RESOURCE MOBILIZATION

RESOURCE MOBILIZATION

Reliance Project – Main Activities

Resources Mobilization

·           Space (for a Call Centre)

·           People

·           Funds/Money

·           Hardware (computer-related)

·           Software (computer-related)

·           Other equipment/accessories (phone lines / video equipment etc.)

(Details enclosed are not comprehensive & Raju/Nimit should draw up a detailed checklist)

·           Space requirement (sq. ft) / Toilet / Pantry

·           Preferred location (Marol / Andheri / MIDC / Parle)

·           Furnished vs. Unfurnished

·           Period for which required

·           Purchase vs. Leasing

·           Advance/Deposit

·           Purchase price vs. Lease rent

·           Estate Agent / Commission of Agent

·           Date by which to select

·           Date by which to occupy

·           Advt ?

·           Resource: People

o      Type of people & number in each type

o      Main specifications for each type

o      Job descriptions for each type

o      Tentative consolidated salary (fixed)

o      Incentive for performance (variable)

o      Sources (where to find?)

§   Ads (job sites / print media etc.)

§   Word of mouth?

o      Time frame for selection / appointment of team

o      Draft appointment letters (different types)

o      Selection of interviewers

o      Walk-in interview?

o      Joining date (same date for entire team)

o      One-day induction at 3P (process)

o      One-day induction at RPL?

→ To thoroughly understand job requirements

o      Other smaller placement agencies?

o      Working hours

o      Performance criteria

o      Peons / Watchmen / Receptionists

o      Data entry operators (entering faxed resumes or dictated resumes)

o      HW/Networking Maintenance Engineer (On-site maintenance)

o      SW Engineer

o      Telecom Engineer

·           Resource: Funds

§   Monthly Cash Flow on:

§   Salaries

§   Rental

§   Phone bills

§   Electricity

§   Travelling

§   Stationery

§   Food/Tea

·           Capital Expenditure – if any (to be avoided as far as possible).

Wherever feasible, capital items must be rented.

Examples:

§   Computers

§   Printers

§   EPABX

§   Phone instruments

§   Tables / Chairs / Whiteboards

§   Video cameras (in case of video-interviewing)

·           Resource: Computer Hardware

§   Configuration & number of PCs required

§   Networking Equipment (Hubs / Switches / Routers / UPS / Cables etc.)

§   Printers

§   Scanner

§   Video Cameras (in case of Video Interviewing)

§   Shredding Machine

§   Photocopying Machine

§   Additional Servers at IDC (if required)

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Page 6 – Resource: Other Equipment / Accessories

§   EPABX

§   Phone Instruments (Headphone types only – to keep both hands free for keyboard/mouse)

(Wireless? Mobile?)

§   Whiteboards

§   Tables / Chairs

§   Steel Cabinets

§   Shredding Machine

§   Photocopying Machine

§   Tea Vending Machine

§   Safe (?) / Cash Box

·           Resource: Software (RG Software Platform)

Enhancement of RecruitGuru for:

§   Capturing resumes received over Fax/Phone.

§   Multiple online assessments:

§   A/B/C rating

§   Telephonic Prescreening

§   Final Interview Assessment Sheet

§   Resume Pop-Up (when candidate rings up)

§   While conducting interview & entering “assessment”

Communication – Screens

§   Acknowledgement / Feedback

§   Intimation of Interview date/time

§   Interactive Response Sheet

§   Candidate to login & look up (fill out) his interview date/time online

§   SMS to candidates (Mass/Individual)

(both for acknowledging receipt of resume / selection / rejection / interview date/time indication etc.)

§   Chat/IM online (chatroom)

§   FAQ (for candidates’ guidance)

§   Software (Screens/Tracking)

§   Interview status screens

§   Resume status screens

§   Balance workload status screens

§   Bird’s Eye Overview/Summary Screen (for RPL Top Management – preferably graphical & clickable to drill down into details, if desired)

These screens will provide:

§   Daily position

§   Cumulative position

→ Against targets set for both

Detailed Tracking (9 Screens):

1.                   Resumes received (Source-wise)

2.                   Resumes rated (A/B/C) – by raters

3.                   Prescreening carried out telephonically (city-wise / interviewer-wise / position-wise)

4.                   No. shortlisted for final interview (city-wise / position-wise & data conveyed to RPL)

5.                   Interview calls sent out (city-wise)

6.                   No. interviewed → selected & rejected (city-wise)

7.                   Appointment letters issued (position-wise)

8.                   No. of candidates joined

9.                   No. of positions remaining to be filled

Note: All 9 screens will be accessible by RPL as well as 3P.

