will cut down on "Time-to-Market".

Besides presenting \& debating "Recruitment-Process Workflow", you may also use this forum to present your MASTER-PLAN

3/3

and, once again, seek their views/suggestions.

In fact, Sr Ram/Raju should select such 8/10 Recruitment Managers, for this process who

  • are forward looking / willing to experiment
  • young \& Computer savvy
  • has desire / willingness to leverage Internet
  • are willing to form a "CORE-GROUP" which will continue to guide this project over the next 12 months.

In V 1.0, I have listed 8 modules but a different set can emerge after your meeting/meetings. In any case, Modules for V 1.0 MUST be frozen by end Dec. 2002, so that Coding can start from 1^{\text{st}} Jan 2003. Then only we can meet our target of April 2003. Modules for V. 2/3/4 can be firmed-up later.

cc: Nirmit

cc: Raju

cc: Sri Ram

\} with a request to help.

(Signature/Scribble at the bottom)

"GLOBAL RECRUITER" MASTER PLAN

26-11-02

Sr.

Feature / Function (Each is a MODULE)

V1. Release Date: April 2003

V2. Oct 2003

V3. April 2004

V4. Oct 2004

1

Manpower Request - cum - Job Advt. (From Dept.)

2

Authorisation/Approval chain

3

Release to Paper/Websites/Placement Agencies

4

Receive Response/Forward resumes for dept. rating

5

Tabulate/collate Results \& Shortlist \& Send calls

6

Conduct Prelim/Final Interviews

7

Salary Negotiation / Appt. Letter

8

Online Tracking/Monitoring

9

Create "Personal Folders"

10

Staff Admin/Salary-leave-Park

11

Performance Appraisal

12

Online Searchable Database

13

Annual Manpower Budget

14

Job Descriptions

15

Skills Inventory

16

Organisation charts

17

Compensation Trends

18

Broadcasting of Vacancies (Global And National Search)

19

Monthly HR Performance Report

 

Kartavya

Inder

Recruitment Software Questionnaire

Enclosed Find some questions on "Functionalities/Features". If there is any duplication/repetition, pl. eliminate. Within different "sections", some questions may need shuffling around to where they belong more appropriately. Even in the enclosed list, questions marked (R), obviously form a "Sub-section" of a subject-related questions.

As far as possible, the "answers" should be so (objectively) structured that, when answers are entered into a database, it could be done simply \& fast by any data-entry operator. You could then statistically "analyse" the responses along criteria such as \& Industry-Segment \& Company size etc.

Of course, another advantage of a questionnaire, where the respondent has only to tick  (by pen or by mouse-click), is that he is more inclined to attempt to answer.

(Signature/Scribble and date 21/11/02 at the bottom)

FEATURES / FUNCTIONALITIES

In a Recruitment Software, how would you "rank" inclusion of following features? (Ranking/Weightage: 1 Low, 2, 3 Medium, 4, 5 High)

Feature / Functionality

1 Low

2

3 Medium

4

5 High

R Constructing Annual Manpower Plan/Budget for submission to Corporate Management for approval/action.

R Constructing Job-Descriptions for all positions in your company for Personnel Manual.

Constructing "Organization-charts" dynamically.

Composing Job-Advts" for simultaneous posting on several job-sites.

Creating an online resume database searchable on Critical Parameters/Keywords/Text etc.

R Conducting entire recruitment-process (shortlist/Call letters/Interview schedules etc.)

R Issue of Appointment letters/Termination letters/Retirement Letters etc.

Creating "Personal Folders" for each employee for staff-administration purpose (Leave/Increments/Promotions etc)

Creation of "Organisational Skills Inventory"/Training Needs/Programs

Payroll/Salary/Incentive/Variable Pay - Administration.

Annual goal setting & Performance - Evaluation of Employees.

Dynamically Created Searchable database of Industry/Function wise Salary-Trends for comparison/restructuring/Salary-Negotiations.

R Broadcasting of your Vacancies across the Country thru Print media/Cyber cafes/Placement Agencies.

Creation/Submission of monthly "HR Function Performance Report" to Corporate Management (Affairs wise/Factory wise/Staff category wise).

 

R Online processing of "Staff Requirement Indents/Requests" from any dept. of your organisation

R Online tracking/monitoring of each \& every stage of your Recruitment Process

Nirmit

Kartavya

Inder

Nov. 17, 2002

Recruitment Software Project

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

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

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

cc: Nirmit

cc: Raju

cc: Sri Ram

Abhi

Hep

DIVERSIFICATION PROJECT

1/19

Points / Questions to be raised / answered:-

What is the status of current usage of Software-based recruitment systems/methods/solutions amongst Indian Corporates? - among our current/past Clients?

Does this awareness/usage differ from

Industry to Industry

City to City

Large \text{Co's} to Small \text{Co's}

2/19

What % \& which type of Corporates have already installed SAP/RAMCO/PeopleSoft exp packages?

What is their extent of "Lock-In"? stage/state of implementation?

How would this affect/impact their willingness/decision to accept/adopt a "Recruitment Software Package" being offered by 3P? Will they be reluctant? Would they want 3P package to get "integrated" with their existing ERP System?

3/19

How Computer / Internet Savvy are Indian HR/Recruitment Mgrs?

What is the extent of Computerization in the HR depts. of Indian Corporates?

Are Computers primarily used for attendance-record / payroll / benefit-administration / leave-records / maintenance of annual reward history?

How many (\& what kind of) Companies use computers to create/maintain

Employee Databases

Resume Databases

What is the Sophistication of their "Search-engines"?

4/19

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

Have any used "Recruitment Software Packages"? For how long? Purchased from whom? at what Price? What is their experience?

Would they want to buy another/superior package? What additional/missing features would the want incorporated in such new package?

5/19

Companies who advertise their jobs/vacancies on their own websites - what is their experience so far? what kind of response (No. of applications/resumes) do they get? Does this response vary with the "level" of Vacancy? eg: more for junior/fresh openings \& very little for Senior positions?

Do they use their websites/web-servers, only as a "Resume-Gathering" device or do they have their, end-to-end, entire recruitment process taking place on their websites?

6/19

Companies who post their own vacancies on their own websites - Do they also use Naukri / Monster / Jobs Ahead / Job Street / Jobsdb / Sapoora / Ma Foi etc. for posting their Vacancies?

Do they get better response (Quantity / Quality wise) from these job-boards than their own website?

7/19

Are junior HR/Recruitment executives/supervisors, more Computer-savvy than their older bosses? Are these junior executives "driving" the Computerisation of their HR depts?

Do Senior/Older bosses (HR Mgrs), feel threatened by the Computer-savvyness of their juniors? Do they resist computerisation?

How do HR depts. "justify" computerisation of their processes? How do they "quantify" the benefits of computerisation?

What is top-management attitude towards Computerisation of HR dept?

8/19

what % of junior / entry-level HR executives are qualified as MBA (HRD/Personnel)? Is there a general trend to hire more \& more of these?

If this be the case, should we "gift" 3P's "Recruitment Software solution/package", to all colleges/Institutions offering Post-Graduate HR/Personnel Courses?

These are future decision-makers and if, they get used to using 3P Software package from their college-days, they will, likely, buy/recommend same package when they join a Company! Brand-loyalty.

9/19

How many Corporates (\& which type), use psychometric \& other similar skill/Knowledge testing "Tests" for their recruitment and if yes, at what "level"? would they want such "TESTS" integrated in 3P's software package?

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

10/19

Obviously, we will need to prepare a list of existing mfrs and Vendors of Indian Recruitment (\& also general HR) software packages. We will need to tabulate \& compare their "Features"/their "strong" \& "weak" points.

Then, we will need to sharply "question" their existing users about their experiences. Such intense "analysis / dissection" of Competitor's products would enable us to design a Superior product.

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

11/19

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

12/19

what % of the firms/Companies are looking for

A separate Recruitment Software Package only

A comprehensive HR Software Package where "Recruitment" package is one of the modules?

Could we possibly build these Software as a Series of "Modules" which, a Company can buy/license over a period of 3/4 years, as its "need" grows and as its budget permits? Could these modules integrate/interface with any existing legacy Systems of a Company?

13/19

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

our website

our Order Execution System

Company's own "Annual Manpower Planning/Budgetting" System.

This (decision) would depend upon

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

OR

whether we want to make money, when User Company is made/forced to give us an "Executive Search Assignment" as a result of using our package.

14/19

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

Independent HR Consultants

1000 Placement agencies

Jobsites (Naukri / JobsAhead etc.)

NIPM (National Institute of Personnel Managers).

C I I / Assocham / FICCI / NASSCOM / Inst. of Engineers / IIPM / HRD Network / ICS / ICWA etc. etc.

ERA

For each such "channel", we must ask \& answer -

"Why would they want to do this? What do they stand to gain?"

15/19

How would creating/marketing a "Recruitment Software Package" to hundreds of Corporations, help us in establishing 3P as

THE INDUSTRY STANDARD?

For Executive Search, Corporate India's First choice?

If WE, don't do this, do we foresee, following doing this?

  • ABC
  • Ferguson
  • Shilputsi
  • PSS
  • Ma Foi
  • Sampoorna
  • Hewitt
  • Egon Zander
  • Korn Ferry
  • Naukri
  • JobsAhead
  • JobStreet
  • Monster
  • Jobsdb

16/19

Vis-a-Vis other Competing executive Search firms of India, how are we better (\text{or worse}) placed, in developing/marketing such a Recruitment Software?

In which aspect do we Score over them \& where do they Score over us? - as far as development/marketing of such a software is concerned?

Which of them have (as Compared to us)

better Vision / better tenacity?

better technology (development-skills)?

better marketing-acumen?

deeper pockets (sustainability)?

better VC Support?

greater client-base?

17/19

After 2 months initial Survey / Study / dialogue with HR mgrs / preparation of "FINDINGS"-Report / preparation of "CONCEPT-NOTE" etc.,

how long will it take to bring out a marketable V 1.0 of the Software?

how / where will we "test" it?

how will we finance the develop-ment / marketing Cost?

how will we "price" it?

how will we "market" it?

We need to build into our "PROJECT-REPORT" answers to these - and similar-questions, including,

do we need VC funding?

18/19

To systematically Complete the task within stipulated period of 2 months, we must immediately (within this week itself), draw-up an "Action-Plan / Project-Plan", of all "activities" to be undertaken/Completed, by what target date, and by Whom.

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

3P CLUB CONCEPT

(This is a diagram/flowchart illustrating the "3P Club" concept.)

  • Boxes labeled A, B, C, D, E connect with lines labeled "Resumes" (or a similar term) to a central box: Resume Processing Factory (3P).
  • The factory creates "Structured" Databases (Job Advt wise/Company wise/etc.) and creates a "Search Engine".
  • The output then goes to boxes A, B, C, D, E again, labeled: A copy of Structured Database Shared With 3P.
  • The A, B, C, D, E boxes are then connected to a central box: 3P Database.
  • A note indicates a 1 yr. Lock-IN Period.
  • The top right corner indicates the boxes are 3P Club Members.

Nirmit - Raju - Sri Ram / Back to HcP.

Kartavya - Inder - Abhi / Back to Kartavya

"GLOBAL RECRUITER"

19-12-2002

Enclosed find my Concept of Global Recruiter

  • what it should do
  • how it should work
  • how to position it

Our goal is

to make 3P a mega-brand

to make 3P "THE" industry-standard or "bench-mark" as for as Indian Recruitment Industry is concerned

to make 3P, "For Executive Search, Corporate India's First choice"

Global Recruiter will be a means to achieve these goals.

For this, Global Recruiter would have to be "ubiquitous" (everywhere, on every desktop). This can happen, only if Global Recruiter (application) is given away FREE - someday even pre-installed on every PC shipped out.

2/5

This is similar to Microsoft giving away free, "Internet Explorer", making IE the most popular browser in the world.

Obviously MS does not make any money on IE, but IE enables MS to earn tons of money elsewhere. IE gets subsidized by other Software-packages of MS.

For us, GR (Global Recruiter) would do same. It will help us make money elsewhere, eg:

Databank Search (May be reduced to 5% from 12%)

Headhunt (" " " 15% from 25%)

Resume Forwarding Service offered at Partner Cybercafes under "Operation Lock-In / JAWS" \} 25 \text{ np per resume per company}

Resume Sale (\text{Rs. 100} | \text{Rs. 200} | \text{Rs. 500}).

