EXECUTIVE SUMMARY

The best investment a company can make is in their Human Resources. After all the success of an
organization ultimately depends on its Human Resource. This good intention must be put into action without
hesitation which helps the startup company to bloom.
One of the main challenges faced by almost every newly started organization is to fit the right person at the right place in
organization. Carrying on recruitment and selecting candidates has become one of the most resource consuming processes both in
terms of money and time. This is where recruitment process Outsourcing providers comes in a picture, it helps the organization to
get quality manpower, without going through the cumbersome recruitment process. Recruitment consultancy understands
manpower requirements, procuring the candidate with the desires profile and building trust in relationship.
This project report tries to cover the scope and the difficulties involved during the recruitment process in a Recruitment Consultancy.
Sourcing, it is a vital part of the recruitment process is thoroughly dealt with. Sourcing the candidates suitable for the given job
profiles is the core activity of recruitment and is a comprehensive and complicated process in itself. Hence, this constitutes the prime
objective of this report.
When India is emerging as an economic superpower, it is necessary to deal with the problem of unemployment. This is where
recruitment plays a major role. It does not only provides employment but also adds to the national gross income of the country, thus
making it globally competent.

Human Resource Management

introduction
Meaning:
Human Resource Management is the process of recruitment, selection of employee, providing proper
orientation and induction, providing proper training and the developing skills, assessment of employee
(performance of appraisal), providing proper compensation and benefits, motivating, maintaining proper
relations with labour and with trade unions, maintaining employees safety, welfare and health by complying
with labour laws of concern state or country.
Human resource management (HRM, or simply HR) is a function in organizations designed to
maximize employee performance of an employer's strategic objectives. HR is primarily concerned with
the management of people within organizations, focusing on policies and systems. HR departments and
units in organizations typically undertake a number of activities, including
employee recruitment, training and development, performance appraisal, and rewarding (e.g., managing
pay and benefit systems). HR is also concerned with industrial relations, that is, the balancing of
organizational practices with requirements arising from collective bargaining and from governmental
laws.
HR is a product of the human relations movement of the early 20th century, when researchers began
documenting ways of creating business value through the strategic management of the workforce. The
function was initially dominated by transactional work, such as payroll and benefits administration, but
due to globalization, company consolidation, technological advances, and further research, HR as of
2015 focuses on strategic initiatives like mergers and acquisitions, talent management, succession
planning, industrial and labor relations, and diversity and inclusion.
In startup companies, HR duties may be performed by trained professionals. In larger companies, an
entire functional group is typically dedicated to the discipline, with staff specializing in various HR tasks and
functional leadership engaging in strategic decision-making across the business. To train practitioners for the
profession, institutions of higher education, professional associations, and companies themselves have created
programs of study dedicated explicitly to the duties of the function. Academic and practitioner organizations
likewise seek to engage and further the field of HR, as evidenced by several field-specific publications. HR is
also a field of research study that is popular within the fields of management and industrial/organizational
psychology, with research articles appearing in a number of academic journals, including those mentioned later
in this article.
In the current global work environment, most companies focus on lowering employee turnover and on retaining
the talent and knowledge held by their workforce. New hiring not only entails a high cost but also increases the
risk of a newcomer not being able to replace the person who was working in that position before. HR

departments also strive to offer benefits that will appeal to workers, thus reducing the risk of losing corporate
knowledge.

Why name human resource management?

Human: refer to the skilled workforce in the organisation.
Resource: refer to limited availability or scarce.
Management: refer to maximise or proper utilisation and make best use of limited and a scarce resource.
Altogether, human resource management is the process of proper and maximise utilisation of available limited
skilled workforce. The core purpose of the human resource management is to make efficient use of existing
human resource in the organisation. The Best example at present situation is, construction industry has been
facing serious shortage of skilled workforce. It is expected to triple in the next decade from the present 30 per
cent, will negatively impact the overall productivity of the sector, warn industry experts.
Every organisations' desire is to have skilled and competent people to make their organisation more effective
than their competitors. humans are very important assets for the organisation rather than land and buildings,
without employees ( humans ) no activity in the organisation can be done. Machines are meant to to produce
more goods with good quality but they should get operated by the human only.
"you must treat your employees with respect and dignity because in the most automated factory in the world,
you need the power of human mind. That is what brings in innovation. If you want high quality minds to work
for you, then you must protect the respect and dignity. "

 Historical Milestones In Hrm Development

Frederick Taylor, known as the father of scientific management, played a significant role in the
development of the personnel function in the early 1900s. In his book, Shop Management, Taylor
advocated the "scientific" selection and training of workers. He also pioneered incentive systems that
rewarded workers for meeting and/or exceeding performance standards. Although Taylor's focus
primarily was on optimizing efficiency in manufacturing environments, his principles laid the groundwork for future HRM development. As Taylor was developing his ideas about scientific management,
other pioneers were working on applying the principles of psychology to the recruitment, selection, and
training of workers. The development of the field of industrial psychology and its application to the
workplace came to fruition during World War I, as early vocational and employment-related testing was
used to assign military recruits to appropriate functions
Scope of Human Resource Management

The scope of Human Resource Management refers to all the activities that come under the banner of Human
Resource Management. These activities are as follows.

 Human resources
planning :- Human resource
planning or Human Resource
Planning refers to a process by
which the company to identify the
number of jobs vacant, whether the
company has excess staff or
shortage of staff and to deal with
this excess or shortage.
Job analysis design :- Another
important area of Human Resource
Management is job analysis. Job
analysis gives a detailed
explanation about each and every
job in the company.
Recruitment and
selection :- Based on information
collected from job analysis the
company prepares advertisements
and publishes them in the
newspapers. This is recruitment. A
number of applications are received after the advertisement is published, interviews are conducted
and the right employee is selected thus recruitment and selection are yet another important area of
Human Resource Management.
Orientation and induction :- Once the employees have been selected an induction or orientation
program is conducted. This is another important area of Human Resource Management. The
employees are informed about the background of the company, explain about the organizational
culture and values and work ethics and introduce to the other employees.
Training and development :- Every employee goes under training program which helps him to put
up a better performance on the job. Training program is also conducted for existing staff that have a
lot of experience. This is called refresher training. Training and development is one area where the
company spends a huge amount.
Performance appraisal :- Once the employee has put in around 1 year of service, performance
appraisal is conducted that is the Human Resource department checks the performance of the
employee. Based on these appraisal future promotions, incentives, increments in salary are decided.
Compensation planning and remuneration :- There are various rules regarding compensation and
other benefits. It is the job of the Human Resource department to look into remuneration and
compensation planning.
Motivation, welfare, health and safety :- Motivation becomes important to sustain the number of
employees in the company. It is the job of the Human Resource department to look into the different
methods of motivation. Apart from this certain health and safety regulations have to be followed for
the benefits of the employees. This is also handled by the HR department.
Industrial relations :- Another important area of Human Resource Management is maintaining coordinal relations with the union members. This will help the organization to
prevent strikes lockouts and ensure smooth working in the company.

The Human Resource Officer is responsible for providing support in the various human resource functions,
which include recruitment, staffing, training and development, performance monitoring and employee
counseling.

SCOPE
(The way that the position contributes to and impacts on the organization) The Human Resource Officer
provides advice and assistance to supervisors and staff. This may include information on training needs and
opportunities, job descriptions, performance reviews and personnel policies.
The position coordinates the staff recruitment process .The Human Resource Officer provides advice and
support to supervisors and staff selection committees and ensures that they have accurate and timely
information in order to make effective decisions.
Failure to provide adequate advice or assistance may result in lost opportunities for staff development, poor
staff morale, financial loss to staffs for residents and a loss of credibility.

Recruitment

 Recruitment synonymous with "hiring" in American English refers to the overall process of
attracting, selecting and appointing suitable candidates for jobs (either permanent or temporary) within
an organization. Recruitment can also refer to processes involved in choosing individuals for unpaid
positions, such as voluntary roles or unpaid trainee roles. Managers, human resource generalists and
recruitment specialists may be tasked with carrying out recruitment, but in some cases public-sector
employment agencies, commercial recruitment agencies, or specialist search consultancies are used to
undertake parts of the process. Internet-based technologies to support all aspects of recruitment have
become widespread.
Understanding The Requirement, Eligibility Criteria, Qualification And Experience- Applying The
Sources Of Recruitment- Screening The Resumes- Conducting Telephonic Round Of InterviewScheduling Personal Interviews With Concerned Department Heads- Shortlisting The CandidatesConducting Final Round Of Interview- Selecting The Right Candidate- Verifying The Collected
Documents- Issuing The Offer Letter- Completing The Joining Formalities

The Recruitment Process Life Cycle

by Ruth Mayhew, Demand Media
Staffing a small business isn't always simple. Hiring employees takes more than just posting an ad, accepting
applications and running a background check. The recruitment and selection process, from start to finish, entails
several stages, which are collectively referred to as the recruitment life cycle. The recruitment life cycle ensures
your organization attracts the best possible talent and seals the employment relationship deal with an
onboarding process that welcomes new additions to your staff.

