Inputs for Recruiters joining the US recruitment team

About SITI
SITI is a leading consulting company offering end-to-end solutions in the management of recruitment
processes and providing the right people, in the right place, at the right time and at the right cost.
SITI provides the technology behind connecting PEOPLE and streamlining and automating the
recruitment processes. SITI allos companies to operate more efficiently and cost-effectively through
the increase in recruitment visibility, productivity, and !uality. SITI "ecruitSharp manages the
recruitment processes by connecting people from all #ob sources. The product streamlines and
automates every facet of recruitment process from re!uisition creation, prescreening, screening, to
the final selection of candidates.
SITI is the Tier $ vendor for companies li%e &P'( )*earing Point+, SOLI,, -igiprise, (eneral
-ynamics, Solectron, L.T InfoTech, Sentius, etc. This is #ust a partial list, the "esourcing 'anager
ould have information on the updated list. 'ore information SITI and its offerings is available at
.siti.com
Source of requirements:
The re!uirements are generally raised by the *usiness 'anagers / 0iring 'anagers, hich they get
from different sources li%e1
-irect 2lients1 Li%e Solectron, (eneral -ynamics, Sentius
*ig 3 consulting companies )E.g. *earing Point, 2(E4, 5ccenture, -eloitte, P62+
Tier $ 7endors of big clients1 Saber, Sogeti, 6eSucceed
Tier 8 7endors of big clients1 5ny one ho gets re!uirement from Tier $ 7endors
'ar%et "e!uirements1 'ar%et "e!uirements are those, hich are in the open mar%et for !uite
some time, and a lot of vendors usually already have them.
Who handles what - To mae Resourcing successful1
The success is in providing the most suitable candidate in the shortest time frame.
"ecruiters have been allocated to a set of *usiness 'anagers / 0iring 'anagers. The "ecruiters
handle the re!uirements coming in from their respective *'s / 0's.
2reating a strong database of candidates as ell as creating a strong vendor database is the %ey in
providing the right candidate.
0ence apart from handling re!uirements, some of the team members are involved in constantly
building a database of candidates as ell as building a vendor database.
Setting up priorities:
Properly handling the re!uirements is the %ey factor. 5s the day starts and re!uirements start floing
in the %ey to success is to prioriti9e the re!uirements on hand.
2reating a matri: on the folloing factors can set priorities
$. "e!uirement source )6hether the source is a -irect client or *ig 3 consulting companies or a
Tier $ 7endors or Tier 8 7endors or 'ar%et "e!uirements
8. Time factor )6hether the client needs the resumes immediately or there is some breathing
time.
;. Type of Employment )2ontract, permanent, contract to hire, part time, etc+
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<. Technology and the ease of finding a resume
3. The li%ely margins - difference beteen buy and sell rates
=. *usiness 'anagers / 0iring 'anagers ho has given the re!uirement
!rocess:
The *usiness 'anager / 0iring 'anger raises the re!uirement through "ecruitSharp. Once the
re!uisition is raised ith the desired details li%e >ob -escription, >ob Specifications, "ates / Salaries,
-uration of the pro#ect, Location of the pro#ect, Type of employment eather it is 2orp to 2orp, 68,
$?@@ etc. The recruiter receives an alert that a re!uisition has been raised against him and he needs
to ta%e action.
The recruiter goes ahead and posts the re!uirement through "ecruit Sharp on the >ob *oards li%e
-ice, 0ot#obs etc and also in the corporate sites of SITI and Soli:. Once the posting is done the ne:t
ne:t action should be searching into the database of the available consultants. -iscuss the suitability,
availability, duration and rates ith him. If he has or% permit, get an e-mail confirmation on these, on
A-5 and non-compete ithout revealing the client. The ideal result is to shoot across a !ualified
resume through "ecruitSharp to the *usiness manager 5S5P, in $?-$3 minutes time after tal%ing to
the consultant and after being sure that this is the best match possible at that point in time.