Global Recruiter would enable us to earn above-mentioned "revenues" by

being the largest resume database of WORLD.

being most "accessed" database of the WORLD.

3/5

by enabling Corporates to track/monitor their each/every recruitment process online

by reducing "Time to fill Position" by 50% in first phase \& 80% in Second phase

by enabling Corporates to drastically reduce their "recruitment-related" staff expenses.

by enabling Corporates to bring down their TOTAL cost of recruitment by 80% (Print Advt). (Video Interviewing)

by improving the "QUALITY" of executives being appointed

by dramatically improving the "QUANTITY" of executives being appointed in a given period

by enabling Corporates to Closely monitor "Compensation-Trends" (Industry wise/function wise/designation wise/age-wise/experience wise/edu. wise/region-wise etc. etc), in order to

  • negotiate more "equitable" salaries with Candidates without upsetting (internal) Apple-cart
  • re-structure "Compensation-Structure" from time to time to remain Competitive in job-market

4/5

by enabling Corporates to quickly mobilize/dismantle, work-force, thru more \& more of "Temporary staffing" (using agencies specialising in TEMPS). This will free the corporates from the clutches of draconian Labour-Laws! This will help Corporates to keep down their own "permanent-employee" strength (more "hire \& fire", which will increase the global competitiveness of Indian Companies). This will enable Corporates to quickly put-together "PROJECT-TEAMS" at a short notice.

by providing same "REACH" and same "LEVEL PLAYING FIELD" to even smallest Company, in the matter of recruitment, as currently available to only the large companies.

This would tremendously leverage the "competitive Advantage" of small companies.

In "GLOBAL RECRUITER", for the first time, even a small Company, NOW, have a TOOL which is more sophisticated \& powerful (\text{and free}) than what the largest firms have!

5/5

by enabling Corporates to remain at the cutting-edge of RECRUITMENT TECHNOLOGIES, without having to make huge, private investments in time/money without knowing the "risks of failure".

Such technologies, listed below, would be made available to all Companies thru Global Recruiter Web-Service:

  • Online TESTING / EVALUATION of candidates
  • Video-Interviewing from multiple locations
  • Universal Messaging System (Communicator Tool)
  • Collaborative working by colleagues
  • Online Tracking / Monitoring of Recruitment Processes
  • Broadcasting of Job Advt. across the Country
  • Manpower Budgetting / Forecasting / Personnel Folders
  • Job Descriptions / Skills Inventory / Training
  • Organisation - charting / Performance Appraisals
  • Job Advt. Composing / Candidate Alerts / Job Alerts
  • Use of TV cable Channels for job-advt.
  • Use of Knowledge-Bases / Artificial Intelligence
  • "Exclusive Pages" for Corporates \& Candidates.
  • Resume Blasting service (for Candidates)

Only our imagination would be the limitation of what we could do thru "Global Recruiter".

Let us launch it on 27^{\text{th}} June 2003 - my 70^{\text{th}} birthday.

Regards

GLOBAL RECRUITER MATRIX

19-12-2002

(This is a hand-drawn matrix used for analysis of recruitment variables. It cross-references attributes of the User Company and the Position to be Filled.)

User Company Attributes (Top Axis):

  • HEADHUNT
    • > 100
    • 11-100
    • \le 10
  • DATABANK
  • ADVT
  • POSITION
    • Top
    • Middle
    • Junior
  • REQUIREMENT
  • TECHNOLOGY
  • RESPONSE TIME
    • 180 days
    • 90 days
    • 30 days
    • 15 days

User Company Attributes (Left Axis):

  • Geographical Spread
  • Character
  • Size
  • Type

Position To Be Filled Attributes (Left Axis):

  • Position
  • Method (to be employed)
  • Requirement (No / year)
  • Technology
  • Response Time (Time to fill the Position)

(The inner cells of the matrix contain numbers (e.g., 1, 2, 3... 60) which link the corresponding attributes.)

19-12-02

(1)

How will "Global Recruiter" address following issues?

  • Sequential receipt of "Requests" from different locations to fill similar (identical) positions? Duplication of efforts?
  • Same candidate applying again \& again, every time Adv. appears?
  • In house (internal) availability of suitable candidates (Databank of existing staff \& past applicants, accessible to all locational HR managers - before shooting off Manpower Request / Advt ?]
  • Existing staff wanting "transfer" to different location (where Vacancy has arisen - but employee does not know).
  • Can "Local" HR managers be permitted to advertise for similar/identical Vacancies simultaneously? (Left hand not knowing what Right hand is doing!)

(The text is next to a graph that plots "Position To be Filled" (Senior, Middle, Junior Level) against "Geographic Spread of Company" (15/20 Locations, 4/5 Locations, Single Location).)

19-12-02

(2)

How will "Global Recruiter" address following issues?

  • For almost identical vacancies, "Local" HR managers may adopt different "Methods" - at the same time (Left Hand / Right Hand)
  • No centralized history of which method produced what (better or worse) results, at what location - and why. So local HR mgrs. may go on merely "experimenting" different methods at different times! A newly joined HR manager may start all over again, without looking-up Previous History of what (method) worked \& what did not.
  • Different location HR mgrs. engaging different "Executive Search" agencies or advertising in different newspapers, for similar / identical Vacancies - at same time.
  • Different (Location) HR managers, employing Same Agency or advertising in Same newspaper at vastly varying "Rates".

(The text is next to a graph that plots "Method To be Employed" (Headhunt, Databank Search, Advt) against "Geographic Spread of the Company" (15/20 Locations, 4/5 Locations, Single Location).)

19-12-02

(3)

How will "Global Recruiter" address following issues?

  • How to "pool" manpower requirements of different locations, without, in any way, slowing down, individual locational recruitment activities, as a result of such "centralization" attempt?
  • How to identify which vacancies of which units are to be sourced "Nationally" - and which vacancies are to be filled with local/regional candidates? "Method" will depend upon this analysis.

(The text is next to a graph that plots "Requirement of Manpower" (>100, 11-100, \le 10) against "Geographic Spread of the Company" (15/20 Locations, 4/5 Locations, Single Location).)

19-12-02

(4)

How will "Global Recruiter" address following issues?

  • If Global Recruiter is going to be a "Web-Service", how will it integrate with ERP / Simple Recruitment softwares already installed by some companies?
  • Can different locations (of a given company) have flexibility to adopt different technologies at Same time (Simultaneously-in parallel)? different technologies at different points of time (at same location)?
  • If different locations adopt different technologies, how can data (e.g.: Vacancies data/ Resumes Recd. data etc) be pooled together and into a single centralized DATABASE, for everyone to refer to and benefit from? - For some geographically spread companies, ability to look-up frequency distribution of gross compensations enjoyed by existing employees (Age/Exp./Edu./Designation/Function/Unit-WISE) is very critical before making an "Offer" to a candidate (Not to upset Apple-cart!)
  • Can there be a SIMPLE Version (\& Global Recruiter) for "Single location"
    • a ENHANCED " " " "4/5 location"
    • a ENRICHED " " " "15/20 location"

(with seamless migration/scalability?)

(The text is next to a graph that plots "Technology To be Employed" (Web-Service, Search Agencies, ERP Module, Simple Legacy System, Advt. on Websites, Advt. in Print, Word-of-Mouth) against "Geographical Spread of the Company" (15/20 Locations, 4/5 Locations, Single Location).)

19-12-02

(5)

How will "Global Recruiter" address following issues?

  • How can "Global Recruiter" ensure that "Time to fill a vacancy" does not grow/increase, with the increase in no. of locations? Obviously each location HR manager is under pressure to fill-up a vacancy as fast as he can, without being slowed down by bureaucratic processes/ approvals from any "CENTRAL" authority?
  • On the other hand, how can "Global Recruiter" speed-up entire recruitment process of 15/20 location companies, so that they can fill-up a position in half the time they are taking today? These are the companies with maximum bureaucratic processes and longest recruitment-cycles. These are also LARGE companies having LARGE recruitment programs. If "Global Recruiter" can help them cut the "Red-Tape" (of approvals/sanctions at every stage) without diminishing CENTRAL-CONTROL, and speed-up the process, there would be immediate "ACCEPTANCE". Once such LARGE/MULTI-LOCATION companies start using "Global Recruiter", it would be easy to convince others. Large \& also have the required "BUDGETS".

(The text is next to a graph that plots "Time To fill The Position" (180 days, 90 days, 30 days, 10 days) against "Geographic Spread of Company" (15/20 Locations, 4/5 Locations, Single Location).)

19-12-02

(6)

How will "Global Recruiter" address following issues?

  • Multi-nationals operating in India would, ideally, like to follow the same recruitment processes, which they follow in their HQ (Home country). eg: They would retain a Headhunting firm for TOP level positions. They may like to "OUT-SOURCE" work-related to JUNIOR positions or take on such staff on "contract" (Temporary" basis (eg: KELLY'S). So, for Multi-National Clients, "Global Recruiter" must offer such flexibility (Retainerships / part-time working / Remote-working from home / Temp. staffing / Hire \& Fire / No employer-employee relationship/ etc).
  • National (Domestic) Companies would want all TOP LEVEL position-filling decisions \& processes, Controlled for Corporate HQ and may want to decentralise MIDDLE/JUNIOR vacancy decisions/processes, once man-power approval is given.

(The text is next to a graph that plots "Position To be Filled" (Top Level, Middle Level, Junior Level) against "Character of the Company" (Multi-National, National, Regional).)

19-12-02

(7)

How will "Global Recruiter" address following issues?

  • Since there is no systematic compilation of recruitment Costs cover a long period of time, as applicable to "ADVERTISING" method, the general perception/belief is that "Headhunting" (as a process) is very expensive. So it would have to be a very important feature of "Global-Recruiter" to compile ELABORATE Cost-statistics (incl. time-costs of executives doing rating/conducting interviews etc) for each of the three "methods" employed. (Executive man-hour costs can be entered in the System as MASTERS - as also approx. Interview-Time per candidate). Only actual "out-of-pocket" expenses (eg. Media-Cost) need to be entered manually.
  • "Global Recruiter" must provide flexibility for any Company to use any "method" for any particular vacancy.
  • More-often-than-not, a Company would want to use a combination of any TWO, (or even all the 3) methods, simultaneously, for a given Vacancy! It may "advertise" in HINDU \& TIMES, give Databank search assignment to PSS \& 3P and give non-exclusive Headhunt assignment to BOYDEN \& ABC!! - for same Vacancy!

(The text is next to a graph that plots "Method To be Employed" (Headhunt, Databank Search, Advt.) against "Character of the Company" (Multi-National, National, Regional).)

19-12-02

(8)

How will "Global Recruiter" address following issues?

  • Generally speaking Multi-nationals \& Regional companies recruit very few people. National companies recruit most people.
  • Hence features of "Global Recruiter" should be targetted to "National" Companies (Business India 500?).
  • A regional company with a very small annual manpower requirement may not have an HR manager or that HR manager also looks after the recruitment.
  • Regional companies having small manpower needs, will not want to invest in a sophisticated/expensive "Recruitment Software Package". But, they would be interested in a reasonably priced "HR Software" package, where most features/emphasis is on:
    • Personnel Folders maintenance/Updation/Increment-Termination-Appointments.
    • Annual Rewards administration/Bonuses-Incentives.
    • Performance Appraisal
    • Absenteeism/Leave Histories
    • Perks/Benefits/Retirement/PF/Gratuity
    • Payroll/ESIS/TDS/Annual Report Data.

(The text is next to a graph that plots "Requirement of Manpower / Year" (>100, 11-100, \le 10) against "Character of the Company" (Multi-National, National, Regional).)

19-12-02

(9)

How will "Global Recruiter" address following issues?

  • For getting all the companies "interested", Global Recruiter must not restrict the technologies that a Company might wish to employ. If anything, Global Recruiter should facilitate using of multiple technologies (- except, perhaps, "WORD-OF-MOUTH"!)
  • By offering such facility/flexibility (in use of multiple technologies), Global Recruiter would open-up parallel paths for National/Regional Companies - paths which they have never "explored" before. For the first time, by using Global Recruiter's Web-based Service, they can harness the true power of technologies, at the click of a button!
  • Let "Global Recruiter" be "THE GREAT LEVELLER" by offering, for the first time, a LEVEL PLAYING FIELD to all, irrespective of Company Size/budget.