Evaluation
Determining why you need to fill the vacancy, the skills and qualifications the job requires and how the position
factors into the organization's staffing plan is the beginning phase. When an in-house recruiter receives notice
of a job that needs to be filled, the recruiter and the department supervisor or manager discuss the specific
qualifications and talent the department needs. This is the phase where collaboration between operations and
human resources is a fundamental step in finding a suitable candidate.
Sourcing
Recruiters use a number of methods to source candidates. Sourcing candidates means exploring resources that
lead recruiters to a pool of qualified candidates. The sourcing process can include posting job vacancy
announcements, perusing social networking sites for job seekers' profiles and creating alliances with members
of professional associations. Sourcing involves reaching out to both active and passive job seekers in hopes of
finding several candidates from whom recruiters choose for the next step -- preliminary screening.
Related Reading: Difference Between a Product Life-cycle and a Project Life-cycle
Preliminary Screening
Preliminary screening begins with reviewing resumes and employment applications to determine which
applicants have the requisite skills and qualifications for the job vacancy. This phase usually ends with a
telephone or informational interview where recruiters verify the work history and continued interest of
applicants. Applicants who are successful in the preliminary stage generally are invited to a face-to-face
interview to give recruiters and hiring managers an opportunity to learn more about the applicants'
qualifications.
Selection
In the recruitment life cycle, the actual selection stage begins once the recruiter determines the applicant has the
basic qualifications the company needs. The selection process consists of a number of activities recruiters and
hiring managers use to learn what candidates have to offer the company. Panel interviews, behavioral and
situational interview questions, auditions and portfolio reviews are all part of the selection process. The last step
in the selection phase is extending an employment offer or negotiating an employment contract. The decision is
final to hire the company's next employee.
Onboarding
The recruitment life cycle doesn't end just because the employee accepted an employment offer. The last phase
of the cycle is onboarding, and it's especially important in welcoming the new employee to the organization.
Onboarding is the best way to combine orientation, training and introductions for getting the employee off to a
great start with your organization. As the onboarding phase wraps up, the employee should be in an ideal
position to move forward with a rewarding career.
References (3)
Resources (3)
About the Author

Ruth Mayhew began writing in 1985. Her work appears in "The Multi-Generational Workforce in the Health
Care Industry" and "Human Resources Managers Appraisal Schemes." Mayhew earned senior professional
human resources certification from the Human Resources Certification Institute and holds a Master of Arts in
sociology from the University of Missouri-Kansas City.
End to End Recruitment

Recruitment is the process of filling up the position in an organization which includes attracting the candidates
with specific skills required for the job, screening the profiles of the candidates, and selecting the most suitable
candidate who can fulfill the client expectation and capable to add values to the organization.
Recruitment

Job analysis
Sourcing
Screening and selection
Assisting in final interviews
Follow Up
Job Analysis
This is the first step in the recruitment process which includes understanding of client's requirement through job
description followed by collecting details matching the expectations for particular job profile. This helps us to
identify the right candidates for the right job.
Sourcing
The next step is sourcing of the profiles which can be done through searching candidates having desired skills
for the given job specification with the help of different tools/internal database.
Screening
Screening is the short-listing of candidates by identifying the prospective employees with required
characteristics who best fit the position.
Assisting in Final interviews
After getting the shortlisted profiles we schedule the interviews with the client. Recruiter acts as a mediator
between the client and the candidate providing feedback both ways after interview.

 Recruitment Process for Companies

1. Job Order
When representing a company and a job order, we will contact the manager to have a lengthy discussion and get
a detailed understanding of the company, position, team, required qualification, skills and responsibilities the
candidate/s should have.
The consultant would determine how urgent the position needs to be filled, the interview process and when the
candidate must be on board. EOH Recruitment Solutions would also clear the fees with the manager of the
company.
It is very important that EOH Recruitment Solutions have a thorough understanding of the selling points of the
company. This would not be the benefits like medical and pension but how a candidate would grow or develop
in the company. In essence why would a candidate want to work for the company?
2. Identifying Candidates
After understanding the job order, EOH Recruitment Solutions will identify and select suitable candidates.
After an extensive discussion in which we determine how ready the candidate is for a new opportunity, the
candidates expectation regarding a new company and position and whether the candidates salary is in the
bracket that the company wants to offer, we invite the candidate for a detailed interview at our office.

3. Interviewing the Candidates

When meeting with the candidate for an interview, they need to bring with their ID, company salary slip, proof
of qualifications and drivers license if necessary.
In the interview we double check the following:

Reason for leaving;

Expectations of new company and position;

Salary and benefits;

We also determine what makes the candidate the best person to employ and get a thorough understanding of the
candidates growth expectations.
4. References And Checks
After the interview EOH Recruitment Solutions determine who will be contacted as references. These would
always be the managers or supervisors the candidate reported to directly. We also request a credit, criminal and
qualification check through one of the accredited organizations.
5. CV Presentation to Company
When we are satisfied that weve selected the only the best, most suitable candidates according to the job spec,
we compile the CVs for the client and do a presentation.
6. Preparation for Interviews at Company
After confirming interview times with the company and candidates, EOH Recruitment Solutions prepare the
candidates for the interviews.
We would provide them with the following:

Address and roadmap;

Detailed position info;

Detailed company info;

What to expect from the interview;

We will also provide a short reference to the client.

7. Follow-Ups after Interviews
After each interview, EOH Recruitment Solutions will follow-up with the candidate and client to determine
how the interview went and whether both sides are interested to take the process further. Should the candidate
and company fit, EOH Recruitment Solutions would direct both parties to the next interview, psychometric
testing, medicals or the next step in the clients recruitment process.

Should the candidate/s not be suitable, EOH Recruitment Solutions would re-qualify the job order and start the
process from the beginning.
8. Salary Negotiation
Since EOH Recruitment Solutions is representing both the company and the candidate, we have a very good
indication of what the candidate would accept and what the client would like to offer. We then act as mediator
to ensure that both parties are happy with the deal and that wise choices has been made.
9. Signing of Contracts
EOH Recruitment Solutions will guide the candidates through the acceptance, signing of contract and
resignation phases. We check for counter offer and fear of change throughout the recruitment process and will
address it again at this phase. The Recruitment Cycle Planning Recruitment Advertising Selecting Staff
Induction Identify Training Needs Performance Appraisals Moving On Before recruitment, check the duties and
responsibilities your organisation needs to have performed: Is the current job description really what the
organisation needs? Do they fit with the organisations strategic and business plans? What are the legislative
requirements? What recruitment policies and procedures need to be followed? Ads in the local paper is only
one way of recruiting, other options include: Internal notices such as newsletters or email messages Notices
on public noticeboards either within your organisation or in other places Existing networks and word of mouth
advertising are cheap and effective Recruitment agencies can help sort out potential applicants and therefore
save you time Planning Recruitment What goes in an advertisement: Title and job description Job status and
salary Required skills and knowledge Contact details Application closing dates You must not break antidiscrimination laws and job advertisements must be clear and truthful! You need a good quality selection
criteria and an informed and organised interview panel! Short listing candidates will save lots of time.
Questions you ask at the interview must be consistent for all applicants and the questions must relate to the
position. You can ask about existing injuries if it is relevant to the position, but be careful obviously they have
to be able to do the job however it is illegal to discriminate on the grounds of disabilities! Obviously you will
ask if people can do the job to the ability they claim and its still an important process. It is also a good time to
find out what are things that motivate your potential employee and what de-motivates them! This is really good
time to get to know your staff personally, so use it as a time for them to not only get to know the organisation
but for you to get to know them a bit better. It is vital you give your employee induction into OH&S policies
and procedures. Other policies and procedures need to be covered but OH&S is absolutely essential! Most
inductions start with the individual roles and responsibilities and work out to the big picture stuff! Appointing a
buddy can help someone feel welcome and supported. Use the probation period to identify the strengths of your
new worker as well as the areas they will benefit from extra training. It is easier to train the right person for the
position than change poor attitude or work habits even if the person is highly skilled! It is important to know
whether the training or professional development has actually benefited the individual and the organisation.
Make sure you evaluate the activities and a good way to value add to the training or development is to ask the
worker to give a brief presentation to the next team meeting. Selecting Staff Reference Checks Induction
Identify Training Needs Advertising Usually performance appraisals are done at the end of the probation period
and then annually. It is important the employee feels supported during this time so make sure you have some
positives as well as negatives to discuss. Break the position down into differing tasks and offer clear examples
of the employees strengths and areas to be improved. No matter how good a boss you might be, people do need
to move on. Make sure you have some strategies to retain the corporate knowledge it could be record books,