In case there are no resumes available handy then the re!uirement should be forarded to the tier $
vendors of SITI. 'eantime the recruiter hunts for resumes in -ice and 0ot#obs, simultaneously
he/she should tal% to the most preferred vendor ho has plenty of available consultants on that
particular s%ill set. Once the recruiter receives a !ualified resume from any source discuss the
suitability, availability, duration ith the consultant and then the rates ith his company - get an e-mail
confirmation on these and on A-5 and non-compete ithout revealing the client - )format+ and then,
should submit the resume to the *usiness 'anager through "ecruitSharp ith the folloing details1
Aame of the consultant
2ell phone number
0ome number
"ate
Email Id
5vailability
2urrent location
7isa Status
7endor details
Employment type )2orp to 2orp, I?@@, 68+
A-5, Aon-2ompete Signed
T"pes of #ontracts
#orp to #orp1 2orporation to 2orporation is ta: term here a consultant is subcontracted
through another corporation, and the subcontractor needs to ta%e care of all ta:es of the
consultant that vary from State to State. 5part from the ta:es the subcontractor also needs to ta%e
care of Professional liability insurance, general liability insurance, 'edical benefit, -ental and
vision benefits, <?$& plans etc.
A US Citizen, GC Holder and any other incorporated company can do a Corp to Corp.
$%&&: $?@@ is ta: term here the employer comes into a contract ith an independent consultant
and itBs the independent consultant and not the employer ho is responsible for all ta:es and
benefits.
A US Citizen and GC Holder only can do a 1099.
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W': 68 is ta: term here the employer is responsible for all ta:es and benefits and not the
consultant.
A US Citizen, Canadian Citizen with TN Permit, GC Holder, A!" can wor# on $%. Howe&er an
H1 can al"o wor# on $% '(t we will ha&e to 'ear the e)tra co"t o* H1 tran"*er.
There are a fe vendors ho have been blac%listed by SITI and SITI doesnBt or% ith these vendors
as these vendors have a reputation of pulling out consultants or approaching the clients directly. One
should be aare . be careful of such vendors.
If the *usiness 'anager finds the resume suitable, e:change the standard agreement of SITI ith the
consultant / his company and have an e-mail confirmation that the agreement terms are acceptable
)unless this is a vendor ith hom e are already doing business+.
Pass this confirmation to the *usiness 'anager ho ill then submit the resume to the client.
The final stages of the #losure
If the resume of the consultant is short listed by the 2lient and client ishes to set up an intervie,
then reconfirm on the availability of the consultant and for bloc%ing him for the ne:t <C hours D by ay
of an e-mail from his company.
(et at least to indos of time for ta%ing the intervie and communicate to the *usiness 'anagers
ho ill pass the info to the clients and finali9e the best time for both the consultant as ell as the
client.
*efore ta%ing up the intervie by the consultant it is advisable to provide as much input as possible to
the consultant regarding the focus areas that the client ould be loo%ing for, the pro#ect description,
his roles and responsibilities. This ay the consultant ould be ell prepared to focus on the
particular areas of need of the client during the intervie.
(e" for a closure)
The con"(ltant "ho(ld ha&e e)cellent comm(nication "#ill".
The con"(ltant m("t ha&e wor#ed in at lea"t + , - pro.ect" in the "#ill", which the client i"
loo#in/ *or.
The con"(ltant "ho(ld ha&e wor#ed in the USA *or at lea"t - , 0 year"
The con"(ltant "ho(ld ha&e thoro(/h #nowled/e o* the "('.ect" 'oth practical and theoretical
The con"(ltant "ho(ld ha&e a &ery /ood attit(de toward" hi" wor#
The con"(ltant "ho(ld 'e a /ood team player witho(t m(ch e/o i""(e"
The client "ho(ld *eel a com*ort le&el tal#in/ to the con"(ltant not only a'o(t hi" hard "#ill"
'(t "ho(ld al"o match the *re1(ency o* the client ta#in/ the inter&iew.
#losure and *endor agreement:
Once the *usiness 'anager informs the recruiter verbally that the consultant has been selected,
inform the consultant and his company immediately. On getting the PO, issue a bac%-to bac% PO.
If a PO is not issued in the ne:t 8< hours as in many cases, then an e-mail confirmation should be
sent to the vendor as ell as the client and %eep them updated ith the current situation and
convince them that the PO is on the ay and can be there at their door step any moment.
!+ #onfirmation: Once the "ecruiter gets a PO, he / she should not be too impulsive to inform the
7endor that that they have received the PO from the client. "ather the "ecruiter should tactfully
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convey that 8-; consultants have been shortlisted and since SITI has a very good rapport ith the
client, the client ould choose the consultant hom they ould suggest.