(The text is next to a graph that plots "Technology To be Employed" (Web-Service, Search Agencies, ERP Module, Simple Legacy System, Advt. on Websites, Advt. in Print, Word-of-Mouth) against "Character of the Company" (Multi-National, National, Regional).)

19-12-02

(10)

How will "Global Recruiter" address following issues?

  • In New Economy, only those companies can expect to survive (\text{and if lucky, grow}), who take decisions fast, and also implement those decisions - even faster!
  • In most Companies, Recruitment is one of the SLOWEST process (end-to-end).
  • Irrespective of their "character", all companies, once they have taken a decision to recruit/hire, want their man "yesterday"!
  • When it comes to Manpower, HR managers and TOP management, are notoriously poor planners. They wake-up at the last minute (\text{of course, this works to the advantage of Staffing Agencies!} )
  • Therefore "Global Recruiter" must automate/speed-up following processes:
    • Manpower Budgeting \& Sanction
    • Composing Job Advt. (Man-specifications/Job Descriptions)
    • Broadcasting Job-Advt. and/or use of other Methods/Technologies
    • Receiving/Rating of Resumes/Creating a Searchable database/Search/engine shortlisting
    • Organising Interviews (Collaborative/online process)/Sending out Call-letters/Confirmations
    • Conducting Interviews (Telefone or online from multiple locations)/Online Assessment/Evaluation
    • Online Salary negotiations (Chat/IM feature)/Issue of Appointment letters (Draft/final)
  • In short "Global Recruiter" should enable the Recruitment Manager, to bounce-the-ball to user Dept/Advt Agency/Search Agency/Top Mgmt/Candidate/Interview-Expert/Websites/Printers etc.etc, never allowing the ball to stay in his court for more than 1 hour at the most!!

(The text is next to a graph that plots "Time To fill The Position" (180 days, 90 days, 30 days, 10 days) against "Character of the Company" (Multi-National, National, Regional).)

19-12-02

(11)

How will "Global Recruiter" address following issues?

  • A large company would have more Top-level positions to be filled.
    • a medium company " " " Middle " " " "
    • a small company " " " Junior " " " "
  • Print/Website Advts. produce POOR response to TOP level vacancies. These have to be headhunted (from amongst PASSIVE jobseekers) by staffing Agencies. As far as small companies are concerned, they find it very difficult to attract Competent executives for TOP level positions - even when they go thru Executive Search firms \& offer very attractive salaries. This is because, no one has heard about that "small" company (no "market-standing" / "market-reputation").
  • Can "Global Recruiter" do something to impart a high "Market-standing / market-reputation" to medium/small companies, whereby they too can attract good "talent"? eg: Using Global Recruiter, advertise on multiple websites (Subscription fees included in Global Recruiter) along with comprehensive "COMPANY-PROFILE"? Broadcasting vacancies \& Medium/Small firms, thru JAWS, to thousands of Cyber-cafes/newspapers etc? Broadcasting their Vacancies, thru JAWS, would enable Medium/Small firms to build-up a "Market Image / Brand-Equity" thru better "Recall-value".

(The text is next to a graph that plots "Position To be Filled" (Top Level, Middle Level, Junior Level) against "Size of the Company (Turnover/Staff Strength)" (Large, Medium, Small).)

How will "Global Recruiter" address following issues?

  • Large Companies, anyway, use all 3 methods. Can "Global Recruiter" make it possible (easy/cheap, for medium/small companies to start using:
    1. Headhunt
    2. Databank Search ? Then only, they can be tempted to subscribe to "Global Recruiter's" Web-service.

ANSWER

  • By advertising their vacancies on multiple websites (Subscription having been built into Global Recruiter), over a period of time, medium/small companies too can build-up a large (online) database of resumes, which they can access/search, directly on their own, at anytime. This is their own, "private" database. So, even as they (Medium/Small) are creating a strong brand-image thru their multiple advts, they are building-up a "Databank".
  • We cannot grant "direct" open access to our Non-Member Database to the subscribers of "Global Recruiter" (to conduct their own headhunt amongst passive jobseekers), but we can automatically link their (Top) level vacancies with our Non-Member Database & flash following message to the subscriber:
    • "Dear Subscriber: We wish you luck with your job-advt, but in case You fail to get good response, we, at BP, have \square no. of Senior Executive-Names, in our headhunted database, whom we can approach on your behalf, should you decide to retain us for filling this Vacancy"

(19-12-02, Circled 13)

How will "Global Recruiter" address following issues?

  • It is obvious that large Companies will have large manpower needs and small companies will need a few people.
  • Large companies would also have, lengthy/complex recruitment-processes involving - many steps/stages/forms/approvals/agencies - both internal/external/methods/technologies/existing, perhaps well-documented manual processes/etc.
  • In large companies, Same or Similar Vacancies occur again & again, after a lapse of a few months, due to expansion/resignations/retirements etc etc.
  • For only a few vacancies per year, small/medium Companies, do not want to institute elaborate lengthy recruitment process - whether online or offline. They like to fill their (few) vacancies, in few/simple/quick steps.
  • Therefore "Global Recruiter" should enable such small/medium companies to "by-pass" what, for them are "UNNECESSARY/UNWANTED", steps. Therefore "Global Recruiter" should clearly list-out, input screens, which are MANDATORY and those which are OPTIONAL. This will simplify their life. Only then, they would be tempted to subscribe to "Global Recruiter". Otherwise the sheer Complexity of "Global Recruiter" would frighten them!

How will "Global Recruiter" address following issues?

  • Since "Size of Company" is closely correlated to the "Geographical Spread" of a company, most of the comments mentioned on \square also apply here.
  • Large Companies are having better penetration of Computers & Internet (as compared to Medium/Small Companies) and better awareness of benefits of IT. As a result, large companies are also more willing to "explore" IT-based solutions, to improve their employee-productivity.
  • Medium Companies want to grow "Large" but daunted by the investments required to be made in "IT-based Solutions", even when they intuitively know that such solutions would enable them to increase their employee-productivity and thereby grow "Large".
  • So, we must position "Global Recruiter" as a very LOW COST, IT-based, productivity-enhancing tool, which a medium/small company can install within 2 days, which, as for as recruitment process is concerned, would put them in the BIG LEAGUE, without having to spend a million and without having to set-up a technical dept. for maintaining a complicated system.

How will "Global Recruiter" address following issues?

  • Large Companies are also likely to geographically-most dispersed - hence comments on \square apply to this case as well.
  • By their very bureaucratic nature, Large Companies tend to have "longer" recruitment Cycles - usually 90 days to 180 days.
  • Therefore Global Recruiter must position itself as a "SERVICE" (not a product) solution that promises to reduce this cycle time to 30 days or less - and lives up to that promise.

HOW ?

  • By making this Web-based "Service", much like a Conveyor-Belt. Once actuated/set in motion, it must keep moving, till a Vacancy gets filled. Along the Conveyor-Belt, there are many "Work-stations" manned by, User Dept. Approving Authority Search Agency Raters Negotiators Advt. Agency Media (Print) Websites Interviewers etc. etc.
  • Under present system, any of these Work-stations, can STOP the belt and keep it STATIONARY (bringing the process to a standstill) for any length of time (just by delaying the "action" required to be taken by that Work-station). So, the total cycle stretches to 180 days!

(Cont. on next page)

However,

"Global Recruiter" would have "ALARMS" built into it.

For each work-station, a "STANDARD-TIME" will be/can be set by the Concerned Authority. As soon as any work-station exceeds this pre-set "Standard Time", an alarm will go off (email ?), alerting the AUTHORITY that

The Conveyor-belt has stopped

It is stopped by Work-station XYZ!

On the "mimic diagram" (Wizard ?), this work-station would light-up in RED! Any stoppage of work-flow (beyond preset time), would immediately raise an alarm.

For each & every vacancy/position, the Authority would be able to see/view the work-flow, in much the same way as the CONTROL-CABIN is able to track/monitor the movement of a train on the tracks, along the entire route.

By clicking on the concerned work-station's icon/symbol, the reviewing authority will get instantly Connected by telephone/email etc. (may be by Instant Messenger-chat).

Some Vacancies may be like a "Mail-Train", which does not stop at every station on the track, but only certain stations. So the STOPS, for each vacancy will be figured-out in advance by the USER DEPT or by AUTHORITY "User Depts" being concerned/affected parts may monitor the process, for their respective vacancies. 30 DAYS MUST BE ACHIEVED!

How will "Global Recruiter" address following issues?

  • Irrespective of the "Type" of a Company, there are bound to be TOP/Middle/Junior positions - only the ratios will change. Similarly, there will be differing "SPANS-OF-CONTROL" depending upon the "Type".
  • At one end, in Virtual companies, one can expect fewer and unique positions, whereas in the Hardcore Mfg. companies, one can expect many more & similar positions. Hardcore Mfg. Companies may need a whole gamut of "functionaries" (Mfg./Sales/Mktg./Design/Service/Finance/Resource/Admin/Materials/Logistics etc. etc.). A Virtual Company may have a few functions. Hardcore Mfg. may have SBU's/Product Groups spread across the country.
  • All over the world, there is a clear shift from Hardcore Mfg to Service Industries. This is more so in developed countries & less in developing countries. Developed countries want to shift their "smoke-stack" mfg. to low-cost countries, leaving them to focus on "Services".
  • Still, at present, in India, maximum Recruitment seems to be taking place in Service Industries such as, Retailing/Telecom/ITES/Power/Financial Services/Insurance/Hospitality/Health Services/Software/Networking etc. etc. These Companies want to carry out "MASS-RECRUITMENT" at short-notice.

ANSWER

  • Global Recruiter must enable multiple IDENTICAL vacancies to be filled at various CITIES, simultaneously, thru collaborative efforts of SEVERAL teams, working in PARALLEL.

How will "Global Recruiter" address following issues?

  • In India, private-sector, Service industries came-up only during last decade. Same is true of "Executive-Search" firms. These came up in last 10 years.
  • So, recruitment-processes, across all types of Industries, were largely ADVT-based.
  • Here, Recruitment Managers, got a lot of "importance" & built their "empires".
  • Advt. Agencies & Recruitment Managers, have a vested interest in continuation of "STATUS-QUO", Viz: Continue to "Advertise" in print-media.
  • Websites came-up as alternate "Advertising Media" only in last 2/3 years (and they don't give kick-backs & no Advt. Agency needed!)
  • Even those companies which have started advertising on websites, do not create a "Databank" of resumes received, for offline searching/sorting.

ANSWER

"Global Recruiter" must allow

  • Ad. Agency send back layout for approval Approval of layout/media-plan/cost Release ADVT to Newspapers
    • \rightarrow \rightarrow \rightarrow \rightarrow \rightarrow \rightarrow \rightarrow \rightarrow to Websites
  • All "communications" shall be by email/fax/chat & recorded (for proof).
  • Online "Composing" of Advt & online creation of "ART-WORK/LAYOUT/MEDIA-PLAN.
  • Call media-related info/data must be in Soft-coded MASTERS, for instant calculation of Media-costs. WIZARD-based flexible work-flow, where "workstations" can be dropped or added.

How will "Global Recruiter" address following issues?

  • Today hardcore mfg. Companies sector is the biggest employer but "service industries" are catching up fast & may even overtake "Mfg" sector. ITES/BPO/Software are driving the Service sector.
  • By nature, "Service" industries/companies will be, far more geographically spread (Many locations) than "Mfg" industries. Some of these companies (e.g.: Reliance/Bharti/Petroleum Product retailing etc.) may have hundreds/thousands of "Retail" outlets, each employing < 25 persons - even as low as 5 persons.
  • It is very likely that recruitment of staff to man these outlets will be "centralized", at Corporate HQ.

ANSWER

  • Global Recruiter should provide a feature/flexibility to process, a consolidated/centralised initiation of a requirement covering multiple positions, for multiple locations.
  • Most likely "Methods" being employed will be:
    • Campus Recruitment (Call-centres etc)
    • Website Advts
    • Print Advts
    • Databank Search
  • Using "JARS", broadcasting of such positions to
    • Thousands of Cybercafes
    • Hundreds of Small/local Newspapers
    • TV channels
    • Would have to be an ESSENTIAL feature.