on line logs or any other record keeping strategy. Sometimes we have to move people as they are not able to
perform to the required level. If you think this may be the case, make sure you have good record keeping
procedures in place and follow the policies and procedures in your organisation. Is it possible for underperformers to be placed in a different role in your organisation? It would save time, money and anxiety for all
involved if alternatives to losing the staff member could be found. Moving On Performance Appraisals
The recruitment is the essential part of building the competitive advantage. HR has to define the needed
profiles (skills and competencies). The profile of the ideal candidate has to be aligned with the corporate culture
and corporate values. The profile has to support enhancing the organizational capability. The recruitment is one
of the best opportunities to enrich the organization, and it is the way to build the learning organization. HR
Recruiter has to be skilled to identify the right profile of the best candidate, and they have to be promoted to
managers as the best hiring option.

The recruitment strategy is a key success factor for the process. It defines the competitive advantage of the
organization on the job market. The company has to choose the right mix of the recruitment sources,
recruitment agencies and recruitment messages. The company has to choose the target groups, and the
underlying analysis has to identify the right ways to reach them.
The recruitment supports the marketing activities of the organization. The hiring of new people is a strong
communication topic for the social media. HR can start building the engaged social community around its
recruitment activities. All marketing specialists should focus on the close cooperation with Human Resources.
The HR Marketing is a strong topic for discussions in the company. The HR Marketing can build a strong
competitive advantage.
The recruitment is the excellent opportunity for the internal promotions and talent identification. The HR
Recruiter interviews many internal candidates and he or she can pass information to the career development
specialists. The recruitment strategy should align the recruitment function with the career development
specialists. The internal recruitment is not the isolated process. It should move the best talents of the
organization to the challenging job positions. The internal recruitment needs a strong support from the top

management. It can be a conflicting process and it needs clear rules, and procedures defined by Human
Resources.
The recruitment process contains many interactions. It is the most difficult HR process with the value added
for the company. The process involves managers, employees, Human Resources, recruitment agencies and
candidates. All participants have the same goal filling the job vacancy and they have to cooperate smoothly to
reach the overall goal. Many organizations make a mistake of forgetting the candidate. The candidate makes the
final decision. The company offers the job, but the candidate decides. The recruitment process has to be
measured, and main recruitment KPIs have to set. The unmeasured recruitment process cannot support the
success of HR in the organization.
The recruitment is the most sensitive HR process. The changes on the job market are visible in the measures
almost immediately. The excellent process learns HR Professionals to be flexible and being innovative. The
competition on the job market is tough, and the company has to be winning the best talents. The recruitment has
to be smart

Different Types Of Recruitment Models

Different Companies Have Different Hiring Needs. So Depending On Level Of Engagement, Exclusivity, Long
Term Prospects And Other Factors Many Different Recruitment Models Are Followed In The Market.Here I
Will Try To Explain Them.
Different Recruitment Models:

Contigency Hiring

Retained Search

Exclusice Requirements:

Recruitment Process Outsourcing(RPO)

Outplacement

Executive Search

Contingency Hiring: In Contingency Hiring Whenever A Company Comes Across Any Requirement It Gives It
To Many Consultants At The Same Time And Asks All Of Them To Send Resumes.Only The Consultant Whose
Candidate Is Offered Gets Money From The Company. Here Recruiters Don't Get Any Assured And Fixed
Salary. Their Revenue Depends Entirely On Whether They Can Make Offers Or Not.As Risk Factor Is High
Here, Consultants Charge More Percentage For Such Type Of Recruitment. Generally Company Pays In Terms
Of A Specific Percentage Of CTC Of The Candidate. This Is The Most Prevalent Way Of Recruitment.
Retained Search: Here A Recruitment Consultant Works Exclusively For A Specific Requirement And Payment
Is Divided Into Two Parts.He Is Paid A Fixed Amount By The Company For Search Activity. It Is Called
Retainer Fee. Other Than That If He Makes Offer He Gets More Money. For Recruitment Of Senior Executives
Like CEO,Sales Head Very Focused Approach Is Required , So This Method Is Preferred.
Exclusive Requirements: Sometimes Companies Give Some Requirements Exclusively To Recruiters. Here

Recruiter Assures The Client To Close The Position Within Specific Date. If He Cant Close The Position By
That Time He Needs To Either Close The Position With Lesser Commission Or Bear Some Other Penalty.All
The Conditions Are Clearly Decided Before The Contract. Here Percentage Of Commission Is Less Than
Contingency Hiring Because There Is No Competition.
Recruitment Process Outsourcing(RPO): RPO Model Is Gaining Lot Of Popularity Recently. Here A Company
Outsources Whole Recruitment Process To Another Consultant. Some People From The Consultant Side Seat In
The Company Itself And Manage The Whole Process By Themselves. The Sourcers Can Either Sit In The
Client Place Or In Their Own Office. Here RPO Partner Is Responsible For Closing All The Requirements.
They Take Care Of The Whole Recruitment Process Right From Sourcing,Scheduling, Interviews, Offer To
Joinings.The Benefit For The Company Is That- They Don't Have To Manage Their Own Recruitment Team
Which Reduces Costs. But On The Other Hand Risk Is High, Because If Consultants Don't Understand The
Company Culture And Hiring Plans Properly It Can Get Disastrous Also. So Companies Should Be Careful
While Choosing Recruitment Partners.Because We Are Talking About High Scale And Longer Duration
Engagement Here.
Outplacement: Outplacement Came Into Picture During Recession Period. Here If A Company Wants To Lay
Off Some People Employees To Cut Costs, They Can Hire A Consultant To Place Those Employees In Other
Companies. The Recruitment Cost Is Borne By The Current Employer.Outplacement Is Not Very Popular Till
Now.
Executive Search: Executive Search Teams Only Focus On Senior Level Ie: CEO, CTO, Sales Head And
Similar Kind Of Requirements. Method Of Sourcing For Such Positions Are Quite Different From Junior Level
Requirements. Here Number Of Potential Candidates Are Less And They Don't Prefer To Show Their Resume
On The Portals. So Head-Hunting, Searching In Networking Sites And Personal Networks Help A Lot. For
Such Requirements Commission Is Much Higher. Executive Search Teams Do Retained Search Activity Also.
Other Than The Above Models Recruitment Can Be Divided In Other Two Types.

Permanent Recruitment

Contract Or Temporary Staffing

Permanent Staffing: Here After Recruitment The Candidate Stays In The Company Payroll As A Permanent
Employee.

Temporary Staffing: In Case Of Temporary Staffing/ Contract Staffing The Candidate Remains In The Payroll
Of The Consultant And Works With The Company For A Limited Time Period. Companies Generaly Prefer
This Model If The Project Is Small Or Uncertain. Again It Reduces Their Long Term Costs Also. So This
Model Is Gaining Good Popularity Now A Days

Sources of recruitment
Sources of recruitment:

Broadly, there are two main sources of recruitment

1) Internal sources of recruitment which means recruitment from within the organization.
2)External sources of recruitment means recruitment from outside the organization.

