Sourcing Adda's Posts - RecruitingBlogs2024-03-19T07:44:26ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAddahttps://storage.ning.com/topology/rest/1.0/file/get/1527002515?profile=RESIZE_48X48&width=48&height=48&crop=1%3A1https://recruitingblogs.com/profiles/blog/feed?user=2juqw4mfwq1ks&xn_auth=noOverview of Talent Acquisition and Sourcing Conclave (#TASCON17) Bengalurutag:recruitingblogs.com,2017-05-12:502551:BlogPost:20218552017-05-12T13:59:56.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557617064?profile=original" target="_self"><img class="align-center" src="http://storage.ning.com/topology/rest/1.0/file/get/1557617064?profile=RESIZE_1024x1024" width="750"></img></a></p>
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<p>Two consecutive years of success with <strong>#TASCON15 </strong>& <strong>#TASCON16</strong> and now <strong>Sourcing ADDA</strong> presents <strong>#TASCON17</strong>, this time in Bengaluru which was a success.</p>
<p>The Talent Acquisition & Sourcing Conclave (<a href="https://tascon.in">#TASCON17</a>) was held this time at Bengaluru,…</p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557617064?profile=original" target="_self"><img width="750" src="http://storage.ning.com/topology/rest/1.0/file/get/1557617064?profile=RESIZE_1024x1024" width="750" class="align-center"/></a></p>
<p></p>
<p>Two consecutive years of success with <strong>#TASCON15 </strong>& <strong>#TASCON16</strong> and now <strong>Sourcing ADDA</strong> presents <strong>#TASCON17</strong>, this time in Bengaluru which was a success.</p>
<p>The Talent Acquisition & Sourcing Conclave (<a href="https://tascon.in">#TASCON17</a>) was held this time at Bengaluru, in <strong>Hotel Chancery Pavillion</strong> <strong>which </strong>helped Sourcing ADDA achieve another milestone. The event consisted of 18 renowned speakers from reputed companies with 250 attendees ranging from Directors, Heads, Managers, Executives, Sourcing, Recruiting and H. R. professionals within the Recruitment sphere.</p>
<p>We <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> would like to take this opportunity to thank our Sponsors i.e. <strong>Timesascent</strong> as <strong>Media Partners</strong>, <strong>Indeed</strong> as a <strong>Platinum Sponsor</strong>, <strong>Talent Recruit</strong> & <strong>SourcePRO</strong> as the <strong>Silver Sponsors</strong> while the <strong>Rewards & Recognition Partner</strong> i.e. <strong>XOXOday</strong> and the <strong>HR Partner</strong> i.e. <strong>HR Enlight </strong>for their support and assistance. The combined efforts and support of the Speakers, Delegates, Sourcing ADDA Team and the volunteers from <strong>Indus Business Academy, Bangalore</strong> (formerly known as Indian Business Academy) that altogether made the <strong>Talent Acquisition & Sourcing Conclave (#TASCON17)</strong> achieve its grand success.</p>
<p>We had several activities where we divided the sessions in to sections namely, <strong><em>Strategy Hub</em></strong> and <strong><em>Sourcing Lab</em></strong>. Several of the Sponsors joined in by conducting activities themselves. We even had some general activities for all the attendees and speakers to enjoy at <strong>#TASCON17</strong> which were the <em>‘Best #Twitterati Contest’</em> (most tweets), <em>‘#SelfieContest’</em> (best selfie) and an open <em>‘#SourcingContest’</em> (to utilise <em>Sourcing skills</em> acquired and improve your <em>Talent Acquisition</em> <em>skills </em>by competing with the best within the industry) to complement the event.</p>
<p>The sessions that were conducted in the two sections were related to the names of the sections. The <em>Strategy Hub</em> being more of a theoretical one while the <em>Sourcing Lab</em> was a practical one. The Sessions in the <em>Sourcing Lab</em> included live demonstrations of tips, tricks and hacks to capture the <em>Talent Magnets</em>. Here techniques and skills were showcased for fellow Talent Acquisitionist’s to acquire and build on; in an attempt to be better <em>Talent Magnet Sourcing</em> professionals. Apart from this we also had three networking breaks for the Speakers, Attendees and Sponsors to interact with each other and form connections.</p>
<p>After a brief introduction about the host i.e. Sourcing ADDA and the purpose for conducting the <strong>#TASCON17</strong> event were delivered by Yusuf Pathan (Managing Director at Key Resourcing & SourcePRO & Founder of Sourcing ADDA) the sessions commence beginning with the Keynote session.</p>
<h4>Keynote Session</h4>
<p>The enlightening sessions commenced with the Keynote session delivered by Rajeev Mendiratta (Vice President - Head Workforce Management & Overseas Operations from Wipro Technologies) which was about, “Board Room Perception & Expectation from Recruitment as a Function in an Organization”</p>
<p>The informative and enlightening sessions conducted in the 2 sections were as follows…</p>
<h4>Strategy Hub</h4>
<p>The section as mentioned above was more of a theoretically based one where trending Recruitment practices were addressed.</p>
<p>The first session conducted by Natalie Bayliss (Head of Talent Acquisition from Cisco) was about, “Creating a Transformational Talent Acquisition Team”</p>
<p>The next session was conducted by Namita Vyas (Head of Talent Acquisition from Inmobi) was about, “Make your Employer Brand a Talent Magnet”</p>
<p>The session after that was a panel discussion conducted by Clive Rodrigues (Talent Acquisition Partner from APAC, Kronos), Anjana K R [Talent Acquisition Head for Karnataka from Tata Consultancy Services (TCS)], Rahul Mitra (Head Talent Acquisition – India from ZS Associates) and Gurinderpal Singh (CEO / Founder from Talent21 Management & Shared Pvt. Ltd.) They collectively discussed about, “Innovations in Campus Engagement”</p>
<p>The fourth session was conducted by Bhaskar Bhattacharya (Head - Learning and Organisation Effectiveness from Aditya Birla Group) which was about, “Innovations in Interviewing - A Path towards Employer Branding.”</p>
<p>The second last session was conducted by Yusuf Pathan (Managing Director at Key Resourcing & SourcePRO & Founder of Sourcing ADDA) which was a, “Round Table Discussion”.</p>
<p>After separate sessions going on simultaneously in the 2 sections for the final session the division was removed and everyone came together for a panel discussion. The session was conducted collectively by Clive Rodrigues (Talent Acquisition Partner from APAC, Kronos), Jashan Joshi (Sourcing, Talent Acquisition & Research from ZS Associates) and Srikrishnan Ananthanarayanan (Founder & Partner of Adviti Consulting) which was a, “Surprise Session!”</p>
<h4>Sourcing Lab</h4>
<p>As the name suggests this particular section was more of a practical one where live demonstrations of tips and tricks or hacks to capture the Talent Magnets were covered. Having, said that here techniques and skills were showcased for fellow Talent Acquisitionist’s to acquire and build on.</p>
<p>The first session was conducted by Akberali Engineer (Social Media / Internet / Passive Sourcing / Training Specialist from Capgemini) on, “Stalk the right way” which comprised of live demonstrations of tips & tricks for Sourcing Talent Magnets.</p>
<p>The next session was 2 sessions of 30 minutes each conducted by Nikhil Patil (Senior Specialist Talent Acquisition from Netcracker Technology Solutions) and Snehal Gaikwad (Recruitment Specialist from Tieto on, “Sourcing Google…ly”.</p>
<p>The session right after was based on LinkedIn where there were 2 sessions of 30 minutes each namely, Mitchell Dudani (SourcePRO Trainer from SourcePRO ) which was about, “Demystify new LinkedIn” and Anshuman Mukherjee (Recruitment Specialist from Tieto) who spoke about, “LinkedIn Hacks.”</p>
<p>The fourth session was again for 30 minutes each which was conducted by Anoop Kesiraju (Talent Magnet from Technovert) & Ashwani Paswan (Digital Marketing Manager with NimbleHype) who spoke about, “Job Description 2.0”</p>