How will "Global Recruiter" address following issues?

  • By their very Technology (Internet) nature, Virtual (Dotcom) Companies are likely to be the "early adopters" of "Web-service based Recruitment solution", even though, their manpower needs may be small. Next to adopt "Web-service" approach would be, Software Companies/Networking Co's/TELCO's/Call-centres/ITES etc. which are likely to be Computer/Internet driven.
  • So, if we finally decide to make "Global Recruiter" a Web-service, then the above mentioned companies should be our first targets. They are most likely to appreciate our offering and most-willing to "Experiment". Trying out new technologies, is in their very nature. Perhaps this is one of the reasons, "LET Infocom" has shown interest for a dialogue with us.
  • So, it is very important for us to convince "LET Infocom" of "Web-service" concept. Perhaps "Global Recruiter Web-service", could, very well integrate with LETNet (the LETs own Intranet) - which may make it very easy for LETs for-flung factories/regional offices/branches, to "initiate" (Kick-in) the Global-Recruiter Conveyor-Belt, directly on their own, from their own remote locations.
  • They don't have to build a Separate "infrastructure" for this purpose, nor depend upon local dial-up connections. This is what makes this PILOT project so important for the success of Global Recruiter.

How will "Global Recruiter" address following issues?

  • As compared to Hardcore Mfg. companies, the "Service Ind." & "Virtual" companies, move much faster (both in mobilizing & dismantling human-resources). They also "outsource" many of their "business-processes" in order to keep fewer people on their own payroll. In course of time, they will largely depend on "Temporary-staffing" agencies such as KELLYS. They will tend to "hire & fire" without labour-laws restrictions.
  • They will want to "hire" with the same speed with which they give out "PINK-SLIPS"! They would want people/staff, available on the "Top 50".
  • These companies do NOT even fit onto this chart, since their "Time to fill position" may well be 5 days!

ANSWER

  • Global Recruiter should be able to "broadcast" the manpower-needs of such Companies, within 4 hours, to Colleges/Conf. Edu. Institutes/Websites having Lakhs of resumes/Cybercafes around the country - asking them to apply Online (maybe even TV channels thru Cable Operators - who act as "Aggregators" of TV channels).
  • Next big thing, "Global Recruiter" should provide (in future version ?) "VIDEO-INTERVIEWING/EVALUATION" capability, where Candidates can Sit Infront of a Webcam mounted on a PC in a Cybercafe (obviously one of our partner Cybercafes!) & client can Interview him from his office. (It is stupid to make people travel hundreds of miles for an Interview we must create revenue-model for Cybercafes so we can have a % share of that revenue!!).

How will "Global Recruiter" address following issues?

  • It is obvious that we cannot offer different versions of Global Recruiter, depending upon "Positions to be Filled" or "Methods to be Employed". Client would want just ONE version that takes care of all "combinations" of Positions/Methods - even though, by-and-large, he would use only one method for one level.
  • Shown here are only "Broad" classifications for Methods/Levels. In reality, there may be more, so such flexibility should be provided.
  • Irrespective of "Position" or "Method" employed, both the Immediate client (Central Personnel Dept.) and the Ultimate client (The user dept.), would most certainly like to track/monitor the progress of each & every "request". They would want to "Trace" the work-flow & find out where exactly it has got stuck.

ANSWER

  • As in case of our OES, the "Global Recruiter" would need to have some feature like "Scheduler", so that the Monitoring Authority can, at anytime - and at a glance - see all pending work with any of the "Agencies" involved in workflow.

How will "Global Recruiter" address following issues?

  • Top level positions (to be filled) in any Organisation, are few and mostly, given out for Headhunting to Executive-Search firms. It is a time-consuming/slow process & clients/companies are prepared to wait for 3/6 months for candidates to join. There may be as many as 6/8 rounds of interviews/meetings.
  • As we go down the "hierarchy" ladder, the no. of Vacancies increase. There is also pressure from END-USER DEPTS., to fill such positions faster. At middle levels, usually there are 2 rounds of interviews - the preliminary & the final.
  • At "Junior/Entry/Trainee" level, the speed further increases, with, mostly just one round of interview - often at the Campus, very often accompanied by oral/written TESTS, for purpose of "elimination" - since response (no. of applicants) is huge.

ANSWER

Global Recruiter must permit

  • Multiple rounds of interviews
  • Written Tests (online/offline)
  • Capturing candidate Data in each Company's own/unique APPLICATION-FORM (often printed)
  • Capturing Candidate Evaluation/Assessment (often in Company's own Printed form)

(CONT.)

  • Rating applications received (Online/Offline) for shortlisting as
    • A - Excellent
    • B - Good
    • C - Acceptable
    • R - Rejected
    • P - Not suitable for advertised position but having potential
  • Preparing "city-wise" shortlists of A/B/C categories to fix-up city-wise Interview-Schedules, where candidates from surrounding cities/towns maybe called. Interview Teams will be sent to such cities & venues could be "Hotels". Entire process may get spread over a month - This is especially true of GET interviews at many College-campuses.
  • Can we get "Interviewers" to capture their "Assessment/EVALUATION" using "MAGIC PEN" (Logitech) & special pre-printed forms, which can be subsequently downloaded into "Global Recruiter" when the Teams return to HQ?
  • Automated/online compilation of "what Salary-break up to offer"? based on
    • Candidate's current Gross & detailed "break-up"
    • Candidate's "expected" salary + 10%/+20% + 30% over what he is getting
    • Fitting candidate's "expected salary" into Company's own compensation-structure & working backwards to work-out, item-wise details. Gross Vs Basic Salary graphs can be generated & used as "READY-RECKONER".

[Image showing a graph on the top right, with "Position to be Filled" (Top Level, Middle Level, Junior Level) on the Y-axis. Below the text, there is a graph showing Salary components (Basic, Soldo, HRA/etc., Gross) on the Y-axis vs. Manpower Requirement/year (<10, 11-100, >100) on the X-axis.]

How will "Global Recruiter" address following issues?

  • I have already observed earlier that "Search Agencies" are likely to be used for "TOP" level positions. Their survival/growth/success depends upon their own private/secret "NON-Member Databases" of passive job-seekers, assiduously compiled & updated all-the time.
  • "Search Agencies", are, therefore, not "TECHNOLOGY", but a METHOD/SOURCE (of database).
  • Should Global Recruiter's role be restricted to "broadcasting" TOP level requirements to such "Search Agencies" ? OR Should we give "Global Recruiter" a database of Industries & Companies, so that, the Client can ask the Search-Agencies to "source/search" executives from specific "Industries" or even specific "Companies" ?

ANSWER

  • In our Compiler Tool, we have compiled names of some 28000 companies falling under some 200+ Industries. This Knowledge-base, should form a part of Global Recruiter, so that, while referring "Search Assignment" or "Enquiries" to Search-agencies, the client/subscriber can click on names & companies, from which to find/locate candidates.
  • Working in the background, our Member database can produce/throw-up a list of PEN (Short-display Long display). As far as our NON-MEMBER database is concerned, it will list the "designations" of the executives working in the SOURCE-COMPANY, without revealing their names. From both of these "short-lists", client/subscriber will create a "shopping-cart".

How will "Global Recruiter" address following issues?

  • As far as "Time to fill Position" is concerned, graph (A) should move down to become Graph (B). By only quantifying the "GAINS", can we prove the superiority of "Global Recruiter" and win over the skeptics. Such actual dramatic downword shifts on the screens of a few "early adopters" can become our strongest USP/reference.

Current Situation (A)

ANSWER:

  • Global Recruiter must be in a position to automatically compile "Time to Fill"-vacancy statistics & automatically generate these curves. Thereafter these GRAPHS will do all our selling!

Situation 6 months after installation of "GLOBAL RECRUITER" (B)

How will "Global Recruiter" address following issues?

  • Obviously "Headhunt" as a "method" is not suited for recruiting large no. of executives (with exception of RELIANCE?).
  • Global Recruiter should have a provision where Companies (Subscribers) can enter data about their enterprise:
    • Their actual recruitments (appointments) (position level wise) for last 3 years & average time taken to fill each vacancy.
    • Their actual Staff strength for each staff position, at the beginning/end of each year.
    • Their actual "Separations" (resignation/retirement/death/VRS) for each category of staff during each of last 3 years.
  • Based on these figures, Global Recruiter can figure-out/predict, the no. of vacancies in each cadre/category that would arise and required to be filled. (FORECASTS/TREND PROJECTIONS/REVEALING PAST PATTERNS & EXTRAPOLATING).
  • Based on these, it would recommend METHODS to be employed as also most likely, end-to-end CYCLE-TIMES. It may even recommend Print media or websites on which to advertise.
  • As each client/subscriber uses Global Recruiter for 2/3/5 years, statistics, should get automatically compiled. The longer the period and more the statistics, the better will be Global Recruiter's "FORECASTING" ability!

How will "Global Recruiter" address following issues?

As a "Technology solution, Web-service will cater to all 3 Methods.

  • A Corporate needs a "Recruitment Solution" that does not confine him to a particular "Method" or a particular "Technology".
  • In fact, he wants a Solution that would, Permit him to add (in course of time),
    • new methods (e.g. advt. on TV channels thru local/national CABLE OPERATORS)
    • new technologies (e.g. Universal Messaging System to Contact Candidates)
    • new collaborations (e.g. Online testing of candidates using "Brainbench")
    • new Systems (e.g. Video-interviewing of candidate from several locations Simultaneously)
    • new Knowledge-Bases (e.g. Keywords which are unique/peculiar to his business)

ANSWER

  • Being a Web-service, backed by 3P's domain expertise/Knowledge Bases, we would, every 6 months, add one of the above-mentioned features & market as a NEW VERSION.

How will "Global Recruiter" address following issues?

  • The situation is identical to (28) and same arguments apply.

How will "Global Recruiter" address following issues?

  • Thousands of Companies have released LAKHS of job-advts in print (\& recently on websites) over last ten years and (may be) 50 million job-seekers must have submitted their resumes against all these advts.
  • There is neither a database of
    • These (thousands) of Companies, OR
    • These (Lakhs) of job-advts, OR
    • These (Millions) of job-seekers.

ANSWER

  • By giving away, the FIRST YEAR'S subscription FREE to all Companies, we can hope/expect to build-up such a massive database.
  • Each Company we can access/view, its OWN candidates (Those who have applied online against that company's job-advt) in full, but,
  • The Company can also see/view/access database of other Companies' resumes, without Candidate identity/contact info! only PEN, with resumes, without contact info with short display/long display.
  • Once this happens, they could have no need to advertise in newspapers anymore!
  • Anyone - but anyone - who is even remotely likely to "apply" against their advts, is already Searchable" in Global Recruiter's RESUME DATABASE of millions - making ours, WORLD'S LARGEST RESUME DATABASE!

How will "Global Recruiter" address following issues?

  • The greater the no. of Vacancies to be filled (in a year), the shorter must be the "Time to fill the Vacancy". Otherwise, as a Company grows (\& its manpower needs to grow), it would need an army of Recruitment Managers/Raters/Interview Experts/Support staff etc. and still find that, at the end of the year, there is a growing backlog of "unfilled" Vacancies. Obviously, this cannot be a satisfactory solution.

ANSWER

  • By automating processes - and carrying out all recruitment related processes ONLINE and by distributing these automated online processes amongst collaborative partners (Agencies/Work-stations), and/by online ALARM System & online SCHEDULER/REMINDERS (for each work-station) and by setting pre-determined "STANDARD TIMES" for completion of each Task at each work-station,
  • GLOBAL RECRUITER should enable a large Company to recruit a 1000 executives in LESS time as compared to time they were taking to recruit 10 executives using current manual system.

How will "Global Recruiter" address following issues?

  • "Time to fill a Vacancy" depends a lot on "Technology" employed.
    • "Print Advts" are yesterday's technologies (\rightarrow 90-180 days).
    • "Website Advts" are current technologies (\rightarrow 30-90 days).
    • Own "Resume Database" (if built-up over last 10 years from all the responses received) Search (\rightarrow 15-30 days).
    • 3P's web-based Resume Database Search Coupled with Global Recruiter's Web-Service features (\rightarrow 5-10 days).