1) Internal sources of recruitment which means recruitment from within the organization:
i) Transfer: it means shifting of employees from one job to another. There is no drastic change in the pay or
status of the employees it generally remains the same.
ii) Promotion: it means shifting the employee to higher position with the change in the pay or status.
iii) Internal advertisement: it means appointing the employees from within the organization through
advertisement.
iv) Lent services: it means employing the person for newly started plant in the organization.
v) Extension of services: it is extending the service of employees by recruiting them again.
vi) Absorption of trainees: those who come in the organization for training employing them.
2) External sources of recruitment mean recruitment from outside the organization:
i) Advertisement: it is a way to attract number of employees by giving advertisement in the newspaper.
ii) Casual callers: the good organizations have a list of casual callers also who apply them and the organization
instead of giving new advertisement give a call to these casual callers.

iii) Employment exchange: it is a good source of recruitment where the candidates are called with the help of
employment exchange.
iv) Educational institutions: here the companys go to the educational institutions from where they select the
suitable employees for the job.
v) Labor union: the organization may select the candidate from the labor union of the company to satisfy the
labors also.
vi) Recommendation of employees: sometimes the employees working in the organization also suggest the
name of suitable candidate for the appointment.
vii) Waiting lists: generally the organization s prepares the waiting lists of the employees. Sometimes the
selected candidates failed to join in that case the waiting list employees are called.
Thus the above said are the main sources of recruitment of the employees within the organization and outside
the organization which are used by the organization to employ the employees

Reflecting the recent economic slowdown in India, a Source Information Services report released today (7th
August 2013) has found that the Indian consulting market grew by 4% in 2012 to just over $1.5bn.

The report says that despite this modest growth, the economic slowdown has in some ways become an
important driver of demand in Indias consulting market as clients seek help to both increase revenue and
improve efficiency.
Interestingly, the Source report found that small and family-owned businesses are becoming increasingly
important buyers of consulting services in India as a new breed of young, highly-educated business people rise
in the ranks and are eager to take their businesses to the global stage.
BJ Richards, senior analyst at Source and author of the report commented: Much as weve seen happen in the
Middle East, the conservative, provincial local businesses of India are being transformed by a new generation
of sophisticated, highly educated young professionals who are confidently taking the helm, steering their ships
into international waters. Furthermore, they understand what consulting can do for them, and theyre eager to
engage. These new clients are not only providing critical new revenue but offering a refreshing change from the
typical Indian consulting buyer.
The report also found that digitisation is at least as important in India as it is elsewhere, though its happening a
little differently. Specifically, there are opportunities around helping businesses make the most of mobile
platforms as more Indians access the Internet on their mobiles than on computers.
Cloud computing and infrastructure services also present a big opportunity in the Indian market. These
technologies and their security capabilities have been viewed with some suspicion in the past, but companies
now seem to be coming around. Neil Ramchandran, managing partner & CEO for Capco India, said: My
personal view is that cloud computing and infrastructure services have completely overcome the fears around
them a few years ago.
From a sector perspective, financial services continues to be big business in Indias consulting world, and whilst
representing just under a third of all consulting revenue, and growing by 8% in 2012, it was the largest growth
sector. The energy and resources market also grew by 5% as India explores renewable energy alternatives in

order to better meet its huge domestic requirements.

As the economy is still growing, the report found that many firms are doing well. It says that smaller firms with
a lot of room to grow are enjoying a time of extraordinary expansion. Rajinder Singh of Solving Efeso
commented: Were a new entrant into this market weve been a small market player since 2002. So our
growth is not being determined by the market, its determined by what we can take. We almost doubled last
year and expect to do the same this year.
On the down side, consulting firms reported that they are struggling with the high cost of talent as Indias
sophisticated young professionals are putting a high price on their labour and experienced consultants to fill the
senior ranks are also expensive as well as difficult to find. Two of the other market challenges identified by
firms were managing increasingly demanding clients, and finding the best pricing strategies.
Despite these challenges, it seems clear that things are still going well in Indias consulting market, because the
report found that one of the four major concerns for consulting firms is how to successfully manage a rapid rate
of growth. This suggests the outlook for consulting in India is bright.

Temporary work
From Wikipedia, the free encyclopedia
Temporary work or temporary employment refers to a situation where the employee is expected to leave the
employer within a certain period of time. Temporary employees are sometimes called "contractual", "seasonal",
"interim", "casual staff", "freelance"; or the word may be shortened to "temps". In some instances, temporary
professional employees (particularly in the white-collar worker fields, such as law, engineering,
and accounting) even refer to themselves as "consultants" (not to be confused with management consultants).
Temporary workers may work full-time or part-time, depending on the individual case. In some instances,
temporary workers receive benefits (such as health insurance), but usually benefits are only given to permanent
employees. Not all temporary employees find jobs through a temporary employment agency. For example, a
person can simply apply at a local park for seasonal jobs.
A temporary work agency, temp agency or temporary staffing firm finds and retains workers. Other
companies, in need of short-term workers, contract with the temporary work agency to send temporary
workers, or temps, on assignments to work at the other companies. Temporary employees are also used in
work that has a cyclical nature, requiring frequent adjustments to staffing levels.
In 2008 there were a total of 13,722 temp agencies and staffing services in the United States with revenue of
over $7.4 million per firm.[1]
Contents
[hide]

1 History

2 Post-Fordism and temporary work

3 Temporary work agencies

o

3.1 Benefits for client firms

3.2 Growth of Temporary Staffing

3.3 Abuse in the temporary staffing industry

4 Pros and cons

o

4.1 Pros

4.2 Cons

5 Legal issues

6 See also

7 References

8 External links and further reading

History[edit]

Trends in Temporary Work (US):source: D. H. Autor, Outsourcing at Will: The Contribution of Dismissal
Doctrine to the Growth of Employment Outsourcing
The staffing industry in the United States began after World War II with small agencies in urban areas
employing housewives for part-time work as office workers. Over the years the advantages of having workers
who could be hired and fired on short notice and were exempt from paperwork and regulatory requirements
resulted in a gradual but substantial increase in the use of temporary workers, with over 3.5 million temporary
workers employed in the United States by 2000.[2]
There has indeed been a great paradigm shift since the 1940s in the way firms utilize the temporary worker.
Throughout the Fordist era, temporary workers made up a rather marginal proportion of the total labor
force in North America. Typically, temporary workers were white women in pink collar,clerical positions who
provided companies with a stop-gap solution for permanent workers who needed a leave of absence, when on

vacation or in illness.[3] In contrast, in the Post-Fordist period, characterized

by neoliberalism, deindustrialization and the dismantling of the welfare state, these understandings of
temporary labor began to shift.[4] In this paradigm, the idea of the temporary worker as a stopgap solution to
permanent labor became an entirely normative employment alternative to permanent work.[5]
Therefore, temporary workers no longer represented a substitute for permanent workers on leave but became
semi-permanent, precarious positions routinely subject to the threat of elimination because of fluctuations in a
company's products. In the context of today's temporary labor force, both people and positions have become
temporary, and temporary agencies use the temporary worker in a systematic and planned, as opposed to
impromptu manner.[3]
Post-Fordism and temporary work[edit]
As the market began to transform from Fordism to a post-Fordist regime of capital accumulation, the social
regulation of labor markets and the very nature of work began to shift.[6] This transformation has been
characterized by an economic restructuring that emphasized flexibility within spaces of work, labor markets,
employment relationships, wages and benefits. And indeed, global processes of neoliberalism and market rule
contributed greatly to this increasing pressure put on local labor markets towards flexibility.[7] This greater
flexibility within labor markets is important at the global level, particularly within OECD countries and liberal
market economies (see liberal market economy).
The temporary labor industry is worth over 157 billion per year, and the largest agencies are spread across
over 60 nations. The biggest temporary work agencies are most profitable inemerging economies of the Global
North, and those that have undergone market liberalization, deregulation and (re)regulation.[8]
The desire to market flexible, adaptable temporary workers has become a driving, monetary oriented objective
of the temporary work industry. This has caused individual agencies to adopt practices that focus on
competition with other firms, that promote try before you buy practices and that maximize their ability to
produce a product: the temporary worker. Through this process, the ideal temporary worker has today become
largely imagined, produced and marketed by temporary agencies.[9]
Temporary work agencies[edit]
The role of a temp agency is as a third party between client employer and client employee. This third party,
handles remuneration, work scheduling, complaints, taxes, etc. created by the relationship between a client
employer and a client employee. Client firms request the type of job that is to be done, and the skills required to
do it. Client firms can also terminate an assignment and are able to file a complaint about the temp.[10][11] Work
schedules are determined by assignment, which is determined by the agency and can last for an indeterminate
period of time, extended to any point and cut short.[10] Because the assignments are temporary, there is little
incentive to provide benefits and the pay is low in situations where there is a lot of labor flexibility. (Nurses are
an exception to this as there is currently a shortage).[10][11][12] Workers can refuse assignment but risk going
through an indeterminate period of downtime since work is based on availability of assignments, which the
agency cannot create only fill.[10]
Whether the work comes through an independent gig economy source or a temp agency, when a temporary
employee[13] agrees to an assignment, they receive instructions pertaining to the job. The agency also provides
information on correct work attire, work hours, wages, and whom to report to. If a temporary employee arrives
at a job assignment and is asked to perform duties not described when they accepted the job, they may call an
agency representative for clarification. If they choose not to continue on the assignment based on these
discrepancies, they will most likely lose pay and may undermine chances at other job opportunities. However,
some agencies guarantee an employee a certain number of hours pay if, once the temporary employee arrives,