<p>The last session in the Sourcing Lab was again divided in to 2 session of 30 minutes each namely, “Chrome Extensions” conducted by Sashwanth Bellan (Staffing Recruiter from Cisco) and, “Best way to find Email Address!” by Tatyasaheb Kolage (Sourcing Manager from Helix Recruiting)</p>
<p>The <strong>Talent Acquisition & Sourcing Conclave (TASCON17)</strong> concluded with the prize distribution ceremony and a thank you Speech also delivered by Yusuf Pathan (Managing Director at Key Resourcing & SourcePRO & Founder of Sourcing ADDA).</p>
<p>To get a coup d’oeil of <strong>#TASCON17, Bengaluru</strong> you can catch the <strong>Storify</strong> here - <a href="https://goo.gl/qSo0jB">https://goo.gl/qSo0jB</a> And if you wish to get a sense of what we’ve accomplished or achieved so far you’ll have to find out for yourself by visiting <a href="https://tascon.in">Talent Acquisition and Sourcing Conclave (#TASCON17)</a>.</p>
<p>If you’re looking for an opportunity to gain practical exposure and experience it then, be sure to join us for another remarkable and enlightening experience at <strong>Talent Acquisition & Sourcing Conclave (#TASCON17) </strong>soon to be held in <strong>Pune</strong> as well. And on an even grander scale with twice the fun scheduled and win exciting prizes. To experience it first - hand and catch all the action live while you enjoy while adding to your knowledge and blossom into better <strong>Talent Acquisitionist’s</strong> it is important that you attend the <strong>#TASCON17 Pune</strong> event.</p>
<p></p>Top Tweets of the #TASCON17 - Talent Acquisition and Sourcing Conclave Bengalurutag:recruitingblogs.com,2017-05-12:502551:BlogPost:20214632017-05-12T09:30:00.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557611509?profile=original" target="_self"><img class="align-center" src="http://storage.ning.com/topology/rest/1.0/file/get/1557611509?profile=RESIZE_1024x1024" width="750"></img></a></p>
<p>Two Consecutive years of success with <strong>#TASCON15</strong> & <strong>#TASCON16</strong> now Sourcing Adda presents <strong>#TASCON17</strong> <strong>Bengaluru</strong> which was a grand success. Like the previous two <strong>Talent Acquisition & Sourcing Conclaves</strong> we can say with confidence that all of us present have added to our learning and…</p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557611509?profile=original" target="_self"><img width="750" src="http://storage.ning.com/topology/rest/1.0/file/get/1557611509?profile=RESIZE_1024x1024" width="750" class="align-center"/></a></p>
<p>Two Consecutive years of success with <strong>#TASCON15</strong> & <strong>#TASCON16</strong> now Sourcing Adda presents <strong>#TASCON17</strong> <strong>Bengaluru</strong> which was a grand success. Like the previous two <strong>Talent Acquisition & Sourcing Conclaves</strong> we can say with confidence that all of us present have added to our learning and are looking forward to another one.</p>
<p>While some of us are confident that we’ll be implementing what we’ve learnt we <a href="https://twitter.com/sourcingadda/">@SourcingADDA</a> are sure that if you weren’t able to attend <a href="https://tascon.in">#TASCON17</a> you’re hoping to join in the learning. We’ll you are so you need not wonder, as the wait is over. Here are the <a href="https://storify.com/SourcingAdda/tascon17"><strong>Top Tweets of #TASCON17, Bengaluru</strong></a><strong> –</strong></p>
<ul>
<li><a href="https://twitter.com/ThiruHR">Thirukumaran R @ThiruHR</a></li>
<li>Emp. Brand impacts corporate brand and vice versa <a href="https://twitter.com/vyasnamita">@vyasnamita</a> <a href="https://twitter.com/SourcingAdda">@SourcingAdda</a> <a href="https://twitter.com/hashtag/TASCON17?src=hash">#TASCON17</a></li>
<li><a href="https://twitter.com/niteshnishu">Nitesh Kumar @niteshnishu</a>Use <a href="https://twitter.com/hashtag/linkedintopic?src=hash">#linkedintopic</a> search to research on the skills before jumping to search!! Research is always recommendable says <a href="https://twitter.com/anshumanhr">@anshumanhr</a> <a href="https://twitter.com/hashtag/TASCON17?src=hash">#TASCON1</a></li>
<li><a href="https://twitter.com/amitpatelHR">Amit Patel @amitpatelHR</a>kunjal23 SourcingAdda Yes, there is a lot of tools where we can find the relevant profile. <a href="https://twitter.com/hashtag/TASCON17?src=hash">#TASCON17</a> <a href="https://twitter.com/hashtag/Sourcing?src=hash">#Sourcing</a>India has 42 million users on <a href="https://twitter.com/LinkedIn">@LinkedIn</a> & 1 lakh posts get published <a href="https://twitter.com/hashtag/TASCON17?src=hash">#TASCON17</a></li>
<li><a href="https://twitter.com/AnjaliTwist">Anjali @AnjaliTwist</a>Boolean search is back on <a href="https://twitter.com/LinkedIn">@LinkedIn</a>. Thanks for the update <a href="https://twitter.com/mitchdudani">@mitchdudani</a> <a href="https://twitter.com/hashtag/TASCON17?src=hash">#TASCON17</a></li>
<li><a href="https://twitter.com/aditi_sha26">Aditi Sharma @aditi_sha26</a><a href="https://twitter.com/hashtag/Profinder?src=hash">#Profinder</a> and <a href="https://twitter.com/hashtag/lookup?src=hash">#lookup</a> new features on <a href="https://twitter.com/LinkedIn">@LinkedIn</a> <a href="https://twitter.com/hashtag/Tascon17?src=hash">#Tascon17</a></li>
<li><a href="https://twitter.com/baswasandeep">Sandeep Baswa @baswasandeep</a> <a href="https://twitter.com/baswasandeep/status/857527752500461568">Apr 27</a><a href="https://twitter.com/hashtag/TASCON17?src=hash">#TASCON17</a> <a href="https://twitter.com/hashtag/textio?src=hash">#textio</a> <a href="https://twitter.com/hashtag/vizi?src=hash">#vizi</a> <a href="https://twitter.com/hashtag/halogen?src=hash">#halogen</a> stop posting the jobs.....start marketing them.<a href="https://twitter.com/hashtag/jobdescription?src=hash">#jobdescription</a> 2.0</li>
<li><a href="https://twitter.com/jashanjoshi">Jashan Joshi</a><a href="https://twitter.com/jashanjoshi">@jashanjoshi</a><a href="https://twitter.com/#%21/search?q=%23Hunter">#Hunter</a> email Hunter is a chrome extension to extract the email id <a href="https://twitter.com/#%21/search?q=%23Tascon17">#Tascon17</a></li>
<li><a href="https://twitter.com/AnjaliTwist">Anjali</a><a href="https://twitter.com/AnjaliTwist">@AnjaliTwist</a>The most entertaining of all sessions was by Bhaskar Bhattacharya on Innovation in interviews <a href="https://twitter.com/#%21/search?q=%23TASCON17">#TASCON17</a></li>
<li><a href="https://twitter.com/niteshnishu">Nitesh Kumar</a><a href="https://twitter.com/niteshnishu">@niteshnishu</a>New website is trending for finding github profile email address!! <a href="https://twitter.com/#%21/search?q=%23givehub">#givehub</a>.io which is free <a href="https://twitter.com/Tatya_Kolage">@Tatya_Kolage</a> <a href="https://twitter.com/#%21/search?q=%23Hikido">#Hikido</a> is also cool <a href="https://twitter.com/#%21/search?q=%23TASCON17">#TASCON17</a></li>
<li><a href="https://twitter.com/RimzPk">Reema PK</a><a href="https://twitter.com/RimzPk">@RimzPk</a><a href="https://twitter.com/#%21/search?q=%23github">#github</a>: great tool to explore sourcing techniques... <a href="https://twitter.com/SourcingAdda">@SourcingAdda</a> <a href="https://twitter.com/#%21/search?q=%23TASCON17">#TASCON17</a></li>
<li><a href="https://twitter.com/aditi_sha26">Aditi Sharma</a><a href="https://twitter.com/#%21/search?q=%23TASCON17">#TASCON17</a> is trending <a href="https://t.co/hdZiJJNoY8">pic.twitter.com/hdZiJJNoY8</a></li>
</ul>
<p>Here’s something for you, since you’ve read this far, as always we had several informative sessions clubbed together with fun activities to ensure the participants and attendees had an amazing time adding to their learning. It is important to remember that the success of #TASCON17 was due to the combined effort of the speakers, attendees, contestants, volunteers and the <a href="http://sourcingadda.ning.com/">Sourcing ADDA</a> team.</p>