ANSWER

  • Hardly any company has built-up its own resume database - and even if some company did attempt, they soon found that such a database got "obsolete" very fast & most of those who had applied in the past were simply "untraceable" - so building up such a "Private" resume database was a huge waste of time & money.
  • GLOBAL RECRUITER, will ensure "Up-to-date" ness of its Online resume database thru:
    • Edit your resume emails
    • Job-Alerts
    • candidate's own "Exclusive Page" where he can see entire HISTORY
    • Online Resume Blocking facility (e.g. thru operation "LOCK-IN").

How will "Global Recruiter" address following issues?

  • Sequential receipt of "Requests" from different locations to fill similar (identical) positions? Duplication of efforts.
  • Same candidate applying again & again, everytime Ad. appears?
  • In house (internal availability of suitable candidates? Databank of existing staff & past applicants, accessible to all locational HR managers - before shooting off Manpower Request/Advt?).
  • Existing staff wanting "transfer" to different location (where Vacancy has arisen - but employee does not know).
  • Can "Local" HR managers be permitted to advertise for similar (identical) Vacancies Simultaneously? (Left hand not knowing what Right hand is doing!).

How will "Global Recruiter" address following Issues?

  • For almost identical vacancies, "Local" HR managers may adopt different "methods" - at the same time (Left Hand/Right Hand).
  • NO centralised "history" of which method produced what (better or worse) results, at what location - and why? So local HR mgrs. may go on merely "experimenting" different methods at different times! A newly joined HR manager may start all over again, without looking-up previous "History" of what (method) worked & what did not.
  • Different location HR mgrs. engaging different "Executive Search" agencies or advertising in different newspapers, for similar/identical vacancies - at same time.
  • Different (Location) HR managers, employing Same Agency or advertising in Same newspaper at Vastly Varying "Rates".

How will "Global Recruiter" address following issues?

  • How to "pool" manpower requirements of different locations, without, in any way, slowing down, individual locational recruitment activities, as a result of such "centralization" attempt?
  • How to identify which vacancies of which units are to be sourced "Nationally" - and which vacancies are to be filled with local/regional candidates? "Method" will depend upon this analysis.

How will "Global Recruiter" address following issues?

  • If "Global Recruiter" is going to be a "web-service", how will it integrate with ERP/simple Recruitment softwares already installed by some companies?
  • Can different locations (of a given Company) have flexibility to adopt:
    • different technologies at same time (simultaneously-in parallel)?
    • different technologies at different points of time (at same location)?
  • If different locations adopt different technologies, how can data (e.g. Vacancies data/Resumes Recd data etc) be pooled together & into a single centralized DATABASE, for everyone to refer to and benefit from? For some geographically spread companies, ability to look-up "frequency distribution" of Gross compensations enjoyed by existing employees (Age/Exp/Edu/Designation/Function Unit - WISE) is very critical before making an "Offer" to a candidate (Not to upset Apple-cart!).
  • Can there be a SIMPLE Version (of Global Recruiter) for "Single Location"?
    • an ENHANCED " for "4/5 location"?
    • an ENRICHED " for "15/20 location"?

(With seamless migration/scalability?)

Would you like me to synthesize the key proposed features of the "Global Recruiter" solution, such as the use of a Scheduler and Alarms, or the plan for building a large resume database?

How will "Global Recruiter" address following issues? (5)

How can "Global Recruiter" ensure that "Time to fill a vacancy" does not group/increase, with the increase in no. of locations? Obviously each location HR manager is under pressure to fill-up a vacancy as fast as he can, without being slowed down by bureaucratic processes/approvals from any "CENTRAL" authority?

On the other hand, how can "Global Recruiter" speed-up entire recruitment process of 15/20 location companies, so that they can fill-up a position in half the time they are taking today? These are the companies with maximum bureaucratic processes and longest recruitment-cycles. These are also LARGE companies having LARGE recruitment programs. If "Global Recruiter" can help them cut the "Red-Tape" (of approvals/sanctions at every stage) without diminishing CENTRAL-CONTROL, and speed-up the process, there would be immediate "acceptance". Once such LARGE/MULTI-LOCATION companies start using "Global Recruiter", it would be easy to convince others. Large \mathbb{E}s also have the required "BUDGETS".

Graph Axes:

  • Y-axis: TIME TO FILL THE POSITION (180 days, 90 days, 30 days, 10 days)
  • X-axis: GEOGRAPHIC SPREAD OF COMPANY (15/20 Locations, 4/5 Locations, Single Location)

How will "Global Recruiter" address following issues? (6)

Multi-nationals operating in India, would, ideally like to follow the same recruitment processes, which they follow in their \mathbf{HQ}/Home country. eg:- They would retain a "Headhunting" firm for TOP level positions. They may like to "OUT-SOURCE" work-related to JUNIOR positions or take on such staff on "CONTRACT/Temporary" basis (eg: KELLYS). So, for Multi-National Clients, "Global Recruiter" must offer such flexibility (Retainerships / Part-time Working / Remote-working from home / Temp. staffing / Hire \& Fire / NO employer-employee relationship etc).

National (Domestic) Companies would want all TOP LEVEL position-filling decisions \& processes, controlled by Corporate \mathbf{HQ} and may want to decentralise MIDDLE/JUNIOR vacancy decisions/processes, once man-power approval is given.

Graph Axes:

  • Y-axis: POSITION TO BE FILLED (TOP LEVEL, MIDDLE LEVEL, JUNIOR LEVEL)
  • X-axis: CHARACTER OF THE COMPANY (Multi National, National, Regional)

Graph Axes:

  • Y-axis: CHARACTER OF COMPANY (Multi-National, National, Regional)
  • X-axis: POSITION TO BE FILLED (Senior, Middle, Junior)

How will "Global Recruiter" address following issues? (7)

Since there is no systematic compilation of recruitment Costs cover a long period of time as applicable to "ADVERTISING" method, the general perception/belief is that "Headhunting (as a process) is very expensive". So it would have to be a very important feature of "Global-Recruiter" to compile ELABORATE Cost-statistics (Inclu. time-costs of executives doing "rating/conducting/interviews etc) for each of the three "methods" employed. (Executive man-hour costs can be entered in the system as MASTERS - as also approx. "Interview-Time" per candidate). Only actual "out-of-pocket" expenses (Eg. Media-Cost) need to be entered manually.

"Global Recruiter" must provide flexibility for any Company to use any "method" for any particular vacancy.

More-often-than-not, a Company would want to use a combination of any TWO (or even all the 3) methods, simultaneously, for a given Vacancy! It may "advertise" in HINDU \& TIMES, give Databank search assignment to PSS \& 3 \mathrm{P} and give non-exclusive Headhunt assignment to BOYDEN \& ABC !! - for same Vacancy!

Graph Axes:

  • Y-axis: METHOD TO BE EMPLOYED (HEAD HUNT, DATA-BANK SEARCH, ADVT)
  • X-axis: CHARACTER OF THE COMPANY (Multi-National, National, Regional)

Graph Axes:

  • Y-axis: CHARACTER OF COMPANY (Multi-National, National, Regional)
  • X-axis: METHOD TO BE EMPLOYED (Headhunt, Databank Search, Advt.)

How will "Global Recruiter" address following issues? (8)

Generally speaking Multi-nationals \& Regional companies recruit very few people. National companies recruit most people.

Hence features of "Global Recruiter" should be targeted to "National" Companies (Business India 500?).

A regional company with a very small annual manpower requirement may not have an HR manager or that HR manager also looks after the recruitment.

Regional Companies having small manpower needs, will not want to "invest in a sophisticated/expensive "Recruitment Software Package."

But, they would be interested in a reasonably priced "HR software" package, where more features/emphasis is on:

  • Personnel Folders maintenance/updation/Increment-Termination-Appointments.
  • Annual Rewards administration/Bonus-Incentives.
  • Performance Appraisal.
  • Absenteeism/Leave Histories.
  • Perks/Benefits/Retirement/PF/Gratuity.
  • Payroll/ESIS/TDS/Annual Report Data.

Graph Axes:

  • Y-axis: REQUIREMENT OF MANPOWER/YEAR (\ge 100, 11-100, \le 10)
  • X-axis: CHARACTER OF THE COMPANY (Multi-National, National, Regional)

Graph Axes:

  • Y-axis: CHARACTER OF COMPANY (Multi-National, National, Regional)
  • X-axis: Manpower Requirement/Year (\le 10, 11-100, \ge 100)

How will "Global Recruiter" address following issues? (9)

For getting all the Companies "interested", "Global Recruiter" must not restrict the technologies that a Company might wish to employ. If anything, Global Recruiter should facilitate using of multiple technologies (except, perhaps, "WORD-OF-MOUTH"! )

By offering such facility/flexibility (in use of multiple technologies), Global Recruiter would open-up "parallel" paths for National/Regional Companies - paths which they have never "explored" before. For the first time, by using Global Recruiter's Web-based Service, they can harness the true power of technologies, at the click of a button!

Let "Global Recruiter" be THE GREAT "LEVELLER" by offering, for the first time, a LEVEL PLAYING FIELD to all, irrespective of Company Size/budget.

Graph Axes:

  • Y-axis: TECHNOLOGY TO BE EMPLOYED (Web Service, SEARCH AGENCIES, ERP MODULE, Simple Legacy System, ADVT. ON WEBSITES, ADVT. IN PRINT, WORD OF MOUTH)
  • X-axis: CHARACTER OF THE COMPANY (Multi-National, National, Regional)
  • Note: The Y-axis has vertical bars drawn indicating the applicability of technologies across the company types.

Graph Axes:

  • Y-axis: Character of Company (Multi-National, National, Regional)
  • X-axis: Technology To be Employed (Web service, Search Agencies, ERP Module, Simple software, Ads on Websites, Ads in Print, Word-of-Mouth)

How will "Global Recruiter" address following issues? (10)

In "New Economy", only those companies can expect to survive (\& if lucky, grow), who take decisions fast and also implement those decisions - even faster!

In most companies, Recruitment is one of the SLOWEST process (end-to-end).

Irrespective of their "character", all companies, once they have taken a decision to recruit/hire, want their man "Yesterday"!

When it comes to Manpower, HR managers \& TOP management are notoriously poor planners. They wake-up at the last minute (of course, this works to the advantage of Staffing Agencies!)

Therefore "Global Recruiter" must "automate/speed-up" following processes:-

  • Manpower Budgeting \& Sanction
  • Composing "Job Advt" (Man-specifications/Job Descriptions)
  • Broadcasting Job-Advt and/or use of other "Methods/Technologies"
  • Receiving/Rating of Resumes/Creating a Searchable database/search-engine shortlisting
  • Organising Interviews (Collaborative online process)/Sending out "Call-letters" Confirmations
  • Conducting Interviews (offline or online from multiple locations)/online "assessment/evaluation"
  • Online salary negotiations (CHAT/IM feature) \& issue of Appointment letters [Draft/Final]

How will "Global Recruiter" address following issues?

  • A large company would have more Top-level positions (to be filled) \gg a medium company \gg a small one. Same for Middle \gg Junior
  • Print/website Aduts. produce POOR response to TOP level vacancies. These have to be "headhunted" (from amongst PASSIVE job-seekers) by staffing Agencies. As far as Small companies are concerned, they find it very difficult to attract competent executives for TOP level positions - even when they go thru Executive Search firms \& offer very attractive salaries. This is because, no one has "heard" about that "Small" company (no "market-standing" / "market-reputation").
  • Can "Global Recruiter" do something to impart a high "market-standing / market-reputation" to medium/small companies, whereby they too can attract good "talent"? E.g: Using Global Recruiter, advertise on multiple websites (Subscription fees included in Global Recruiter) along with comprehensive "COMPANY-PROFILE"? Broadcasting vacancies of Medium/Small firms, thru JAWS, to thousands of Cybercafes/newspapers etc? Broadcasting their Vacancies, thru JAWS, would enable Medium/Small firms to build-up a "Market Image / Brand-Equity", thru better "Recall-Value".

(Diagram showing y-axis: Position to be Filled [Top Level, Middle Level, Junior Level] and x-axis: Size of the Company [Large, Medium, Small])

(Empty diagram showing y-axis: Size of the Company [Large, Medium, Small] and x-axis: Position to be Filled [Top, Middle, Junior])

How will "Global Recruiter" address following issues?