there is no work or the work isn't as described. Most agencies do not require an employee to continue work if
the discrepancies are enough to make it difficult for the employee to actually do the work.[14]
A temporary work agency may have a standard set of tests to judge the competence of the secretarial or clerical
skills of an applicant. An applicant is hired based on their scores on these tests, and is placed into a database.
Companies or individuals looking to hire someone temporarily contact the agency and describe the skill set they
are seeking. A temporary employee is then found in the database and is contacted to see if they would be
interested in taking the assignment.[14]
It is up to the temporary employee to keep in constant contact with the agency when not currently working on
an assignment; by letting the agency know that they are available to work they are given priority over those
who may be in the agency database who have not made it clear that they are ready and willing to take an
assignment. A temp agency employee is the exclusive employee of the agency, not of the company in which
they are placed (although subject to legal dispute). The temporary employee is bound by the rules and
regulations of the client firm, even if they contrast with those of the company in which they are placed.
Benefits for client firms[edit]
There are a number of reasons as to why a firm utilizes temp agencies. They provide employers a way to add
more workers for a short term increase in the workforce. Using temps allows firms to replace a missing regular
employee. A temp workers competency and value can be determined without the inflexibility of hiring a new
person and seeing how they work out. Utilizing temp workers can also be a way of not having to pay benefits
and the increased salaries of a regular employees. A firm can also use temp workers to vary compensation in
what would normally be an illegal or impossible manner. The role of temp workers in the work space can also
have the effects of coercing regular employees into taking more work for less pay. Additionally, temp workers
are less likely to sue over mistreatment, which allows firms to reduce the costs of employment in high-stress,
regulated jobs.[10][11][12][15]
Growth of Temporary Staffing[edit]
Temp agencies are a growing part of industrial economies. From 1961-1971 the number of employees sent out
by temporary staffing agencies increased by 16 percent. Temporary staffing industry payrolls increased by 166
percent from 1971 to 1981, and 206 percent from 1981 to 1991, and 278 percent from 1991 to 1999. The
temporary staffing sector accounted for 1 out of 12 new jobs in the 90s.[15] In 1996, $105 billion, worldwide,in
staffing agency revenues. By 2008, $300 billion was generated, worldwide, in revenues for staffing agencies.
[16]
The Temporary Staffing Industry accounts for 16% of job growth in the U.S. since the great recession ended,
even though it only accounts for 2% of all-farm jobs.[17] This growth has occurred for a number of reasons.
Demand in temporary employment can be primarily attributed to demand by employers and not employees [12]
[18]
A large driver of demand was in European labor market. Previously, temporary employment agencies were
considered quasi-legal entities. This reputation shied potential client employers away. However, in the later half
of the 20th century, there would be shift predominated by legal protections and closer relationships with
primary employers. This combined with the tendency for growth of the TSI in countries where there are strict
regulations on dismissal of hired employees but loose regulations on temporary work, growth is much faster
compared to industrialized nations without these labor conditions.[18][19]
Abuse in the temporary staffing industry[edit]
Because the agency (and temporary agencies are largely consolidated into a few big corporations) decides
whether or not you work (i.e. whether or not you have an income), the worker is expected to go along with
these imbalances of power.[16] The agency itself creates the conditions for worker exploitation or adds to them.
[10]
Temp agencies often create and reinforce an ethnic hierarchy that determines who gets what jobs.

[11]

Agencies will often pick up racialized preferences on the racialized preferences of client firms who use code
words like articulate to describe the type of worker wanted.[10] Temps are told to be a guest and not a
worker, which leads to worker exploitation. Temps must show deference and are expected to perform a form of
feminized hospitality. A ramification is this, is temps having to deal with sexual harassment and are encouraged
not to report it, and in some cases encouraged to make themselves sexually available. Temp workers of color,
often have to show increased deference, sexual availability, and attractiveness in order to receive assignments,
more so than their white peers.[10] An additional ramification of temp workers guest status is being at the
bottom of the workplace hierarchy, which is visually identifiable on ID cards, in different colored uniforms, as
well as the encouragement of more provocative dress.[11] Their guest status often means, temp Workers are
unable to access on-site workplace accommodations and arent included in meetings despite the length of their
time working at the client firm.[10][11][20] This is all compounded by a work system in which temps must file
complaints about clients through the temp agencies, which, often enough, not only disqualifies them from
another assignment at that firm, it disqualifies them from receiving an assignment from that temporary agency.
[10]
Since a client firm is harder to replace than a client employee and there is no disincentive to not giving a
complaining employee, an assignment; there is an incentive for agencies to find employees who are willing to
go along with the conditions for client firms, as opposed to severing ties with firms that routinely violate the
law.[10]
~~
Pros and cons[edit]
Pros[edit]

Easy hire: Those meeting technical requirements for the type of work are often virtually guaranteed a
job without a selection process. In this sense, it could be argued that it would be easier to find work as a
temporary worker. Also, in some cases, agencies will hire temporary workers without submission of a
resume or an interview[21]
Potential for flexible hours
There is an opportunity to gain experiencecompanies are all unique, so the temporary worker will be
exposed to a plethora of different situations and office procedures[21]

There are companies that do not hire internally and use these staffing services only. They are a good
gateway to get employment with a certain company.
Cons[edit]

Lack of control over working hours and the potential for immediate termination for refusing an assigned
schedule.

Positions often are with high turnover rates. Research suggests that plants choose temporary workers
over permanent ones when they expect output to fall, which allows them to avoid costs associated with
laying off permanent employees[22]

Lack of reference as many employers of experienced job positions do not consider work done for a
temporary agency as sufficient on a resume.

In the United States, the gradual replacement of workers by temporary workers resulted in millions of
workers being employed in low-paid temporary jobs.[2]

Typically, temporary workers earn roughly a third of a permanent counterpart, receive few or no health
benefits and seldom become full-time employees from their temporary positions.[21]

Legal issues[edit]
Throughout this literature, scholars have argued that neoliberal (see neoliberalism) policies have been a
prominent component in the erosion of the standard employment relationship. This precarious new model of
employment has greatly reduced the workers ability to negotiate and, in particular, with the introduction of
advanced technology (that can easily replace the worker), reduced the temps bargaining power.[23] It has been
suggested that labour regulations in North America do little in addressing labour market insecurities and the
precarious nature of temporary labour. In many cases, legislation has done little to acknowledge or adapt to the
growth of non-standard employment in Canada.[24]
In the European Union, temporary work is regulated by the Temporary Agency Work Directive and the Member
States' laws implementing that directive

A recruitment management system (RMS), also known as an erecruitment or online recruitment system, is a multi-component software
tool designed to automate and facilitate the processes involved in finding,
attracting, assessing, interviewing and hiring new personnel.

A recruitment management system (RMS), also known as an e-recruitment or online recruitment system, is a
multi-component software tool designed to automate and facilitate the processes involved in finding, attracting,
assessing, interviewing and hiring new personnel. E-recruitment systems are widely used in the enterprise and
elsewhere, including universities and charitable organizations. Current systems are often web-based portals that
are integrated with an organizations website.
Features of recruitment management systems include:

A user-friendly administrative interface.

The capacity to automatically post job listings to the corporate site and to online job banks.

Online application software that enforces input in a valid format for retrieval of relevant data.

The ability to capture and resumes for similar data retrieval.

E-recruitment systems are widely used in the enterprise and elsewhere, including universities and charitable
organizations. Current systems are often web-based portals that are integrated with an organizations website.

Features of recruitment management systems include:

A user-friendly administrative interface.

The capacity to automatically post job listings to the corporate site and to online job banks.

Online application software that enforces input in a valid format for retrieval of relevant data.

The ability to capture and resumes for similar data retrieval.

Analytics software to assess and rank applicants.