<p>To know more about what went on and for more exciting news that will certainly leave you awe-struck, wishing to have been there be sure to follow <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a>. Having, said that you’d be delighted to learn that we’re conducting another <strong>#TASCON17</strong> but this time in Pune soon so you’ve got another opportunity to catch up. Be sure to grab it and we can assure you that you’ll definitely go back more knowledgeable than you were prior to attending the <strong>#TASCON17 Pune</strong> event.</p>WhatsApp Group Chat – Should Recruiters show eagerness to Candidates till the Offer Release Period to negotiate the CTC?tag:recruitingblogs.com,2017-04-05:502551:BlogPost:20108342017-04-05T04:23:36.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p>There has been a lot of talk on the importance of engaging Candidates from the immediate point of contact to the on-boarding stage and the challenges that Talent Acquisitionist’s face. We’ve covered a range of topics that address various challenges similar to the one mentioned.</p>
<p>Having, said that we <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> are constantly striving to resolve new challenges that Talent Acquisitionists face. We hold discussions every Wednesday which…</p>
<p>There has been a lot of talk on the importance of engaging Candidates from the immediate point of contact to the on-boarding stage and the challenges that Talent Acquisitionist’s face. We’ve covered a range of topics that address various challenges similar to the one mentioned.</p>
<p>Having, said that we <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> are constantly striving to resolve new challenges that Talent Acquisitionists face. We hold discussions every Wednesday which are quite popular and informative thanks to the initiative of our members. the discussion focused on, “Should Recruiters show eagerness towards Candidates after their selection up till the offer release period to negotiate the CTC harder?” upon the suggestion of our Mumbai Group Member Anshul. We’ll be disclosing the chat shortly but before that don’t forget to view the key take away pointers right after so here goes…</p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557613288?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557613288?profile=RESIZE_1024x1024" width="650" class="align-center"/></a></p>
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<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557616915?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557616915?profile=RESIZE_1024x1024" width="650" class="align-center"/></a></p>
<p></p>
<p>The very informative discussion ends here and we’re sure your eagerly waiting for the key take a ways to facilitate learning and retain what you’ve learnt. Therefore let’s not keep you waiting so here goes…</p>
<h4><span lang="EN-GB" xml:lang="EN-GB">Who should show Eagerness</span></h4>
<h4>Candidate</h4>
<p>In fact a Candidate should show their willingness to join the company</p>
<p>If eagerness is shown by the Recruiter a Candidate is likely to think that they are the only one eligible for the post thus they have a tendency to ask for the maximum hike.</p>
<h4>Recruiter</h4>
<p>After the selection a Recruiter shouldn’t show eagerness towards Candidates as it gives them leverage</p>
<p>A Recruiter can negotiate better by refraining from showing eagerness towards Candidates</p>
<p>Recruiters shouldn't push Candidates too hard to join as this enables them to re-negotiate better on aspects like CTC where Candidates are more inclined to join the organisation.</p>
<p>Recruiters should showcase the opportunities that the Candidate gets at the Organisation by highlighting a good salary package and environment to work in.</p>
<p>Eagerness should be there on both sides however as a HR / Recruiter it shouldn't be shown to the Candidate as that would put them in commanding position</p>
<p>When negotiating; Recruiters should clarify expectations in the beginning when the profile is shared and both parties should be frequently reminded about it.</p>
<p>Recruiters should be neutral when negotiating as it helps to understand the view of the Client or Candidate.</p>
<p>Keep Candidates engaged at every stage right from immediate contact via phone to the interview up to joining and even post joining.</p>
<p>A lot depends entirely on the kind of rapport a Recruiter develops with the Candidate</p>
<p>Its human nature to be eager however, a Recruiter can be sure about the Candidates decision provided the same eagerness is replicated from the Candidates reaction.</p>
<p>The Ans. to the question at hand is No, as it may result in you showing a Candidate that they are more inclined towards the CTC rather than the role offered.</p>
<p>It is essential that Recruiters allow them to set their own expectations and help them to realise that they’re asking for a budget i.e. more than what they deserve.</p>
<p>The negotiation stage is the crucial period because there are two types of negotiations that are held namely; poor and healthy negotiations.</p>
<p>A healthy negotiation should be done according to your company culture and role</p>
<p>A positive employer and employee are the result of a successful salary negotiation</p>
<p>It’s important that the Candidate feels confident that they are joining the right company</p>
<p>It is very important for a Recruiter to be in touch with their Candidates initially so that they can address any issues or challenges a Candidate is facing and help in resolving them which is an added benefit.</p>
<h4>Possible Solutions</h4>
<p>Follow ups with candidates have to be done without irritating prospective Candidates; too much follow up isn’t good either.</p>
<p>Engagement with the candidate should be done so as to avoid losing them to competitors</p>
<p>Giving extra info about the company, their role & responsibilities helps in establishing good rapport</p>
<p>Offering advice on their career path at this stage may also facilitate rapport building</p>
<p>Get them involved in project calls as this gives them a sense of belongingness</p>
<p>Even posing to ask them information about the subject of their expertise may help to maintain their interest which can result in them continuing to speak with the Recruiter which also builds a good rapport.</p>
<p>Send them Goodies prior to joining and once on-board you can give them goodies</p>
<p>Candidates will definitely be inclined to a Recruiter who they have a better connection with hence; relationship building is the key.</p>
<p>If nothing works; keep an active back up ready, always keep a pipeline of candidates ready, if someone is willing to come on contract to hire; take them, the battle is not over till they are on board.</p>
<h4>Accept Certain Facts</h4>
<p>Know that even after all you’re efforts; candidates still may not join</p>
<p>You need to know that you can't trust them since there’s no mechanism that will give you a 100 percent surety that a Candidate will join.</p>
<p>Realise that the Candidates may already have an idea about the general and opportunity salary range</p>
<p>We’ve received an out pour of inputs where several perspectives and aspects were covered right from the obvious Recruiter perspective, a Candidates perspective to solutions that may work, facts that we most often forget or don’t realise. And if you’ve read this far you know what you’re missing out on. So why not join the group; become an active rather than a passive learner as you’ll get inputs covering topics like the <a href="https://sourcingadda.wordpress.com/2017/01/11/whatsapp-group-chat-impact-to-the-naukri-monopoly-due-to-randstad-buying-monster/">Impact to the Naukri Monopoly due to Randstad buying Monster</a>.</p>