  • Large Companies, anyway, use all 3 methods. Can "Global Recruiter" make it possible (easy/cheap) for medium/small companies to start using a) Headhunt b) Databank Search? Then only, they can be tempted to subscribe to "Global Recruiter's" Web-service.

ANSWER

  • By advertising their Vacancies on multiple Websites (Subscription having been built into Global Recruiter), over a period of time, medium/small companies too can build-up a large (online) database of resumes, which they can access/search, directly on their own, at anytime. This is their own, "private databank". So, even as they (medium/small) are creating a strong brand-image thru their multiple aduts., they are building-up a "Databank".
  • We cannot grant direct/open access to our Non-Member Database to the subscribers of "Global Recruiter" (to conduct their own headhunt amongst passive jobseekers), but we can automatically - link their (Top) level Vacancies with our Non-Member Database \& flash following message to the Subscriber:

Dear Subscriber: We wish you luck with your job-adut but in case you fail to get good response, we, at BP, have \text{ [ ] } no. of Senior Executive-Names, in our headhunted database, whom we can approach on your behalf, should you decide to retain us for filling this vacancy.

(Diagram showing y-axis: Method to be Employed [Head Hunt, Databank Search, Adut] and x-axis: Size of Company [Large, Medium, Small])

(Empty diagram showing y-axis: Size of Company [Large, Medium, Small] and x-axis: Method to be Employed [Headhunt, Databank Search, Adut.])

How will "Global Recruiter" address following issues?

  • It is obvious that Large Companies will have large manpower needs and small companies will need a few people.
  • Large Companies would also have, lengthy/complex recruitment-processes involving many steps/stages/forms/approvals/agencies - both internal \& external/methods/technologies/existing, perhaps well-documented manual processes/etc etc.
  • In large Companies, Same or Similar Vacancies occur again \& again, after a lapse of a few months, due to expansion/resignations/retirements etc etc.
  • For only a few vacancies per year, small/medium companies, do not want to institute elaborate/lengthy recruitment process - whether online or offline. They like to fill their (few) vacancies, in few/simple/quick steps.
  • Therefore "Global Recruiter" should enable such small/medium companies to "by-pass" what, for them, are "UN-NECESSARY / UNWANTED" steps. Therefore "Global Recruiter" should clearly list-out, input screens, which are MANDATORY and those which are OPTIONAL. This will simplify their Life. Only then, they would be tempted to subscribe to "Global Recruiter". Otherwise, the sheer complexity of "Global Recruiter" would frighten them!

(Diagram showing y-axis: Requirement of Manpower/Year [>100, 11-100, \le 10] and x-axis: Size of Company [Large, Medium, Small])

(Empty diagram showing y-axis: Size of The Company [Large, Medium, Small] and x-axis: Manpower Requirement / Year [\le 10, 11-100, >100])

How will "Global Recruiter" address following issues?

  • Since "Size of Company" is closely co-related to the "Geographical Spread" of a company, most of the comments mentioned on (4) also apply here.
  • Large Companies are having better penetration of Computers \& Internet (as compared to Medium/Small Companies) and better awareness of benefits of IT. As a result, Large Companies are also more willing to "explore" IT-based solutions, to improve their employee-productivity.
  • Medium Companies want to grow "Large" but daunted by the investments required to be made in "IT-based Solutions", even when, they intuitively know that such solutions would enable them to increase their employee-productivity and thereby grow "large".
  • So, we must position "Global Recruiter" as a very "LOW COST", IT-based, productivity-enhancing tool, which a medium/small Company can install within 2 days, which, as far as recruitment process is concerned, would put them in the BIG LEAGUE, without having to spend a million and without having to set-up a technical dept. for maintaining a complicated system.

(Diagram showing y-axis: Technology to be Employed [Web-Service, Search Agencies, ERP Module, Simple Legacy System, Adut. on Websites, Adut. in Print, Word of Mouth] and x-axis: Size of Company [Large, Medium, Small])

(Empty diagram showing y-axis: Size of Company [Large, Medium, Small] and x-axis: Technology to be Employed [Web-Service, Search Agencies, ERP Module, Simple Software, Ads on Website, Ads in Print, Word of Mouth])

How will "Global Recruiter" address following issues?

  • Large Companies are also likely to geographically dispersed - hence comments on (5) apply to this case as well.
  • By their very bureaucratic nature, Large Companies tend to have longer recruitment Cycles - usually 90 days to 180 days.
  • Therefore Global Recruiter must position itself as a "SERVICE" (not a product) solution that promises to reduce this cycle-time to 30 days or less - and lives upto that promise.

HOW?

  • By making this Web-based "Service", much like a Conveyor-Belt, Once activated/set in motion, it must keep moving till a Vacancy gets filled. Along the Conveyor-Belt, there are many "work-stations" manned by, User Dept. Approving Authority Search Agency Raters Negotiators Adut. Agency Media (Print) Websites Interviewers etc etc. Under present system, any of these work-stations can STOP the belt and keep it STATIONARY (bringing the process to a standstill) for any length of time (Just by delaying the "action" required to be taken by that work-station). So, the total cycle stretches to 180 days! (Cont. on next page)

(Diagram showing y-axis: Time to fill Position [180 days, 90 days, 30 days, 10 days] and x-axis: Size of the Company [Large, Medium, Small])

However,

"Global Recruiter" would have "ALARMS" built into it.

For each work-station, a "STANDARD-TIME" will be/can be set by the Concerned AUTHORITY. As soon as any Work-station exceeds this pre-set "Standard Time", an alarm will go off (Email?), alerting the AUTHORITY that

the Conveyor-belt has stopped

it is stopped by Work-station XYZ!

On the "mimic diagram (Wizard?), this work-station would light-up in RED! Any stoppage of work-flow (beyond pre-set time), would immediately raise an alarm.

For each \& every vacancy/position, the Authority would be able to see/view the work-flow, in much the same way as the CONTROL-CABIN is able to track/monitor the movement of a train on the tracks, along the entire route.

By clicking on the concerned work-station's icon/symbol, the reviewing Authority will get instantly connected by telephone/email etc. (may be by Instant Messenger-chat).

Some Vacancies may be like a "Mail-Train", which does not stop at some station on the track, but only Certain stations. So the STOPS for each Vacancy will be figured-out in advance by the USER DEPT or by AUTHORITY. User Dept's being concerned/affected party's may monitor the process, for their respective vacancies. 30 DAYS MUST BE ACHIEVED!

How will "Global Recruiter" address following issues?

  • Irrespective of the "Type" of a company, there are bound to be Top/Middle/Junior positions - only the ratios will change. Similarly, there will be differing "SPANS-OF-CONTROL" depending upon the "Type".
  • At one end, in Virtual companies, one can expect fewer and unique positions, whereas in the Hardcore mfg. companies, one can expect many more \& similar positions. Hardcore Mfg. Companies may need a whole gamut of "functionaries" (Mfg/Sales/Mktg/Design/Service/Finance/Personnel/Admin/Materials/Logistics etc. etc.). A Virtual company may have a few functions. Hardcore Mfg. may have SBU's/Product Groups spread across the country.
  • All over the world, there is a clear shift from Hardcore Mfg to Service Industries. This is more so in developed companies \& less in developing countries. Developed countries want to shift their "smoke-stack" mfg. to low-cost countries, leaving them to focus on "services".
  • At present, in India, maximum Recruitment seems to be taking place in SERVICE INDUSTRIES such as, Retail/Telecom/ITES/Power/Financial Services/Insurance/Hospitality/Health-Services/Software/Networking etc. etc.. These companies want to carry-out "MASS-RECRUITMENT" \& at short-notice.

ANSWER

Global Recruiter must enable MULTIPLE \& IDENTICAL vacancies to be filled at various CITIES, simultaneously, thru collaborative efforts of SEVERAL TEAMS, working in PARALLEL.

(Diagram showing y-axis: Position to be Filled [TOP level, Middle level, Junior Level] and x-axis: Type of Company [Hardcore Mfg, Service Industry, Virtual (Dotcom)])

(Empty diagram showing y-axis: Type of Company [Hardcore Mfg, Service Industry, Virtual (Dotcom)] and x-axis: Position to be Filled [Senior, Middle, Junior])

How will "Global Recruiter" address following issues?

  • In India, private-sector, SERVICE industries came up only during last decade.
  • Same is true of "Executive-Search" firms. These came-up in last 10 years.
  • So, recruitment-processes, across all types of Industries, were largely ADVT-based.
  • Here Recruitment Managers, got a lot of "importance" \& built their "empires".
  • Adut. Agencies gave "kick-backs" to Company bigwigs out of their "commission".
  • So, both, Ad Agencies \& Recruitment Managers, have a Vested interest in continuation of "STATUS-QUO", Viz: Continue to "Advertise" in print-media.
  • Websites came-up as alternate "Advertising Media" only in last 2/3 years. ( \& they don't give kick-backs \& no Adut. Agency needed!).
  • Even those Companies which have started advertising on websites, do not Create a "Databank" of resumes received, for offline searching/sourcing.

ANSWER

"Global Recruiter" must allow

Release of manpower need to Ad. Agency Send back layout for approval Approval of layout/media-plan/cost Release ADVT to Newspapers to Websites Search-Agencies (for Headhunt/Databank Search).

All "communications" shall be by email/fax/chat \& recorded (For proof).

Online "Composing" of Adut \& online creation of "ART-WORK/LAYOUT/MEDIA-PLAN.

All Media-related/Input-data must be in Soft-coded Masters, for instant calculation of Media-costs. WIZARD-based flexible workflow, (where "work-stations" can be dropped \& added).

(Diagram showing y-axis: Method to be Employed [Head Hunt, Data Bank Search, Adut] and x-axis: Type of Company [Hardcore Mfg., Service Industry, Virtual (Dot com)])

(Empty diagram showing y-axis: Type of Company [Hardcore Mfg, Service Ind., Virtual (Dot-com)] and x-axis: Method to be Employed [Headhunt, Databank Search, Adut.])

How will "Global Recruiter" address following issues?

  • Today hardcore mfg. (Companies) sector is the biggest employer but "service" industries are catching-up fast \& may even overtake "Mfg" sector. ITES/BPO/Software are driving the Service Sector.
  • By nature, "Service" industries (companies) will be far more geographically Spread (Many locations) than "Mfg" industries. Some of these companies (e.g:- Reliance/Bharati/Petroleum Product retailing etc) may have hundreds/thousands of "Retail" outlets, each employing <25 persons - even as low as 5 persons.
  • It is very likely that recruitment of staff to man these outlets will be "centralized", at Corporate HQ.

ANSWER

Global Recruiter should provide a feature/flexibility to process, a consolidated/centralised "initiation" of a requirement covering multiple positions, for multiple locations. Most likely "Methods" being employed will be:

Campus Recruitment (Call-centres etc)

Website Aduts

Print Aduts

Databank Search

Using "JAWS", broadcasting of such positions to

Thousands of Cybercafes

Hundreds of small/local Newspapers

TV Channels

Would have to be an ESSENTIAL feature.

(Diagram showing y-axis: Requirement of Manpower/Year [>100, 11-100, \le 10] and x-axis: Type of Company [Hardcore Mfg, Service Ind., Virtual (Dot com)])

(Empty diagram showing y-axis: Type of Company [Hardcore Mfg, Service Ind., Virtual (Dotcom)] and x-axis: Manpower Required / Year [\le 10, 11-100, >100])

How will "GLOBAL RECRUITER" address following issues?

  • To be the "early adopters" of "Web-service based Recruitment solution", even tiny their Virtual (Technology/Internet) nature, Virtual (Dotcom) companies are likely. Next to adopt "Web-service" approach would be, Software Companies/Networking \& TELCOS call-centres. Though, their manpower needs may be small.
  • If we finally decide to make "Global Recruiter" a web-service, then ITES etc. which are likely to be Computer/Internet driven.
  • The above-mentioned companies should be our first targets. They are most likely to appreciate our offering and most-willing to "Experiment".
  • Trying to convince L&T Infocom (The L&T's own intranet) - which may make it very easy for L&T's far-flung branches/regional offices/branches to "initiate" (Kick in) the Global-Recruiter Conveyor-Belt, directly on their own, from their own remote locations.
  • Perhaps "Global Recruiter Web-service" could very well Integrate with "L&TNET", so it is very important for us to convince "L&T Infocom" of "web-service concept". One of the reasons, "L&T Infocom" has shown interest for a dialogue with us, about new technologies, is in their very nature. Perhaps this is one.
  • They don't have to build a Separate Infrastructure for this purpose, nor depend upon local dial-up connections. This is what makes this PILOT projet so important for the success of Global Recruiter.