Applicant and job tracking.

Scheduling software.

Contract generation software.

Integration with the organizations human resources management (HRM) and human capital
management systems.

Report generation software.

Thoughts On Recruitment And Employee Retention

Recruitment is something that always keep HR department engagedin any software company of any size,
location or standard. Employee turnover is a continuous pain for that matter for HR that compels HR
department to keep their database abreast based on the inputs from development and deployment departments.
A requirement raised last time is of no value as compared to the current value in any department or
organization.
Hr department is required to be well equipped with the data regarding current level of all employees existing in
the organization, their profile, roles and responsibilities, experience, growth pattern etc. Not only that, they need
to be proactive in terms of estimating appropriately about the employee behaviour on the basis of which they
can very well judge about the commitment level of any employee towards his/ her job and/ or organization. The
profile of an employee who has never spent more than two years in any organization in past will call for an
alarm when his/ her tenure is reaching to that level in your organization.

HR needs to have a good network in terms of social networking site, media, some active relevant group
networks, online and offline job portals etc. For that sake an internal survey about existing employees
acquaintances becomes handy if maintained to initiate an internal referral recruitment process in case of a
vacancy. Some organizations do not mind rewarding a nominal amount to referee.
Many organizations go for next level of maturity when they start rotating their employees internally on a
regular basis. That acts as a two level benefit for organization in return. One no situation becomes too critical
in case of any key persons exit as there is always a backup for that profile and second it increases the
confidence level of employees by gaining exposure, experience and learning in areas where they need
improvement
CHANGING ROLE OF RECRUITMENT INTERMEDIARIES:
Recruitment consultancies, agencies or intermediaries are witnessing a boom in the demand of their services,
both by the employers and the job seekers. With an already saturated job market, the recruitment intermediaries
have gained vital position acting as a link between the job seekers and the employers.
But at the same time, one of the major faced by this industry is the growing popularity of e-recruitment. With
the changing demand, technologies and the penetration and increasing use of internet, the recruitment
consultancies or the intermediaries are facing tough competition. To retain and maintain their position in the
recruitment market, the recruitment intermediaries or consultants (as they are commonly known) are witnessing
and incorporating various changes in terms of their role, functions and the services.
According to a survey amongst top employers, most of them agree with the growing influence of technology
and the Internet on the recruitment processes. 70 percent of employers reported the use of application portal on
their companys official website. Apart from, the emerging popularity of the job portals is also growing.
But the fact that the intermediaries or the consultants are able to provide their expert services, economies of
scale, up to 40 percent saving in the recruitment cost, knowledge of the market, the candidates, understanding
of the requirement and most importantly, the assess to the suitable and talented candidates and the structured
recruitment processes. The recruitment intermediaries save the organization from the tedious of weeding out
unsuitable resumes, coordinating interview,posting vacancies etc. give them an edge over the other sources of
recruitment.
To retain their position as the service providers in the recruitment market, the recruitment intermediaries are
providing value added services to the organizations. They are incorporating the use of internet and job portals
making their services more efficient.
Despite of the growing use of the internet, the recruitment intermediaries are predicted to continue dominating
the recruitment market in the anticipated future

How do recruiters get paid, and how much?

Do they get paid in milestones (like when the candidate have phone interview, then for in person interview, then
offer)? Or do they get paid only if the candidate accepts the offer? Also, how much do they typically get, as a
% of the candidate's salary?

Matthew Lancey, Worked in recruitment in London and Sydney for nearly 10 years
In my time as a recruiter in London and Sydney (13 years all up, up until late 2012), the way it generally
worked is outlined below.
(In typing it, I've found myself using the word "usually" or "probably" a lot - very little about the process is set
in stone, and while most recruitment processes don't vary from the norm that much, they're all likely to be
different in some ways.)
Recruiters generate revenue for the company they work for by successfully finding candidates for their clients'
vacancies. This is not the same as the recruiter's commission or salary, and while there's a rough relationship
between the three (more revenue = higher commission = higher salary) there's very rarely one-to-one
relationship between what a recruiter charges and what she earns.
If the recruiter is working on permanent jobs, she will probably agree with the client a one-off recruitment fee,
which is usually a percentage of the successful candidate's starting salary. The actual percentage varies widely,
and could anything from 5% for junior or volume places (eg. 30 people for a contact centre) to 30% or even
more for very senior or specialist positions. It's a commercial agreement between recruiter and client.
The fee is usually invoiced on the day that the candidate starts work, and the revenue is usually attributed to the
recruiter in the month or quarter that the candidate starts. (This is important for commission purposes, which I'll
get to in a minute).
One common exception is where the recruiter is working on a retained basis - instead of charging one single
one-off payment on filling the job, the recruiter will have negotiated with the client to structure the invoicing
along these lines:

1/3 on acceptance of the assignment

1/3 on submission of a shortlist of candidates (or confirmation of first round of interviews)

1/3 on the day the successful applicant starts.

(This is 1/3 of some percentage of what the successful candidate's starting salary is likely to be - eg. starting
salary $150,000, fee of 25% = $37,500 total fee = $12,500 per installment).
This is usually negotiated for "executive" level recruitment (ie. very senior candidates), or for very hard-to-fill
jobs where not many candidates are likely to be available.
There are unlikely to be milestones as granular as the ones you've specified in the question details, but I guess
anything's possible.
Things work slightly differently if the jobs being filled are contracting positions (ie. contractor paid hourly or
daily) but I won't go into that here because it gets a bit complicated. Happy to provide details in the comments
if needed.
So, commission. Depending on the how the recruitment firm operates, each recruiter's revenue per billing
period (eg. month or quarter) is then calculated at the end of that period, and the recruiter's commission is
calculated from that figure, using a formula that is probably different for every single recruitment firm in the
world.
Very roughly it's a percentage, although it's hardly ever a fixed percentage of revenue - there will be sliding

scales that ramp up the higher the revenue is, and/or thresholds at the lower end below which no commission is
paid, and/or components based on team or company performance, and probably loads of other and/ors as well all to incentivise the recruiter to maximise revenue during that period, obviously.
The incentive is then paid in addition to the recruiter's fixed base, and that forms the recruiter's total pre-tax
salary.
Thinking about my last 12 months in recruitment, I think my commission would have averaged out at about 8%
of the revenue I generated, which when added to my base, meant that I'd have earned, before tax, a total of
maybe 25-30% of the revenue I generated.
That's probably a bit lower than the industry expectation, in Sydney at least - I used to hear the rule of thumb
being mentioned that "recruiters should earn 1/3 of their revenue" - but I was happy with my income, and with
the company I was working for, for the whole seven years I worked there.
To address a few misconceptions, recruiters are likely monitored andtargeted on the following "performance
indicators", but I very much doubt that anyone would be paid commission based on them:

Number of job ads placed

Number of resumes sent to clients

Number of applicants interviewed by the recruiter him/herself

Number of applicants interviewed by the client

Number of jobs filled (as opposed to revenue generated by filling jobs).

(Having said that, they might not get paid commission if they don't meet targets for some or all of these.
Depends how their firm structures things.)
These are important things for a recruiter and her manager to monitor, to ensure that the pipeline of activities
that ultimately should result in supplying a successful candidate and being able to charge the client a fee is full
enough to maintain a consistent revenue stream.
Happy to provide any more details in the comments. I no longer work in recruitment, but I have no axe to grind
with the industry - I enjoyed my time working as a recruiter, and I did well.
Moreover, I actually think it's very important that these details are understood properly by candidates/applicants
and clients/employers alike. I think there's no need for it to be shady or obscure, and I genuinely believe that if
everyone understood what the process is and why recruiters appear to emphasise some elements of it over
others, the whole three-way relationship between employer, recruiter and job seeker would be a lot easier and
simpler for everyone.
Recruitment and Selection - The Context
Equality and Diversity
The USW Group of a diverse body of people with different perspectives, values and attitudes and as such we
seek to promote an inclusive environment where such differences are shared and valued, and where any unfair
treatment or discrimination is challenged and eliminated. In addition to encouraging inclusivity in all our
activities, we will also promote the principles of diversity by making sure that the different perspectives of
individuals or groups are respected and celebrated (Strategic Equality Plan 2012-16)