<p>To get real time updates to our upcoming events and activities you only need to follow us <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a>. You can be a part of the group by simply sending us a DM via Twitter <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> or you can leave your requests to join the groups along with your views in our comments section.</p>Talent Acquisition and Sourcing Conclave (#TASCON17)tag:recruitingblogs.com,2017-03-24:502551:BlogPost:20091802017-03-24T09:56:42.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p>The most awaited and exciting event of the year <b>Talent Acquisition and Sourcing Conclave (#TASCON17</b>) for <i>Sourcing ADDA</i> is back in action with preparations on and rolling. Having completed, <i>two consecutive years of success with <b>#TASCON15</b> & <b>#TASCON16</b></i> now <i>Sourcing ADDA</i> proudly presents <i>#TASCON17.</i> Then again it seems like only yesterday we had conducted our first ever, one of its kind <b>Talent Acquisition and Sourcing Conclave (#TASCON15)…</b></p>
<p>The most awaited and exciting event of the year <b>Talent Acquisition and Sourcing Conclave (#TASCON17</b>) for <i>Sourcing ADDA</i> is back in action with preparations on and rolling. Having completed, <i>two consecutive years of success with <b>#TASCON15</b> & <b>#TASCON16</b></i> now <i>Sourcing ADDA</i> proudly presents <i>#TASCON17.</i> Then again it seems like only yesterday we had conducted our first ever, one of its kind <b>Talent Acquisition and Sourcing Conclave (#TASCON15)</b> & then <b>#TASCON16</b>. And now we’re in the process of conducting <i>#TASCON17</i>. What an achievement wouldn’t you say?</p>
<p>Although we’re preparing for <a href="http://tascon.in/"><i>#TASCON17</i></a> we are reminded of the same enthusiasm and excitement we’ve experienced previously while planning such events. This also brings flashbacks that are still very much engrained in our memories. With that said, isn’t it the perfect time to relive those precious moments that are now part of us and who we are altogether? </p>
<p>The success of both <a href="https://storify.com/kunjal23/tascon15"><i>#TASCON15</i></a> & <a href="https://goo.gl/XW6Pye"><i>#TASCON16</i></a> have taught each one of us that were present; something new and we can all proudly say that we’ve added to our knowledge and are now looking for more with anticipation for what is to come.</p>
<p><i>#TASCON15</i> was held on 15<sup>th</sup> April 2015 (Wednesday) at Hotel Hyatt, Pune which helped Sourcing ADDA achieve another milestone. The event comprised of 19 renowned speakers from reputed companies with 150 attendees ranging from Directors, Heads, Managers, Executives, Sourcing, Recruiting and H. R. professionals. Similarly, for <i>#TASCON16</i> which was held at Hyatt Regency, Pune on 14<sup>th</sup> April 2016 where we had 250 delegates and 30 renowned speakers and we’re planning to have it on a grand scale with <i>#TASCON17</i> this time<i>.</i></p>
<p>We would like to take this opportunity to thank our <i>#TASCON15</i> & <i>#TASCON16</i> Sponsors namely, <a href="http://certifiedsourcingpro.com/courses/">SourcePRO</a> a Talent Sourcing Training & Certification Program, <a href="http://www.ripplehire.com/">RippleHire</a> and <a href="http://www.giftxoxo.com/">Gift XOXO</a> for supporting us and making these events a success. So let’s find out more about these events and their success by taking a sneak peak in to what happened at these events.</p>
<p>We had several activities to complement this grand event even the Sponsors joined in wherein the delegates enjoyed them. Some of these activities that we had at <i>#TASCON15</i> were Tweeting, while we had <i>#TASCON16</i> styles that were followed by individual & company group delegates. In both the events the common activities that were held were #SelfieContest and a Standee with the statement, “One thing you learnt today!!!” where they had to write something about what they learnt. This time we also conducted a Survey to understand the challenges faced by Talent Acquisition based on which the Topics for <i>#TASCON17</i> were selected. Similarly we had activities conducted in the 2 sections i.e. Strategy Hub & Sourcing Lab. </p>
<p>Unlike <i>#TASCON15</i> where we had the <a href="http://sourcingadda.ning.com/blog/talent-acquisition-sourcing-conclave-2015-mega-sourcing-contest">Sourcing Mega Contest</a> with <a href="http://sourcingadda.ning.com/wall-of-fame">12 participants</a> this time we hosted <a href="http://sourcingpremierleague.in/">2 Sourcing Premier Leagues (SPL)</a> with 6 winners from both SPL 1 & SPL 2 who gained entry to the <a href="https://sourcingadda.wordpress.com/2016/09/28/tascon16-mega-sourcing-premier-league-challenge/">Mega Sourcing Premier League</a> competing with each other including 2 surprise Wild Card entries that brings the total to 8 participants for this League. Similarly we’re having a Pre- contest where 10 winners will be chosen to compete at #TicketToTASCON17. </p>
<p>To get a glimpse and a sense of what we’ve accomplished or achieved so far you’ll have to find out by joining us at <a href="http://tascon.in/">Talent Acquisition and Sourcing Conclave (#TASCON17)</a> now even grander with double the fun. You’ve got to experience it first - hand by catching all the action live and enjoy while you add to your knowledge and bloom into better Talent Acquisitionist’s then you were before.</p>WhatsApp Group Chat – How to Identify if a Candidate Joins or Simply uses the Offer?tag:recruitingblogs.com,2017-03-08:502551:BlogPost:20066512017-03-08T05:05:59.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p><span>Most Talent Acquisitionist’s have encountered cases where they’ve had Candidates not joining the Organisation even after having given the Offer Letter. There have been several instances where Recruiters have realised that Applicants have merely used the Offer for better job opportunities. But the challenge still remains on how to combat this scenario.</span></p>
<p><span><span>Luckily, thanks to our members we </span><a href="https://twitter.com/sourcingadda/">@SourcingAdda</a><span> …</span></span></p>
<p><span>Most Talent Acquisitionist’s have encountered cases where they’ve had Candidates not joining the Organisation even after having given the Offer Letter. There have been several instances where Recruiters have realised that Applicants have merely used the Offer for better job opportunities. But the challenge still remains on how to combat this scenario.</span></p>
<p><span><span>Luckily, thanks to our members we </span><a href="https://twitter.com/sourcingadda/">@SourcingAdda</a><span> we’re able to find out solutions that can resolve this challenge by hosting the popular </span><a href="https://sourcingadda.wordpress.com/2016/12/28/whatsapp-group-chat-impact-of-joining-goodies-on-branding/">Wednesday WhatsApp discussions</a><span>. The topic was on, “</span><b>How to identify if a candidate is definitely going to join the organisation</b><span> or simply using our offer?” as suggested by our Mumbai group member Anshul. And here’s what we learnt but before that remember to check the key take a way pointers that will be highlighted thereafter. So here goes…</span></span></p>
<p></p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557618536?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557618536?profile=RESIZE_1024x1024" width="650" class="align-center"/></a></p>
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<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557618818?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557618818?profile=RESIZE_1024x1024" width="650" class="align-center"/></a></p>
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<p><span>The informative discussion ends here, but don’t go just yet as we’ll be highlighting the key take a ways shortly. And reinforce the aspects discussed about, “</span><a href="https://sourcingadda.wordpress.com/2016/12/28/whatsapp-group-chat-impact-of-joining-goodies-on-branding/">How to identify if a Candidate will definitely join the Organisation?</a><span>” To boost retention of what we’ve learnt so far; so join us and gain more clarity in the aspects understood. Here goes…</span></p>