(Diagram showing y-axis: Technology to be Employed [Word of Mouth, Adut. in Print, Adut. on Websites, Simple Legacy System, ERP Module, Search Agencies, Web-Service] and x-axis: Type of Company [Virtual (Dotcom), Service Ind., Hardcore Mfg.])

(Empty diagram showing y-axis: Type of Company [Hardcore Mfg, Service Ind., Virtual (Dotcom)] and x-axis: Technology to be Employed [Web Service, Search Agencies, ERP Module, Simple Software, Ads on Website, Ads in Print, Word of Mouth])

How will "Global Recruiter" address following issues?

  • As compared to Hardcore Mfg. companies, the "Service Ind. \& Virtual" companies, move much faster (-both in mobilizing \& dismantling human-resources). They also "outsource" many of their "business-processes", in order to keep fewer people on their own payroll. In course of time, they will largely depend on "Temporary-staffing" agencies such as KELLYS. They will tend to "hire \& fire" without Labour-laws restrictions. They will want to "hire" with the same speed with which they give out "pink-slips"!. They would want people/staff, available on the "Tap". So these companies do NOT even fit onto this chart, since their "Time to fill position" may well be 5 days!.

ANSWER

"Global Recruiter" should be able to "broadcast" the "manpower-needs" of such Companies, within 4 hours, to Colleges/Comp. Edu. Institutes/Websites.

  • Having: Lakhs of resumes/Cybercafes around the country - asking them to "Apply" Online (Maybe even TV channels - thru Cable operators-who act as "Aggregators" of TV Channels).

Next big thing, "Global Recruiter" should provide (in future version's) is "VIDEO-INTERVIEWING/EVALUATION" capability, where candidates can sit infront of a Webcam mounted on a PC in a Cybercafe (obviously one of our Partner Cybercafes!) \& client can interview from his Offices. It is stupid to make people travel hundreds of miles for an interview. We must create revenue-model for Cybercafes so we can have a % share of that revenue!!.

(Diagram showing y-axis: Time to fill the Position [180 days, 90 days, 30 days, 10 days] and x-axis: Type of Company [Hardcore Mfg., Service Ind., Virtual (Dot com)])

How will "GLOBAL RECRUITER" address following issues?

  • It is obvious that we cannot offer different "versions" of Global Recruiter, depending upon "Positions to be Filled" or "Methods to be employed". Client would want just ONE version that takes care of all "combinations" of Positions/Methods - even though, by-and-large, he would use only one method for one level.
  • Shown here are only "Broad" classifications for Methods/Levels. In reality, there may be more, so, such flexibility should be provided.
  • Irrespective of "Position" or "method employed, both the Immediate Client (Central Personnel Dept) and the Ultimate Client (the user dept), would, most certainly like to track/monitor the progress of each \& every "Request". They would want to "Trace" the work-flow \& find out where exactly it has got stuck.

ANSWER

As in case of our OES, the "Global Recruiter" would need to have some feature like "Scheduler", so that the Monitoring Authority can, at anytime - and at a glance - see all pending work, with any of the Agencies involved in workflow.

(Diagram showing y-axis: Method to be Employed [HEAD HUNT, DATA BANK SEARCH, ADVT.] and x-axis: POSITION TO BE FILLED [TOP LEVEL, MIDDLE LEVEL, JUNIOR LEVEL])

 

How will "Global Recruiter" address following issues?

  • Irrespective of the "Type" of a company, there are bound to be Top/Middle/Junior positions - only the ratios will change. Similarly, there will be differing "SPANS-OF-CONTROL" depending upon the "Type".
  • At one end, in Virtual companies, one can expect fewer and unique positions, whereas in the Hardcore mfg. companies, one can expect many more \& Similar positions. Hardcore Mfg. Companies may need a whole gamut of "functionaries" (Mfg/Sales/Mktg/Design/Service/Finance/Personnel/Admin/Materials/Logistics etc. etc.). A Virtual company may have a few functions. Hardcore Mfg. may have SBU's/Product Groups spread across the country.
  • All over the world, there is a clear shift from Hardcore Mfg to Service Industries. This is more so in developed companies \& less in developing countries. Developed countries want to shift their "smoke-stack" mfg. to low-cost countries, leaving them to focus on "services".
  • \text{At present, in India, maximum Recruitment seems to be taking-place in **SERVICE INDUSTRIES** such as, Retail/Telecom/ITES/Power/Financial Services/Insurance/Hospitality/Health-Services/Software/Networking etc. etc.. These companies want to carry-out "**MASS-RECRUITMENT**" \& at short-notice.}

ANSWER

Global Recruiter must enable MULTIPLE \& IDENTICAL vacancies to be filled at various CITIES, simultaneously, thru collaborative efforts of SEVERAL TEAMS, working in PARALLEL.

(Diagram showing y-axis: Position to be Filled [TOP level, Middle level, Junior level] and x-axis: Type of Company [Hardcore Mfg, Service Industry, Virtual (Dotcom)])

(Empty diagram showing y-axis: Type of Company [Hardcore Mfg, Service Industry, Virtual (Dotcom)] and x-axis: Position to be Filled [Senior, Middle, Junior])

How will "GLOBAL RECRUITER" address following issues?

  • In India, private-sector, SERVICE industries came up only during last decade.
  • Same is true of "Executive-Search" firms. These came-up in last 10 years.
  • So, recruitment-processes, across all types of Industries, were largely ADVT-based.
  • Here Recruitment Managers, got a lot of "importance" \& built their "empires".
  • Adut. Agencies gave "kick-backs" to Company bigwigs out of their "commission".
  • So, both, Ad Agencies \& Recruitment Managers, have a Vested interest in continuation of "STATUS-QUO", Viz: Continue to "Advertise" in print-media.
  • Websites came-up as alternate "Advertising Media" only in last 2/3 years. (\& they don't give kick-backs \& no Adut. Agency needed!).
  • Even those Companies which have started advertising on websites, do not Create a "Databank" of resumes received, for offline searching/sourcing.

ANSWER

"Global Recruiter" must allow:

Release of manpower need to Ad. Agency Send back layout for approval Approval of layout/media-plan/cost Release ADVT to Newspapers to Websites Search-Agencies (for Headhunt/Databank Search).

All "communications" shall be by email/fax/chat \& recorded (For proof).

Online "Composing" of Adut \& online creation of "ART-WORK/LAYOUT/MEDIA-PLAN.

All Media-related/Input-data must be in Soft-coded Masters, for instant calculation of Media-costs. WIZARD-based flexible workflow, (where "work-stations" can be dropped \& added).

(Diagram showing y-axis: Method to be Employed [HEAD HUNT, DATA BANK SEARCH, ADVT.] and x-axis: Type of Company [HARDCORE MFG., SERVICE INDUSTRY, VIRTUAL (DOT COM)])

(Empty diagram showing y-axis: Type of Company [Hardcore Mfg, Service Ind., Virtual (Dot-com)] and x-axis: Method to be Employed [Headhunt, Databank Search, Adut.])

How will "GLOBAL RECRUITER" address following issues?

  • Today hardcore mfg. (Companies) sector is the biggest employer but "service" industries are catching-up fast \& may even overtake "Mfg" sector. ITES/BPO/Software are driving the Service Sector.
  • By nature, "Service" industries (companies) will be far more geographically Spread (Many locations) than "Mfg" industries. Some of these companies (e.g:- Reliance/Bharati/Petroleum Product retailing etc) may have hundreds/thousands of "Retail" outlets, each employing <25 persons - even as low as 5 persons.
  • It is very likely that recruitment of staff to man these outlets will be "centralized", at Corporate HQ.

ANSWER

Global Recruiter should provide a feature/flexibility to process, a consolidated/centralised "initiation" of a requirement covering multiple positions, for multiple locations. Most likely "Methods" being employed will be:

Campus Recruitment (Call-centres etc)

Website Aduts

Print Aduts

Databank Search

Using "JAWS", broadcasting of such positions to

Thousands of Cybercafes

Hundreds of small/local Newspapers

TV Channels

Would have to be an ESSENTIAL feature.

(Diagram showing y-axis: Requirement of Manpower/Year [>100, 11-100, \le 10] and x-axis: Type of Company [Hardcore Mfg, Service Ind., Virtual (Dot com)])

(Empty diagram showing y-axis: Type of Company [Hardcore Mfg, Service Ind., Virtual (Dotcom)] and x-axis: Manpower Required / Year [\le 10, 11-100, >100])

How will "GLOBAL RECRUITER" address following issues? (The text is oriented sideways in the image, read from bottom to top)

  • To be the "early adopters" of "Web-service based Recruitment solution", even tiny their Virtual (Technology/Internet) nature, Virtual (Dotcom) companies are likely. Next to adopt "Web-service" approach would be, Software Companies/Networking \& TELCOS call-centres. Though, their manpower needs may be small.
  • If we finally decide to make "Global Recruiter" a web-service, then ITES etc. which are likely to be Computer/Internet driven.
  • The above-mentioned companies should be our first targets. They are most likely to appreciate our offering and most-willing to "Experiment".
  • Trying to convince L&T Infocom (The L&T's own intranet) - which may make it very easy for L&T's far-flung branches/regional offices/branches to "initiate" (Kick in) the Global-Recruiter Conveyor-Belt, directly on their own, from their own remote locations.
  • Perhaps "Global Recruiter Web-service" could very well Integrate with "L&TNET", so it is very important for us to convince "L&T Infocom" of "web-service concept". One of the reasons, "L&T Infocom" has shown interest for a dialogue with us, about new technologies, is in their very nature. Perhaps this is one.
  • They don't have to build a Separate Infrastructure for this purpose, nor depend upon local dial-up connections. This is what makes this PILOT projet so important for the success of Global Recruiter.

(Diagram showing y-axis: Position of Company [Virtual (Dotcom), Service Ind., Hardcore Mfg.] and x-axis: Technology to be Employed [Web-Service, Search Agencies, ERP Module, Simple Legacy System, Adut. on Websites, Adut. in Print, Word of Mouth])

(Empty diagram showing y-axis: Type of Company [Hardcore Mfg, Service Ind., Virtual (Dotcom)] and x-axis: Technology to be Employed [Web Service, Search Agencies, ERP Module, Simple Software, Ads on Website, Ads in Print, Word of Mouth])

How will "Global Recruiter" address following issues?

  • As compared to Hardcore Mfg. companies, the "Service Ind. \& Virtual" companies, move much faster (-both in mobilizing \& dismantling human-resources). They also "outsource" many of their "business-processes", in order to keep fewer people on their own payroll. In course of time, they will largely depend on "Temporary-staffing" agencies such as KELLYS. They will tend to "hire \& fire" without Labour-laws restrictions. They will want to "hire" with the same speed with which they give out "pink-slips"!. They would want people/staff, available on the "Tap". So these companies do NOT even fit onto this chart, since their "Time to fill position" may well be 5 days!.

ANSWER

"Global Recruiter" should be able to "broadcast" the "manpower-needs" of such Companies, within 4 hours, to Colleges/Comp. Edu. Institutes/Websites.

  • Having: Lakhs of resumes/Cybercafes around the country - asking them to "Apply" Online (Maybe even TV channels - thru Cable operators-who act as "Aggregators" of TV Channels).

Next big thing, "Global Recruiter" should provide (in future version's) is "VIDEO-INTERVIEWING/EVALUATION" capability, where candidates can sit infront of a Webcam mounted on a PC in a Cybercafe (obviously one of our Partner Cybercafes!) \& client can interview from his Offices. It is stupid to make people travel hundreds of miles for an interview. We must create revenue-model for Cybercafes so we can have a % share of that revenue!!.

(Diagram showing y-axis: Time to fill the Position [180 days, 90 days, 30 days, 10 days] and x-axis: Type of Company [Hardcore Mfg, Service Ind, Virtual (Dot com)])

How will "GLOBAL RECRUITER" address following issues?