For further information see the University Equality and Diversity Pages
We value the differences between people and understand the benefits of employing a diverse range of talented
people. We recognise the need to ensure that discrimination and stereotyping play no part in our recruitment and
selection processes.
By taking a positive approach to diversity throughout the recruitment and selection process we can select the
best person for the job based on merit and not factors that are not relevant to their ability to undertake the job.
As a University staff member with a role to play in the Recruitment and Selection Process it is important that
you understand who is protected by law, what constitutes direct and indirect discrimination and why a positive
approach to diversity attracts a wider range of suitable applicants.
The Equality Act 2010 protects people in employment from discrimination, victimisation and harassment or any
other detriment on account of any of the following characteristics:
Protected Characteristics

Age

Disability

Gender reassignment

Marriage and civil partnership

Pregnancy and maternity

Race

Religion and belief

Sex

Sexual orientation

Unlawful discrimination can take a number of different forms. The Equality and Human Rights Commission
(EHRC) provides useful guidance on such issues EHRC Recruitment Guidance for Employers
NB: The following information is for guidance only and does not constitute legal advice
Direct Discrimination less favourable treatment of a person compared with another person because of a
protected characteristic, theirassociation with a person who has a protected characteristic or because they
are perceived to have a protected characteristic.
Direct discrimination cannot be justified, whatever the employers motive.
Examples:

not considering someone because they are believed to be homosexual (regardless of whether they are or
not)

not considering a disabled person that meets the selection criteria and without looking at whether
reasonable adjustments can be made

not considering a person because they care for a disabled child

not considering someone because they look too young for the position

Indirect Discrimination where a practice, provision, requirement, rule or working condition puts people with
a particular protected characteristic at a disadvantage compared with others who do not share that characteristic,
and applying the practice, provision or criterion cannot be objectively justified.
Examples:

specifying applicants should be clean shaven may disadvantage some religious groups.

using a specific qualification in the selection criteria that excludes those who have gained the equivalent
experience, knowledge and skills via another method.

using height, weight or strength requirements (that are not related to the ability to perform the role) are
likely to discriminate against women.

Asking for a specific number of years experience that may rule out younger candidates with the skills
required for the job, but have not had the opportunity to demonstrate them over an extended period.

Positive Action refers to the steps that an employer can take to encourage people from groups with different
needs or with a past track record of disadvantage or low participation to apply for jobs.
The EHRC gives examples of what you might do (depending on the protected characteristic you are targeting),
which would count as positive action, include:

Encouraging applications from under-represented groups, such as through targeted advertising.

Offering pre-application training to particular groups where this meets a need. For example, updating
peoples skills ahead of the recruitment process.

Further EHRC advice

Lawful Discrimination
There are certain circumstances where discrimination may be lawful, for instance where there is a genuine
occupational requirement (GOR) for the job or context that it is carried out.
E.g. A womens refuge may want to say that it should be able to employ only women as counsellors. Its client
base is only women who are experiencing domestic violence committed by men. This would probably be a
genuine occupational requirement.
NB: Any request to use GORs must discussed with your HR Partner
Disability and Health information during the recruitment process
Section 60 of the Equality Act 2010 aims to prevent disability or health information being used during the
recruitment process to sift out job applicants without first giving the applicants the opportunity to demonstrate
they have the skills to do the job.

The EHRC provides guidance for employers on what can and cant be asked, and at what stage in the
recruitment process as well as what information can and cant be used during the recruitment process.
EHRC Guidance

Other relevant legislation

Asylum and Nationality Act 2006
There is a new points based system (PBS) for economic migration in to the UK. Employers now have a legal
responsibility to prevent illegal migrant working in the UK and face civil penalties in the event of employing an
illegal migrant worker. Basic document checks are carried out by HR for every person we employ to check we
only employ those legally entitled to work in the UK. As an employer we also have a responsibility to track and
monitor the immigration status of migrant workers and reporting any unauthorised absence, this task is also
undertaken by HR.
Rehabilitation of Offenders Act 1974
Spent Convictions
Under the Rehabilitation of Offenders Act applicants do not have to declare spent criminal convictions
(conviction has expired) when applying for jobs. If you are made of or become aware of any convictions it
would be unlawful to use this information to discriminate against such applications on the basis of their expired
conviction.
Spent convictions can only be considered where a job requires a Disclosure and Barring Service (DBS)
[Previously CRB] check. These are required for jobs that involve working with children or vulnerable adults.
Unspent Convictions
Applicants are asked to disclose unspent convictions at the application stage. If an applicant has declared an
unspent conviction contact your HR Partner for guidance

COMPANY PROFILE
FOUNDERS:Mr. AroonBalakrishnan
ESTABLISHESD: 2010

Category: HR & Recruitment

We are one of the growing full service Recruitment Solutions in India.

Waays & Solutions is specialized in Human Resource service provider offering Manpower recruitment
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We recruit across a wide range of industries and at all position levels.
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We recruit at all employment levels from junior to senior and across a broad range of employee categories and
sectors.
We have a pan-India presence, with a wide spectrum of Recruitment Specialists, each with a rich domain
expertise across various industries like Banking and Financial Services, IT and ITES, FMCG, Manufacturing,
Engineering, etc. This gives us the capability to tap the crme-de-la-crme of the talent across India.
At Waays & Solutions, we understand our patrons need and help them in creating a roadmap towards becoming
successful. We believe that only if they are well on their way towards achieving their goals, can we also tread
the same path.
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- We always aspire to add value to our clients, maintain a very high level of confidentiality.
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We service our clients with a host of HR solutions, encompassing Recruitment and Corporate Training. We are
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We offer our Franchisee with following facilities:
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Use of Company's Logo, Designing etc.
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Jobseeker's Database from Various Job Portals for All India. No need to spend Lacs on Data portals. Dedicated
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Proper expert guidance on each and daily activity to avoid any loss due to inexperience of trade. Continuous
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All online promotion of franchisee from Head Office. No need to invest single penny on online promotions or
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Back office operations - Centralized Invoicing & Collections .No need of maintenance of Account. Head Office
will maintain all record of payment. No need to invest on Tally or on invoice software.
Infrastructure Guidance- Infrastructural equipment, Office layout plan, etc.
Franchising Add-ons:
A license to trade as an Orbit Placement Consultancy
Benefit from being part of our group, including ground representation
Receive a national advertising and marketing program that will continually reinforce our distinctive brand
image
Staff Training
What are Pre-Requisites?
Good reputation and contacts in the area.
Suitable office space and computer with internet access
Initial investment of Rs.1,00,000/- towards franchise fee and 3 years subscription with a renewal clause.
Willingness to undertake aggressive local promotions
Familiarization with placement industry or IT enabled services shall be considered as an added advantage
Business Acumen and drive to succeed
Entrepreneurship Skills, Business Sense and a Creative Mind make the perfect combination to successfully run
a Career Placements Franchisee
Contact us now for more details to become franchisee and start earning lucrative returns
Our Mission
To identify, evaluate and present highly qualified candidates as per the clients need, culture and requirements.
Simultaneously also elevate the personal and professional goals of professionals we present.

Our Vision
Being the most preferred talent management service provider, which is globally recognised as being the most
Innovative, Sophisticated, Dedicated and Quick by providing clients and candidates with a level of excellence
which surpasses their expectations.
Method
- We take efforts to understand the company, its vision, goals and culture.
- Requirements are understood in great detail in terms of qualification, years of experience, Essential skills,
preferred skills, compensation and job profile.
- Shortlist candidates with the relevant skills either through our vast database or networking with the help of
our trained recruiting staff.
- Speak to the candidate about the company and job profile.
- Facilitate meetings with the selected candidates.
- Co-ordination from candidate counselling, offer letters, negotiations, till the candidate joins the Company.

Build your own Successful business !!! Welcome to the Waays & Solutions Family !!!
Waays & Solutions - specialized Human Resource service provider offers Manpower recruitment services to
major Corporate & MNCs in India and abroad.
We service our clients with a host of HR solutions, encompassing Recruitment and Corporate Training. We are
reputed for delivering effective results consistently with focus, understanding and forever emphasis on quality.
We offer our Franchisee with following facilities:

Use of our Brand Name Waays & Solutions for all corporate communications. Not mandatory to form
a company
Use of Company's Logo, Designing etc.
Complete Operational Training to the Franchisee Staff. Expert Training to staff so that faults due to
inexperience can be avoided.
Jobseeker's Database from Various Job Portals for All India. No need to spend Lacs on Data portals.
Dedicated Access to job portals - at cost much lower than market.
Proper expert guidance on each and daily activity to avoid any loss due to inexperience of trade.
Continuous guidance on sourcing against typical requirements (Sourcing methods, target companies, etc.)
All online promotion of franchisee from Head Office. No need to invest single penny on online
promotions or on SEO.
Social connectivity like job posting and sharing with Facebook, LinkedIn, twitter etc. No need to
maintain various accounts on Facebook, Twitter, LinkedIn.
Back office operations - Centralized Invoicing & Collections .No need of maintenance of Account.
Head Office will maintain all record of payment. No need to invest on Tally or on invoice software.
Infrastructure Guidance- Infrastructural equipment, Office layout plan, etc.