<h4>Indicators to identify whether a Candidate will join the organisation</h4>
<ul>
<li>Inform Applicants about the exit plans in the current organisation as it helps in understanding whether the candidate will join</li>
<li>Ask them to share the resignation acceptance e-mail</li>
<li>Notice the signs (the red flag) i.e. when the candidate tries to buy time by giving excuses like "boss is out of the country or will return in 2 weeks" etc.</li>
<li>Conduct “Mock Calls” and trace Social Media activity</li>
<li>Check their Naukri and Monster profiles; if they are constantly viewing their profile then it’s an indication that they are still on the lookout.</li>
<li>Post offer released ask them to remove their profiles from the portal since most Candidates receive calls from such portals.</li>
<li>If the candidate is serious and satisfied with the offer in hand then they’ll listen and remove their profiles from such portals.</li>
<li>If a Candidate applies for a job 2-3 months prior to the actual appraisals which for most companies are in December or March; they are more likely offer - shopping for a counter offer from the current employer.</li>
<li>Secondly, pay close attention to the hesitation in their tone when answering a critical question i.e. "reason for change" as it’s a big clue that they are more likely offer shopping.</li>
</ul>
<h4>Some Applied Approaches to Assist Affirmative On-Boarding</h4>
<ol>
<li>Periodic e-mails requesting candidate's documents / form filling</li>
<li>Asking the candidate to share references apart from the ones in his current engagement</li>
<li>Coordinate a hiring manager meet / high-tea evangelise about organisation, tech, culture...</li>
<li>Share small good-reads</li>
<li>Senior level: send a company branded diary / coffee mug to their home address which gives a family feel-good factor and support</li>
<li>Could share few technical problem statements and solutions that the team performed (of course without client / confidential / classified material); get the candidate's view / alternate approaches.</li>
<li>Client testimonials that are public, could be shared</li>
<li>Bi-weekly, have a 15 to 20 minutes call with the hiring managers as it will create a better experience</li>
</ol>
<ul>
<li>Some candidates who work in top MNCs have the habit of going for an interview to get an offer and ask for a hike in such a scenario a company should ask them to leave or else the Offering Company should ask for the Resignation acceptance e-mail. </li>
</ul>
<h4>What to do to improve the <a href="https://sourcingadda.wordpress.com/2016/02/29/whatsapp-group-chat-best-practices-for-improving-offer-to-joining-ratio/">offer to joining ratio</a>?</h4>
<ul>
<li>Keep them engaged by sending e-mails pertaining to the company and highlight where their contribution would lie e.g. a simple line like 'you can contribute to our business in the XYZ space' helps.</li>
<li>Recruiters should not only engage them but keep the candidate's interest by sharing company happenings and other information related to the job responsibilities as it’ll keep the candidate active and interested.</li>
<li>Respond to calls and e-mails in an appropriate and professional manner</li>
<li>Spend more time with the prospect after initial discussion at least over the phone</li>
<li>The more you speak to the prospect, the better the rapport</li>
<li>Once the trust is built; even if the candidate wasn’t sure to take the offer, you’d have at least had the satisfaction of having a shot at convincing them.</li>
<li>Recruiters may be adaptive to gauge the feasibility of adding a personal touch / following standard methods / stick to protocols / some may follow fancy methods of engaging candidates for little treats such as lunch / dinner with a batch of expected joiners / taking them through the company details or briefing them of their KPI's etc…</li>
<li>Try to in - still a sense of confidence to the candidates that we are there to help and guide them so most of the time they’ll open up.</li>
<li>Beyond the offer you also need to build healthy relationships by sharing your personal experience & views meaning personal and not professional engagement.</li>
<li>Best practice that works is close the offer @ lesser amount than budget and keep some margin in hand and conveys to the candidate that you’re trying your level best to get something extra for you.</li>
<li>Choose an appropriate time to reveal the amount in order to maintain good personal relations and gain the trust of Candidates.</li>
<li>Maintain a good relationship with the candidates and remember that there are few candidates that join because of a good rapport established with the HR</li>
<li>“Post Offer Engagement and Curiosity” of the candidate is important to pay attention to</li>
</ul>
<h4>Things to bear in mind when dealing with such Candidates</h4>
<ul>
<li>If a potential employee has approached the company with the end goal of obtaining a better offer from another company, such people should be identified up front and the measures to engage them should be taken accordingly.</li>
<li>Although everyone today follows these protocols, however you will still have dropouts</li>
<li>Try to connect with the prospect on a more personal level as this might have different results since we’re into the Human Resources.</li>
<li>It’s important to monitor whether your protocols really work and to understand up to what extent they work.</li>
<li>Even though they don’t like the company give a decent hike which is as per industry standards</li>
<li>If a selected Candidate is the best option nevertheless keep a backup ready</li>
<li>Ensure that you consider the salary package making it a very important factor that shouldn’t be missed as your offer needs to meet their salary expectation if it’s realistic.</li>
<li>We can push the candidate to share the resignation in their current organisation immediately after making an offer.</li>
<li>If they share the resignation acceptance e-mail the probability of joining will be higher</li>
<li>After all its business and it’s all about building relationships besides Recruiters should also rely on their own intuition and stop sharing C.Vs. of Candidate drop outs. </li>
<li>Most Candidates don't always work for money they work for treatment & good work environment hence be sure to treat them well.</li>
<li>There is no correct method for the question in discussion because one may be motivated to join the company based on the rapport that you built.</li>
<li>On the other hand someone might join your company anyway irrespective of the rapport build which will differ from case to case basis.</li>
<li>This is more of a challenge with JN to mid - level candidates whereas SN level candidates are comparatively open and clear.</li>
<li>There are a number of activities we can perform however no method can assure you a 100% accuracy.</li>
<li>Every method or combination can increase the probability of joining</li>
<li>Note that there are candidates who block the company in that case you won’t be able to see their profile in Naukri or Monster but other company consultants can view their profile.</li>
</ul>
<p>These are some of the key take a ways to bear in mind when dealing with Candidates on the whole. And paying careful attention to the cues you receive upon your interaction are indicators that will help you identify what’s the real reason the Applicant is coming for an Interview.</p>
<p>More importantly learn to accept certain facts to move on and as far as possible be professional about it and avoid sharing candidate C.V. when they don’t join. Remember that if they don’t get back to you it’s because they’re keeping their options open which is perfectly alright.</p>