  • It is obvious that we cannot offer different "versions" of Global Recruiter, depending upon "Positions to be Filled" or "Methods to be employed". Client would want just ONE version that takes care of all "combinations" of Positions/Methods - even though, by-and-large, he would use only one method for one level.
  • Shown here are only "Broad" classifications for Methods/Levels. In reality, there may be more, so, such flexibility should be provided.
  • Irrespective of "Position" or "method employed, both the Immediate Client (Central Personnel Dept) and the Ultimate Client (the user dept), would, most certainly like to track/monitor the progress of each \& every "Request". They would want to "Trace" the work-flow \& find out where exactly it has got stuck.

ANSWER

As in case of our OES, the "Global Recruiter" would need to have some feature like "Scheduler", so that the Monitoring Authority can, at anytime - and at a glance - see all pending work, with any of the Agencies involved in workflow.

(Diagram showing y-axis: Method to be Employed [HEAD HUNT, DATA BANK SEARCH, ADVT.] and x-axis: POSITION TO BE FILLED [TOP LEVEL, MIDDLE LEVEL, JUNIOR LEVEL])

(Empty diagram showing y-axis: Position To Be Filled [Top Level, Middle Level, Junior Level] and x-axis: Method To Be Employed [Headhunt, Databank Search, Adut.])

How will "Global Recruiter" address following issues?

  • Top level positions (to be filled) in any Organisation, are few and mostly given out for "Headhunting" to Executive-search firms. It is a time-consuming/slow process \& clients/companies are prepared to wait for 3/6 months for candidate to join. There may be as many as 6/8 rounds of interviews/meetings.
  • As we go down the "hierarchy" ladder, the no. of Vacancies increase. There is also a pressure from END-USER DEPTS, to fill such positions faster. At middle level, usually there are 2 rounds of interviews - the preliminary \& the final.
  • At Junior/Entry/Trainee level, the speed further increases, with, mostly just one round of interview - often at the Campus, very often accompanied by oral/written TESTS, for purpose of "elimination" - since response (no. of applicants) is huge.

ANSWER

Global Recruiter must permit:

Multiple rounds of interviews

Written Tests (online/offline)

Capturing candidate data in each company's own/unique APPLICATION-FORM (often printed)

Capturing Candidate Evaluation/Assessment (often in Company's own Printed form)

(Diagram showing y-axis: Position To Be Filled [Top, Middle, Junior] and x-axis: MANPOWER REQD. PER YEAR [ < 10, 11-100, > 100 (CONT.)])

Rating of applications received (o'line/offline) for shortlisting as:

  • A - Excellent
  • B - Good
  • C - Acceptable
  • R - Rejected
  • P - Not suitable for advertised position but having potential

Preparing "city-wise" shortlists of A/B/C categories to fix-up City-wise Interview-Schedules, where, Candidates from surrounding cities/Towns may be called. Interview Teams will be sent to such cities \& venues could be "Hotels". Entire process may get spread over a month - This is especially true of GET interviews at many College-campuses. Can we get Interviewers to capture their "Assessment/Evaluation" using "MAGIC PEN" (Logitech) \& special pre-printed forms, which can be subsequently downloaded into "Global Recruiter" when the Teams return to HQ?

Automated/online computation of "what salary break-up to offer"? based on:

  • candidate's current Gross \& detailed "Break-up"
  • candidate's "Expected" salary +10\% +20\% +30\% over what he is getting
  • fitting candidate's expected salary into Company's own compensation-structure \& working backwards to work-out item-wise details. Gross vs. Basic Salary graphs can be generated \& used as "READY-RECKONER".

(Diagram showing y-axis: Position To be Filled [Top Level, Middle Level, Junior Level] and x-axis: Manpower Requirement/Year [ \le 10, 11-100, > 100]. A separate graph insert shows an upward sloping line for CADRE: Sup vs. Gross: 50k to 300k, Basic: 5000 to 10000)

How will "GLOBAL RECRUITER" address following issues?

  • I have already observed earlier that "Search Agencies" are likely to be used for "TOP" level positions. Their survival/growth/success depends upon their own private/secret "Non-Member Databases" of passive job-seekers, assiduously compiled \& updated all the time.
  • "Search Agencies", are, therefore, not "TECHNOLOGY", but a METHOD/SOURCE (of database).
  • Should Global Recruiter's role be restricted to "broadcasting" Top level requirements to such "Search Agencies"? OR should we give "Global Recruiter a database of Industries \& Companies, so that, the Client can ask the Search-Agencies to "source/search" executives from Specific "Industries" or even specific "companies"?

ANSWER

In our Compilar Tool, we have compiled names of some 28000 companies, falling under some 200 \pm Industries. This Knowledge-base, should form a part of Global Recruiter, so that, while referring "Search Assignment" or "Inquiries" to Search-agencies, the client/subscriber can click on names of companies, from which to find/locate candidates. Working in the background, our Member database can produce/throw-up a list of PEN (Short-display Long display). As far as our NON-MEMBER database is concerned, it will list the "Designations" of the executives working-in the SOURCE-COMPANY, without revealing their names. From both of these "short-lists", client/subscriber will create a "shopping-cart".

(Diagram showing y-axis: Technology to be Employed [Search Agencies, ERP Module, Simple Legacy System, Adut. on Websites, Adut. in Print, Word of Mouth] and x-axis: Position To Be Filled [TOP Level, Middle Level, Junior Level])

(Empty diagram showing y-axis: Position To Be Filled [Top, Middle, Junior] and x-axis: Technology To Be Employed [Web-Service, Search Agencies, ERP Module, Simple Software, Ads on Websites, Ads in Print, Word of Mouth])

How will "GLOBAL RECRUITER" address following issues?

  • Obviously "Headhunt" as a "method" is not suited for recruiting large no's of executives (with exception of RELIANCE!).
  • Global Recruiter should have a provision where Companies (Subscribers) can enter data about:
    • Their actual recruitments/appointments (position level wise) for last 3 years \& average time taken to fill each vacancy.
    • Their actual staff-strength for each position, at the beginning \& end of each year.
    • Their actual "Separations" (resignation/retirement/death/VRS) for each category of staff during each of last 3 years.

Based on these figures, Global Recruiter can figure-out/predict, the no. of vacancies in each cadre/category that would arise and required to be filled. (FORECASTS/TREND PROJECTIONS/REVEALING PAST PATTERNS \& EXTRAPOLATING).

  • Based on these, It would recommend METHODS to be employed as also most likely, end-to-end CYCLE-TIMES. It may even recommend print media \& websites on which to advertise. As each client/subscriber uses Global Recruiter for 2/3 years, statistics, should get automatically compiled. The longer the period and more the statistics, the better will be Global Recruiter's "FORECASTING" ability!.

(Diagram showing y-axis: Manpower Requirement [>100, 11-100, \le 10] and x-axis: Method to be Employed [Headhunt, Databank Search, Adut]. A line graph extends from the bottom left corner (\le 10, Headhunt) to the top right corner (> 100, Adut))

(Bar chart showing y-axis: Method to Be Employed [Headhunt, Databank Search, Adut] and x-axis: Manpower Required Per Year [ \le 10, 11-100, > 100]. Bars are shown for: \le 10 between Headhunt and Databank Search; 11-100 between Databank Search and Adut; > 100 between Databank Search and Adut.)

As a "technology solution, Web-service will cater to all 3 Methods:

How will "GLOBAL RECRUITER" address following issues?

  • A Corporate needs a "Recruitment solution" that does not confine him to a particular "Method" or a particular "Technology".
  • In fact, he wants a solution that would permit him to add (in course of time):

new methods (eg: adut. on TV channels thru local/national CABLE OPERATORS)

new Technologies (eg: Universal Messaging System to contact candidates)

new Collaborations (eg: Online testing of candidates using "Brainbench")

new Systems (eg: Video-interviewing of candidate from Several locations simultaneously).

new Knowledge-Bases (eg: Keywords which are Unique/peculiar to his business)

ANSWER

Being a Web-service, backed by 3P's domain expertise/Knowledge Bases, we would, every 3 months, add, one of the above-mentioned features \& market as a new VERSION.

(Diagram showing y-axis: Technology to be Employed [Search Agencies, ERP Module, Simple Legacy System, Adut. on Websites, Adut. in Print, Word of Mouth] and x-axis: Method to be Employed [Headhunt, Databank Search, Adut]. A bar is shown for Databank Search between ERP Module and Simple Legacy System.)

(Empty diagram showing y-axis: Method To Be Used [Headhunt, Databank Search, Adut] and x-axis: Technology To Be Employed [Web-Service, Search Agencies, ERP Module, Simple Software, Ads on Websites, Ads in Print, Word of Mouth])

How will "GLOBAL RECRUITER" address following issues?

The situation is identical to (28) and same arguments apply.

(Diagram showing y-axis: Time to fill Position [180 days, 90 days, 30 days, 10 days] and x-axis: Method to be Employed [Headhunt, Databank Search, Adut]. Two downward sloping lines are labeled A and B)

How will "GLOBAL RECRUITER" address following issues?

  • Thousands of Companies have released LAKHS of job-aduts in print (\& recently on websites) over last ten years and (may be) 50 million job-seekers must have submitted their resumes against all these aduts.
  • There is neither a database of

These (thousands) of Companies, OR

These (Lakhs) of job-aduts, OR

These (Millions) of job-seekers.

ANSWER

By giving away, the FIRST YEAR's subscription FREE to all companies, we can hope/expect to build up such a massive database. The Company can access/view, its OWN candidates (those who have applied online against that Company's job-adut) in full.

But,

The Company can also see/view/access database of other Companies' resumes, without Candidate Identity/contact info! - only PEN, with short display/long display. Once this happens, they would have no need to remotely advertise in newspapers anymore! Anyone - but anyone - who is even remotely likely to "apply" against their aduts, is already "searchable" in Global Recruiter's RESUME DATABASE of millions-making ours, WORLD's LARGEST RESUME DATABASE!

(Diagram showing y-axis: Technology To Be Employed [Web-Service, Search Agencies, ERP Module, Simple Legacy System, Adut. on Websites, Adut. in Print, Word-of-Mouth] and x-axis: Manpower Reqd. Per Year [ \le 10, 11-100, >100])

How will "GLOBAL RECRUITER" address following issues?

The greater the no. of Vacancies to be filled (in a year), the shorter must be the "Time to fill the vacancy". Otherwise, as a Company grows (\& its manpower needs too grow), it would need an army of Recruitment Managers/Raters/Interview Experts/Support staff etc and still find that, at the end of the year, there is a growing backlog of "unfilled" vacancies. Obviously, this cannot be a satisfactory solution.

ANSWER

By automating processes - and carrying out all recruitment related processes ONLINE and by distributing these automated online processes amongst collaborative partners (agencies/workstations), and by online alarm system \& online SCHEDULER/REMINDERS (for each work-station), and by setting pre-determined "STANDARD TIMES" for completion of each task at each work-station.

GLOBAL RECRUITER should enable a large Company to recruit a 1000 executives in LESS time as compared to time they were taking to recruit 10 executives using current manual system.

(Diagram showing y-axis: Time to fill Position [180 days, 90 days, 30 days, 10 days] and x-axis: Manpower Required / Year [ \le 10, 11-100, >100])

How will "GLOBAL RECRUITER" address following issues?

"Time to fill a vacancy" depends a lot on "Technology" employed.

"Print Aduts" are yesterday's technologies (90-180 days).

"Website Aduts" are current technologies (30-90 days).

Own "Resume Database" (if built-up over last 10 years from all the responses received) Search (15-30 days).

3P's Web-based Resume Database Search - coupled with Global Recruiter's Web-Service features (5-10 days).

ANSWER

Hardly any company has built up its own resume database - and even if some Company did attempt, they soon enough found that such a database got "obsolete" very fast \& most of those who had applied in the past were "untraceable"! - So building up such a "Private resume database was a huge waste of time \& money.

GLOBAL RECRUITER, will ensure "Up-to-dateness of its online resume database thru:

Edit your resume emails

Job-Alerts

Candidate's own "Exclusive Page" where he can see entire HISTORY

Online Resume Blasting facility (esp. thru operation LOCK-IN).

(Diagram showing y-axis: Time to fill Position [180 days, 90 days, 30 days, 10 days] and x-axis: Technology To Be Employed [Web-Service, Search Agencies, ERP Module, Simple Software, Ads on Website, Ads in Print, Word of Mouth] with a label of FAST under Web-Service and SLOW under Word of Mouth)

 

 
































































































































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