This is the best time for signing the Sub contractor agreement. Once the 7endor / 2onsultant )in case
of independent consultant+, signs the agreement and fa: it bac% to the "ecruiter, the "ecruiter should
send the PO to the 7endor / Independent 2onsultant.
,ajor Issues on signing the subcontractor- Independent Agreement
Payment Issues1 ;? days billing and <3 days payment, payment being lin%ed to payment from
the client or hichever is greater.
"eplacement Issues
Termination issues
Suggestions to handle these1 Try to close all the issues by yourself and try to convince the 7endor /
2onsultant that this is a mirror agreement ith the client and no changes can be made. The recruiter
should have an assertive attitude, should handle this tactfully and not get into a pleading mode ith
the 7endor or the 2onsultant to sign the agreement. If the situation tends to get out of control and if
there is a chance of losing the deal, then the concerned *usiness 'anager should be brought into the
picture and the *' ill discuss the issue ith 7P-Operations to close the deal. 5ny aiver to the
standard agreement can be made only after approval by 7P-Operations.
PROCESS
1. BDMs / Hiring Manager
2. Send Requisitions through RECRUITSHRP
!. Re"ruiters # Re"ei$e the Requisitions
and start identi%&ing suita'(e )ro%i(es %ro* $arious sour"es
+a, Interna( Data'ase
+', E-terna( Data'ase +Hot.o's / Di"e,
+", 0o' )ostings through Re"ruitShar) +uto*ati" / E(e"troni",
+d, 1endors
+e, Others +Through Re%eren"es or *ai(s at resu*e2siti."o*,
3. Resu*e Poo( is "reated
4. Re"ruiters intera"t 5ith6
- Candidate
- 1endors
to "he"7 the a$ai(a'i(it& / $a(idation8 rates8 s"reening the )ro%i(es and "andidates.
gree*ents 5ith 1endors need to 'e in )(a"e.
9. Short(isted Resu*es
:or*atted as s)e"i%ied
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Su'*ission to the Hiring Manager
Hiring Manager *a& 5ant o inter$ie5 the "andidate +O)tiona(,
Su'*ission to the "(ient
;. :eed'a"7 %ro* the "(ient
<. Coordinating the te"hni"a( inter$ie5 '& Re"ruiter
:eed'a"7 %ro* "(ient
=. C(osure '& Re"ruiter
>egotiations 5ith Candidate / 1endor. gree*ents8 Rates8 Date o% .oining
Tips for communication with candidates:
Opening 2onversation
Start ith a greeting ith a positive vibration.
*asic eti!uettes of 2ommunication to be maintained ith a high degree of professionalism.
Eirst, introduce yourself briefly, hether it is a good time to tal%, as% about their availability
and then proceed.
2all persons by first name- do not address 'r or 's etc.
*e fluent and to the point.
Listed belo are !uestions that should not be used as a basis for an employer ma%ing a
hiring decisionF
(ender
$. )5s%ed of 6omen+ -o you have plans for having children/familyF
8. )5s%ed of 6omen+ 6hat are your marriage plansF
;. )5s%ed of 6omen+ 6hat does your husband doF
<. )5s%ed of 6omen+ 6hat happens if you or your husband gets transferred or needs to
relocateF
3. )5s%ed of 6omen+ 6ho ill ta%e care of your children hile you are at or%F
=. )5s%ed of 'en+ 0o ould you feel or%ing for a omanF
5ge
$. 0o old are youF
8. 6hat is your date of birthF
;. 0o ould you feel or%ing for a person younger than youF
Aational Origin
$. 6here ere you bornF
8. 6here ere your parents bornF
;. Of hat country are you a citi9enF
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0andicaps
$. -o you have any handicapsF
8. 5s a handicapped person, hat help are you going to need in order to do your or%F
;. 0o severe is your handicapF
"eligion
$. 6hat is your religionF
8. 6hat church do you attendF
;. -o you hold any religious beliefs that ould prevent you from or%ing certain days of the
ee%F
"ace or 2olor
$. -o you feel that your race/color ill be a problem in your #ob performanceF
8. 5re you of GGGG heritage/raceF
Personal !uestions
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