<p>If you’ve read this far then you’ve found something you like and you realise what you’re missing out on by not being part of these groups. If you’d like to join these groups then be sure to leave your views or requests to join these <a href="https://sourcingadda.wordpress.com/2016/12/22/whatsapp-group-chat-how-to-identify-if-a-candidate-will-definitely-join-the-organisation/">WhatsApp Groups</a> in the comments section or send us a DM <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> with your details (location & WhatsApp. No.) Be sure to follow us to get real time updates to our upcoming activities and events. </p>WhatsApp Group Chat – Whose Responsibility is Offer Drop?tag:recruitingblogs.com,2017-03-02:502551:BlogPost:20061112017-03-02T10:14:30.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p>There has been a long standing debate about responsibility & accountability within the corporate environment and we’re quite familiar with the blame game. There are several reasons as to why people engage in the blame game one of the many reasons being either insufficient information due to lack of clarity in ones duties and responsibilities.</p>
<p>In light of the scenario playing out in various corporate atmosphere we …</p>
<p>There has been a long standing debate about responsibility & accountability within the corporate environment and we’re quite familiar with the blame game. There are several reasons as to why people engage in the blame game one of the many reasons being either insufficient information due to lack of clarity in ones duties and responsibilities.</p>
<p>In light of the scenario playing out in various corporate atmosphere we <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> decided to have a discussion on, “Whose Responsibility is Offer Drop? On 2 parameters namely;</p>
<p>1. Is offer drop the responsibility of the Recruiter or Recruitment Team?</p>
<p>2. Is it the complete responsibility of all the stakeholders involved?”</p>
<p>As per our Bangalore Group Member Jiten’s suggestion where we’ll highlight the key take away pointers right after the discussion that went by so here goes…</p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557615052?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557615052?profile=RESIZE_1024x1024" width="650" class="align-center"/></a></p>
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<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557615755?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557615755?profile=RESIZE_1024x1024" width="650" class="align-center"/></a></p>
<p></p>
<p>The conversation above clearly shows that we’ve had quite a discussion and an enlightening one at that. We’ve certainly got different perspectives to both sides and we’re sure that if you’ve read this far you definitely found something interesting to add to your knowledge. We’re sure that you’ve received an overload of information and you’re looking for the key take a ways to assist you so here goes…</p>
<h4>Where the responsibility lies</h4>
<ul>
<li>A good deal of responsibility lies with the recruiter and the concerned department lead but sometimes despite our best of efforts some candidates back out.</li>
<li>It is the responsibility of the people involved in the selection of the candidate</li>
<li>Departments will always point fingers towards Talent Acquisition</li>
<li>As far as responsibility goes it should be the Recruiter and Recruitment Team as they are engaging the applicants.</li>
<li>Offer Reject - can be acceptable and Recruitment team is to take the blame</li>
<li>It is the Recruiter’s and the Recruitment team's responsibility to avoid offer drops</li>
</ul>
<h4>Identify the reasons for Candidate Back-outs</h4>
<p>Identify the factors affecting their decision to join like - </p>
<p> a) Compensation,</p>
<p> b) Relocation,</p>
<p> c) Personal Reasons,</p>
<p> d) Facilities,</p>
<p> e) Security aspect or Transportation</p>
<ul>
<li>Find out the reasons for candidates dropping out to bring down the ratio</li>
<li>Introspect to find factors that are prevalent in the organisation that may affect their decision to join</li>
<li>The RCA can indicate that the impression you had was wrong </li>
<li>Offer Dropout is a produce of Lack of Candidate Engagement which includes the selection process, pre and post offer expectations setting and post offer interaction.</li>
<li>Accepting or dropping the offer purely depends on the attitude of the candidate</li>
<li>People fail to understand that a consultant is just as good as an employer since they don't look for the candidates only for the closure and to earn money.</li>
<li>Sometimes there might be a miscommunication from the Recruiter's side or the Candidate's attitude</li>
<li>Employing or getting jobs to people is a service that Recruiter’s provide</li>
<li>If the Candidate recruited sticks to the firm for more than at least 3 years it’s an achievement</li>
<li>The issue is just one side of an entire industry</li>
<li>When retaining a candidate or approaching one serving their notice period with another opportunity which is financially or role wise a better one than what they are already holding they will consider the new opportunity.</li>
<li>In such a scenario it leads them to dropping out of the offer already accepted</li>
<li>Communication is a major aspect as sometimes a Candidate gives a different picture but portrays something else at the interview, which we aren't aware of.</li>
<li>Sometimes when the Candidate knows about the CTC offered for a particular position, they obviously start close to that even if they are drawing almost 50% less than what is allocated.</li>
<li>Even after setting and understanding the expectations, the time period sometimes is so long, that the expectations and situation of the Candidate changes or is lured with something better than what they currently have.</li>
<li>The luring at times convinces the Candidate that what they have in hand is not as per their aspirations.</li>
</ul>
<h4>Develop the skill sets and techniques required</h4>
<ul>
<li>Most Recruiters lack the negotiation skills which is the root cause of offer drop out</li>
<li>You cannot categorise all the skills in the same bucket</li>
<li>Each skill has to be handled differently</li>
<li>Understand the desperation and motive for a job change in the first screening itself</li>
<li>Be ready with a pipeline to fall back on</li>
<li>The fear of losing the candidate prompts a Recruiter to extend the offer without negotiating hard</li>
<li>Without having multiple bargaining rounds in HR can also affect candidate retention</li>
<li>Symptoms of active candidate will be:</li>
</ul>
<p> a) They will proactively call or e - mail Recruiters</p>
<p> b) Say the exact reason for change </p>
<p> c) Candidates who are jobless and looking for relocation will be sure shot</p>
<ul>
<li>To be on safer side it's advisable to have 2 candidates in pipeline; one you can offer while you keep the other as a backup.</li>
<li>The backup Candidate is one who doesn’t fit the role due to a Lakh or two Lakhs</li>
<li>Then if the first Candidate backs out normally the business agrees to increase the budget to avoid wastage of time.</li>
<li>Mostly a Monetary Bond; in India it is easily breakable</li>
<li>If you do not release Candidates on a bond basis they or you can face legal challenges</li>
<li>‘<i>One Position, One Offer Model’</i> is gone you need to have a Plan B in place</li>
<li>Set the expectations in advance to avoid later issues</li>
</ul>
<h4>Learn to accept certain truths</h4>
<ul>
<li>Companies try to bring down the offer to drop out ratio but it is the most difficult task</li>
<li>90% of the decision made by candidates while accepting an offer more often than not compensation is the main factor.</li>
<li>There are two factors for a candidate</li>
</ul>
<p> a) Push</p>
<p> b) Pull</p>
<ul>
<li>Just having 65% offer to joining ratio isn’t an indication that there is a pull factor</li>
<li>You will have instances where people have used offers to negotiate deals elsewhere</li>
<li>Different reasons lead a candidate to say no to the offer</li>