§   3P’s Project Manager should be able to view reports #2 / #3 / #4 for each:

§   Rating Expert (#2)

§   Prescreening Expert (#3 / #4)

Against daily / cumulative targets set for each, in order to monitor their performance.

We may wish to pay part of their salary based on their cumulative performance till the end of the project (– a kind of “bonus”).

At the same time, monitoring these reports on a daily basis will tell the Project Manager as to which rater / prescreener is under-performing.

For optimum utilization of Raters & Prescreening Experts, there must be no waiting time/idle time as far as they are concerned. At any given point of time, each rater & prescreening expert must know:

§    “How many resumes are awaiting rating?” (for raters)

§    “How many candidates are in queue, awaiting telephonic interview?” (for prescreeners)

This Pending Load figure can be easily...

§    ...worked out as:

(Daily Target) – (Actual Carried Out) = Backlog for the day

Example:

§    For rater daily target could be 400

§    For prescreener daily target could be 40

Then the “Backlog” figure should keep flashing on the screen’s left-hand top corner! – as a constant reminder.

And the rule must be absolute:

“Unless day’s target is achieved, the person does not go home!”

We could even provide “ALARM” signals:

§    For Rater → when 45 seconds (out of 60 seconds allotted) get over

§    For Prescreener → when 8 minutes (out of 10 allotted) get over

→ A flash will appear, telling him to speed up.

§    The scenario must resemble:

Mass Production Conveyor Belt

Ideally, the speed of the belt should be computer-controlled (!) – so that, the screen in front of raters’ & prescreeners’ eyes fades out after predetermined time & the next candidate’s screen appears automatically!

And if the rater/prescreener fails to finish his rating/prescreening within the predetermined time, the incomplete resume, which gets removed from his screen automatically, rejoins the bottom of the day’s queue! So, he must put in extra/overtime at the end of the day to complete those incomplete jobs!

Remember that the Rater Resource & the Prescreener Resource are the scarcest of the resources and these CANNOT/MUST NOT be wasted – even one minute!

So, this means:

22 experts × 30 tele. interviews/day = 660 candidates/day

(Assuming that, at the last minute, some 10% of the candidates may not turn up)

§    For the telephonic interviews, approx. 750 candidates must be “lined-up” everyday (– and their confirmation obtained in advance & recorded, so we know who is NOT attending & how many are not attending). This way we can keep adding more candidates till we reach 750 confirmed.

And since we cannot keep candidates “holding” onto their phone calls for more than 2/3 minutes at the most (remember they are mostly outstation candidates), we must have 2/3 telephone operators dialling the candidates all the time.

On their computer consoles, these phone-operators will see:

22 Cabins (Icons)

§    Each Cabin Icon will show number of minutes “left” (out of 10/15 minutes fixed in advance) for the current interview to get over.

§    As soon as Cabin-Light changes from Red to Green, all the 3 phone operators know that this Cabin is ready to receive the next candidate.

§    And one of the candidates “holding” will be directed to the free/green cabin.

§    Candidate by entering his PEN in the “Automatic Phone Dialler” (Computer card costing Rs. 6000), when she “transfers” this candidate to any particular FREE cabin, that candidate’s resume also gets automatically transferred onto the desktop of the concerned interviewer!

This way there will be minimum loss of interviewers’ time.

Our earlier email/SMS would have told each candidate the date/time of the telephonic interview, asking him to remain “present” at that time – and on that phone no. (given by him in Resume form). Our email would also tell him that:

§    there could be ± 10 minutes,

§    he should keep his phone line free during this period,

§    we will make only 2 attempts to connect.

The reasons we do not want the candidates to be calling us (for actual interview) are:

§    They may phone us 10 mins earlier or 10 minutes later! – mostly earlier.

§    There will be a serious “Traffic Jam” with 15/20 candidates “holding” their lines. They will get impatient & frustrated.

§    10/15 minutes of holding – since all our CABINS are “busy.”

§    We (our telephone operators) will have all our incoming lines “busy” all the time. This means the candidate who calls us at his correct time, will simply not “connect”! Further frustration!

§    Our operators cannot keep track of who called when & is holding for how long! They may transfer the last guy first & keep the first guy waiting for 20 minutes! Far from a WOW experience!

This is why the “END-TO-END AUTOMATION” must provide for:

§    22 cabin (ICON on desktop) concept

§    Red/Green light

§    “No. of minutes left to finish”

§    3/4 phone operators

§    our dialling (Auto-dialler)

§    no more than 2 minutes wait

§    queuing (sequencing) [FIFO]

§    PEN-wise Resume Pop-Up (as soon as connection established)

§    Transfer of Resume-Screen (to cabin)

§    Headphone (to keep hands free)

§    Online Assessment (fill form)

§    Conveyor-belt (computer-driven)