Franchising Add-ons:

A license to trade as an Orbit Placement Consultancy

Benefit from being part of our group, including ground representation
Receive a national advertising and marketing program that will continually reinforce our distinctive
brand image
Staff Training

Waays & Solutions Team:

Our Commitments :

WAAYS AND SOLUTIONSINVESTMENT DETAILS

Date Commenced Operations2010

Date Commenced Franchising / Distribution2014
WAAYS AND SOLUTIONSPROPERTY DETAILS

What type of property is required for this franchise opportunity?A decent office space easily commutable for
staff with basic amenities.
Floor area requirement200 sq.ft and above . (1 Sq Meter = 10.76 Sq Ft.)
Preferred location of unit franchised outlet:Near to railway stations or bus depots
WAAYS AND SOLUTIONSTRAINING DETAILS

Do you currently have detailed operating manuals for franchisees?Yes

Where is franchisee training provided?Head Office/Franchisee Office
Is field assistance available for franchisee?Yes
Will someone from Head Office provides assistance to franchisee in opening the franchise?Yes
What IT systems do you presently have that will be included in the franchise?No
WAAYS AND SOLUTIONSOTHER DETAILS

Do you have a standard franchise agreement?Yes

How long is the franchise term for?3 years
Is the term renewable?Yes

Job profile:In waays and solutions i was working as hr executive. my role was to do calling to candidates
for the post of development manager (dm) and use to ask them about their

Qualification
Age
Other acativities
Job experiences

What is Franchising?
Franchising is the legal right to carry out a business in accordance with a particular operational method and
under a specific brand. This includes the right to use trademarks, logos, a business system, operating
procedures, IT and marketing techniques.
It can be seen as you working for yourself and running your own business; however, you go to market with the
benefits of a household name and a dedicated team supporting you with advice and guidance on how to operate
effectively.

What does a Recruitment Agency Franchise do?

A Recruitment agency franchise will gather CVs from a wide variety of people looking for work and match
their skills and experience to any vacancies that arise. For employers this means the right workers will literally
turn up on their doorstep, and for job seekers, having an agency sift through vacancies to find the ones of
interest is an attractive choice.
With millions of people out there looking for work and companies eager to pay agencies to find the right
candidates, success is almost guaranteed.
Introduction to the project:-

HR TELEPHONIC INTERVIEW QUESTIONS:

Tell me about yourself?
Tell me about your job profile?
How much current CTC, youre getting in current organization?
How much are your expectations form new organization?
How the notice period you required if you are selected?
Why did you want to resign from your previous job?

Swot analysis

SWOT Analysis is a useful technique for understanding your Strengths and Weaknesses, and for
identifying both the Opportunities open to you and the Threats you face.Waays and solutions uses
SWOT analysis to help it reach its objectives. This is a strategic planning tool. It helps the business to focus on
key issues. SWOT is the first stage of planning and looks at the Strengths, Weaknesses, Opportunities and
Threats involved in a project or business venture. Strengths and weaknesses are internal aspects. This means
that they are within the control of the business. They may refer to aspects of marketing, finance, manufacturing
or organisation. Opportunities and threats are external factors. This means that they are outside the control of
the business. These may include the environment, the economic situation, social changes or technological
advances, such as the internet. A business can create opportunities and counter threats by making the most of its
strengths and addressing its weaknesses.
Strengths
Financial Planning Consultant with the largest Life Insurance Company in UAE (Dubai). Its amongst the top 50
companies in Fortune 500 List, which has been awarded consistently the Word most Admired Life Insurance
Company. The selected candidates would be provided with Work Visa for 2 years and all travel cost is paid. The
FPC would be on contract with the company and earn Tax Free 60000 Dirham or Rs 8 Lac per year + plus
commission upto 40%-65% of Sale value. The Sales is to be done only to NRI and Expat High Net Worth
Customers working in Dubai . Life Insurance is highly controlled and a good option for investments in UAE. The
annual target would be 18 Policies - this is an OPPORTUNITY to EARN 50 Lac Tax free in 2 Years. If you just
achieve your target of 18 policies in one year with desired avg. case size in Dubai.

. Waays and solutions strengths include: a strong brand which attracts key consumer groups. It promises the
same quality and range worldwide
Waays & Solutions - specialized Human Resource service provider offers Manpower recruitment services to major
Corporate & MNCs in India and abroad.
We service our clients with a host of HR solutions, encompassing Recruitment and Corporate Training. We are
reputed for delivering effective results consistently with focus, understanding and forever emphasis on quality.
We offer our Franchisee with following facilities:
Use of our Brand Name Waays & Solutions for all corporate communications. Not mandatory to form a company
Use of Company's Logo, Designing etc.
Complete Operational Training to the Franchisee Staff. Expert Training to staff so that faults due to inexperience can
be avoided.

Jobseeker's Database from Various Job Portals for All India. No need to spend Lacs on Data portals. Dedicated
Access to job portals - at cost much lower than market.
Proper expert guidance on each and daily activity to avoid any loss due to inexperience of trade. Continuous
guidance on sourcing against typical requirements (Sourcing methods, target companies, etc.)
All online promotion of franchisee from Head Office. No need to invest single penny on online promotions or on
Back office operations - Centralized Invoicing & Collections .No need of maintenance of Account. Head Office will
maintain all record of payment. No need to invest on Tally or on invoice software.
Infrastructure Guidance- Infrastructural equipment, Office layout plan, etc.
Franchising Add-ons:
A license to trade as an Orbit Placement Consultancy
Benefit from being part of our group, including ground representation
Receive a national advertising and marketing program that will continually reinforce our distinctive brand imag

WEAKNESS

Volatile finance

Campus Recruitment

Online Market has the ability to greatly expand their business

Emerging markets are fast growing regions of the world that enable Recruitment agency to
quickly expand its horizon

International markets offer Recruitment agency new opportunities to expand the

business and increase its horizon

New Services

Social Media coverage

Opportuinity
We are Hiring for Dubai - FPC with a leading Fortune 100 multinational insurance company with a strong presence
inmorethan60countries.
Financial Planning Consultant with the largest Life Insurance Company in UAE (Dubai). Its amongst the top 50
companies in Fortune 500 List, which has been awarded consistently the Word most Admired Life Insurance
Company. The selected candidates would be provided with Work Visa for 2 years and all travel cost is paid. The
FPC would be on contract with the company and earn Tax Free 60000 Dirham or Rs 8 Lac per year + plus
commission upto 40%-65% of Sale value. The Sales is to be done only to NRI and Expat High Net Worth
Customers working in Dubai . Life Insurance is highly controlled and a good option for investments in UAE. The
annual target would be 18 Policies - this is an OPPORTUNITY to EARN 50 Lac Tax free in 2 Years. If you just
achieve your target of 18 policies in one year with desired avg. case size in Dubai.

THREATS

Competitors with similar products

Volatile costs

Intense Competition (Recruitment agency)

CONCLUSIONS
I conclude that with the help of analysis I found that the company is following an effective Recruitment
process to maximum extent.
As per my study, out of the various methods of sourcing candidates, the best one is getting references via
reference, social networking sites and direct calling. In the process, I came across various experiences where
the role of anHR and the relevant traits he finds in the candidates were displayed. The structure of the financial
sector (as well as that of Waays and Solutions) was known along with the analysis that recruitment is an
ongoing process in this industry and therefore new innovative methods have to be thought of and applied to
meet the demand. Company should focus on long term consistent performance rather than short term. The
emphasis towards training and enhancing skills of recruiters needs to be more and also consistent. Even though
an Business Delivery Manager has many challenges to face in order to ensure emerge as a strategic partner in
the business, it is Recruitment, that is the key determining factor in how well andbusiness delivery team
contributes towards the achievement of the overall objective of the organization and therefore is a daunting
task for any HR/ Business Delivery Executive.

BIBLIOGRAPHY
Books review