<li>Most don't even inform that they are not joining due to loss of an opportunity</li>
<li>Candidates get hints of onsite opportunities from current employers or hear word of immediate ones from another company.</li>
<li>Offer rejected can be controlled but if it is an offer renege then it's alarming</li>
<li>You will have a lot of candidates backing out at the last minute due to personal reasons</li>
<li>You will encounter candidates that never pick up the call again</li>
<li>Ultimately you cannot force a candidate to join</li>
<li>All you can do is make the person feel valued if it will ensure that they at least inform you in case they decide not to join.</li>
<li>In spite of your efforts to make a Candidate feel valued it will have its limitations one being not meeting the CTC expectations</li>
<li>You will have Candidates absconding even after they join</li>
<li>Know that the interested Candidate will return your missed call for sure</li>
<li>Realise that’s it’s the Candidates market so in spite of your efforts it’s their career and life’s decision and you cannot put a price on that besides they are in charge.</li>
<li>Irrespective of your efforts in convincing Candidates it rolls down to their mind set at the end of the day.</li>
<li>When engagement is right there would be a bond and when there’s a bond there’s nothing called informing.</li>
<li>Every bond usually has a clause and you can make it work out for fresher to some extent</li>
<li>If you reach out to Candidates serving their notice period, you have to accept and face the fact that someone else may reach out to ours.</li>
<li>Realise that most Candidate will not tell you exactly what they are looking for or the reasons for them it’s up to you to pick up the hints and clues based on observation and expressed behaviour.</li>
<li>From the HR perspective we can set up rules but from the on business front people will not agree since candidate will become bill able resource and delivery will be most important thus everyone will break the rules for survival as businesses are billable.</li>
<li>Businesses need to accept risks as well hence accepting the risk of a Candidate dropping out at last minute is unavoidable.</li>
<li>It will always be a give and take relationship</li>
<li>Unless we stop pursuing already offered candidates then we will have drop outs.</li>
<li>Candidates know that they become valuable while serving notices and they exploit that importance which is probably human nature.</li>
</ul>
<h4>Solutions to Candidate Backouts</h4>
<ul>
<li>Have a system of assigning buddies, engaging the candidate if the joining period is long</li>
<li>Use technology to monitor the selection process to find out the status of the Candidate selection</li>
<li>Use the RCA as it will let you know:</li>
</ul>
<p> a) Whether the Organisation sold the job,</p>
<p> b) If a competitive remuneration was offered,</p>
<p> c) If proper handholding was done,</p>
<p> d) Whether the standard Operating procedure while sourcing for the final selection was followed</p>
<ul>
<li>Send candidates who don’t respond for more than 2 weeks after the offer rolled out a withdrawal of offer email with a cc to the business partner and the consultant; and the candidate will respond to the email for fear of being blacklisted.</li>
<li>Anticipating their next move from the 1<sup>st</sup> interaction with them</li>
<li>Be ready with a counter offer in case the offer dropout is based on the mechanism of the organization</li>
<li>Decide the level of engagement with Candidates based on the profile offered</li>
<li>The more you engage with the candidate the more you know</li>
<li>A candidate is less likely to drop out if the Recruiter guides them on how the opportunity would help them to advance in their career which goes a long way in building trust.</li>
<li>Counter offers are usually compensation based but post offer interaction is the key</li>
<li>Offer on - site opportunity to the candidate's current employer to retain them</li>
<li>Several miniature activities together are called engagement</li>
<li>As a Recruiter; the face of the company, you deal with human beings and not commodities</li>
<li>Understand and act accordingly with candidates instead of pushing them around in the name of chasing targets.</li>
<li>Just a call or two from the business to the new candidate before joining makes the candidate feel like they are valued and the organisation is looking forward to them join and works for senior level hiring. </li>
<li>Getting the hiring Managers in the picture makes a difference</li>
<li>Roping in the hiring Manager to conduct connect calls as a part of the post offer management process makes a difference. </li>
<li>It has beautifully worked for mid and leadership level hiring</li>
<li>Be it a consultant or the HR at a Corporate ensuring that a potential resource be shortlisted or hired for the position</li>
<li>There needs to be a continuous communication from both ends </li>
<li>There would be different factors which influence a Candidate to accept or reject the offer</li>
<li>Right kind of engagement is one influencing factor where involving business is essential</li>
<li>Involving their ex co-workers, referrers engaging their personal factors in our discussions especially the emotion buttons are the key.</li>
<li>Presenting it as a win - win situation for them</li>
<li>A personal discussion with the Candidate gives us space to engage with them strongly</li>
<li>As an industry, we need to set some rules and guidelines regarding whom to approach and whom not to</li>
<li>You may not be successful in changing the mind set of Candidates but as one industry you can surely set few rules to be followed by every organization which is similar to the no poaching policy.</li>
<li>Try Sourcing Candidates with no offer as this will reduce offer drops altogether</li>
</ul>
<p>Well this brings our enlightening discussion to an end where we can say for certain that it was quite a discussion with a lot of key take away pointers to add to your knowledge and think about. So if you aren’t a part of these live discussions for instance <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-bell-curve-performance-management-system-a-bo">Bell Curve Performance Management System a boon or bane?</a> Then you now know what you are missing out on.</p>
<p>Therefore, be sure to follow us <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> for real time updates to our upcoming events and activities. In the meantime make sure you leave your views or requests to join our <a href="https://sourcingadda.wordpress.com/2016/11/30/whatsapp-group-chat-is-counselling-candidates-on-improving-their-job-hunt-strategy-a-recruiters-role/">WhatsApp Groups</a> in the comments section or DM (Twitter) us <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> with your contact no. & location and our representative will get back to you. </p>WhatsApp Group Chat – Ways to Scout PhD. Talent Holding Multiple Patentstag:recruitingblogs.com,2017-02-22:502551:BlogPost:20049302017-02-22T05:43:11.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p>There’s been a lot of talk about Sourcing which requires one to explore untapped avenues to <b>scout</b> <i>the needle in the haystack Talent</i> that aren’t being <b>Sourced</b>. We’ve spoken about different trends in Sourcing Talent for instance <a href="https://sourcingadda.wordpress.com/2016/10/12/whatsapp-group-chat-executive-and-non-executive-search-sourcing/">Executive and Non – Executive Search Sourcing</a> Techniques and methods on a general level. But have you focussed more on the…</p>
<p>There’s been a lot of talk about Sourcing which requires one to explore untapped avenues to <b>scout</b> <i>the needle in the haystack Talent</i> that aren’t being <b>Sourced</b>. We’ve spoken about different trends in Sourcing Talent for instance <a href="https://sourcingadda.wordpress.com/2016/10/12/whatsapp-group-chat-executive-and-non-executive-search-sourcing/">Executive and Non – Executive Search Sourcing</a> Techniques and methods on a general level. But have you focussed more on the ways and means for Sourcing specific Talents?</p>
<p>Having said that, we <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> decided to conduct a discussion to find out other methods of Sourcing for the Talent you seek thanks to the suggestion of our Bangalore group member Anvesh. Hence, the topic for discussion Wednesday’s was on, “Ways to Scout PhD. Talent Holding Multiple Patents” we’ll be disclosing the discussion on the <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-hiring-timelines-tat-and-its-implications-on-">WhatsApp groups</a> shortly and right after that we’ll be highlighting the key take away pointers to improve learning so let’s begin…</p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557610185?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557610185?profile=RESIZE_1024x1024" width="650" class="align-center"/></a></p>
<p></p>
<p>The discussion above was quite interesting as we received some out of the box tools to compliment while speeding up your specific <b>PhD.</b> and <b>Patent </b><i>Talent Search</i>. And here are the key take away pointers to add to your learning…</p>
<h4><strong>Sourcing Tools & Methods to Source PhD. Talent Holding Multiple Patents</strong></h4>
<h4><strong>Sourcing Tools</strong></h4>
<ol>
<li><a href="https://scholar.google.co.in/">Scholar Search</a></li>
<li><a href="https://patents.google.com/">Google Patents Search</a></li>
<li>Google search or an Image Search</li>
</ol>
<h4><strong>Sourcing Channels</strong></h4>
<ol>
<li>PhD Talent - <a href="https://www.phdtalent.org/">https://www.phdtalent.org</a></li>
<li>Espacenet - <a href="https://www.epo.org/searching-for-patents.html">https://www.epo.org/searching-for-patents.html</a> </li>
<li>inPASS - <a href="http://ipindiaservices.gov.in/publicsearch/">http://ipindiaservices.gov.in/publicsearch</a> (for Indian Specific Patent Search)</li>
<li>WIPO - <a href="https://patentscope.wipo.int/search/en/search.jsf">https://patentscope.wipo.int/search/en/search.jsf</a> (for Worldwide Patent Search)</li>
</ol>
<h4><strong>Sourcing Instructions</strong></h4>
<ul>
<li>You need to use the method of finding those with patents through these websites</li>
<li>Use your Sourcing channels (<a href="https://github.com/">GitHub</a>, <a href="https://www.linkedin.com/">LinkedIn</a> etc.)</li>
<li>Collect note information where you can reach out to the Applicants</li>
<li>You can also get results if the Talent Sourced has blogged</li>
<li>Look for other places where Candidates have mentioned their contact information</li>
<li>When a “Google Search” is done or an "Image Search" is done on Google; it returns a lot of research and PhD. Talent</li>
</ul>
<p>Well this brings us to the end of yet another insightful <a href="https://sourcingadda.wordpress.com/2016/12/07/whatsapp-group-chat-bell-curve-performance-management-system-a-boon-or-bane/">WhatsApp discussion</a> like the other one we had about, “<a href="https://sourcingadda.wordpress.com/2016/11/30/whatsapp-group-chat-is-counselling-candidates-on-improving-their-job-hunt-strategy-a-recruiters-role/">Is Counselling Candidates on improving their Job Hunt Strategy a Recruiters Role?</a>” If you read this far then we’re sure that you’ve something interesting and worthwhile. And if you’re not yet a part of these enlightening conversations then you know from the discussion above what you’re missing out on.</p>
<p>Therefore don’t be a passive learner become an active one by joining our <a href="http://sourcingadda.ning.com/">Sourcing ADDA</a> <a href="https://sourcingadda.wordpress.com/2016/11/23/whatsapp-group-chat-employee-promotion-processes-followed-by-organisations/">WhatsApp Group</a>s and following us <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> for real time updates to our upcoming activities and events. If you’re wondering how to join these groups then that’s easy, simply</p>
<ol>
<li>Send us a DM via Twitter with your details i.e. WhatsApp contact no., location and Job Title to <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a></li>
</ol>
<p style="text-align: center;"><strong>OR</strong></p>
<p> 2. Leave your requests to join along with your views in the comments and our representative will</p>
<p> get back to you</p>
<p>There you have it; now wasn’t that easy that too in just 1 step besides you’re already a part of the <a href="http://sourcingadda.ning.com/">Sourcing ADDA</a> family if your reading this. Then why not make it official and add to your learning in a fun and exciting way while interacting with like - minded individuals like yourself. </p>WhatsApp Group Chat – Pre - Engagement before On-Boarding Candidatestag:recruitingblogs.com,2017-02-15:502551:BlogPost:20043342017-02-15T05:29:52.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p>There’s been a lot of talk about <b>Pre & Post Engagement of applicants</b>, we’ve even heard a lot about <i>pre & post joining goodies.</i> But have you ever thought about other areas where we can implement the Engagement of applicants? If no, then you’ve come to the right place; we’ll be exploring the areas where we can utilise this technique to improve the joining ratio of candidates shortly.</p>
<p>In an attempt to improve the joining ratio of the candidates we…</p>
<p>There’s been a lot of talk about <b>Pre & Post Engagement of applicants</b>, we’ve even heard a lot about <i>pre & post joining goodies.</i> But have you ever thought about other areas where we can implement the Engagement of applicants? If no, then you’ve come to the right place; we’ll be exploring the areas where we can utilise this technique to improve the joining ratio of candidates shortly.</p>
<p>In an attempt to improve the joining ratio of the candidates we <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> decided to have a discussion on, “<b>Pre - Engagenent before On-Boarding Candidates</b>” up on the suggestion of our Pune <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-is-counselling-candidates-on-improving-their-">WhatsApp Group</a> Member Kavitha. Do remember that we’ll be highlighting the key take away points of the discussion thereafter so here’s what we’ve uncovered…<a href="http://storage.ning.com/topology/rest/1.0/file/get/1557608560?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557608560?profile=RESIZE_1024x1024" width="650" class="align-center"/></a></p>
<p>The conversation above clearly indicates that the inputs we’ve received are quite enlightening and full of ideas to utilise and verify its effectiveness. We’re sure that you’re impatiently waiting to know the key take away pointers to bear in mind therefore let’s not keep you waiting. So here goes…</p>
<p><strong>Importance of Pre – Engagement before On – Boarding Candidates</strong></p>
<ul>
<li><strong>Pre engagement</strong> helps you to hold on to your offered candidates</li>
<li><strong>Post offer engagement</strong> is one of the important aspects to keep the candidate warm & enthusiastic to join the company.</li>
<li><strong>Post offer engagement</strong> is a challenge that a HR has to face it</li>
</ul>
<h4><strong>Ideas for Pre – Engagement before On – Boarding Candidates</strong></h4>
<ul>
<li>Have a regular dialogue with them to know the status of the candidate with regular interactions and share key highlights with them.</li>
<li>If you’re budget permits have a small souvenir sent across with a personalized letter</li>
<li>Senior folks can have a discussion or dinner or lunch with the new Joinees as it creates a very good impression in a candidate's mind.</li>
<li>Engage the functional team by having regular conversations with Candidates</li>
<li>Have discussions with Candidates to find out about their interest level, family issues if any, comfort level post the offer, expectation and the kind of training they’ll need.</li>
<li>Keep Candidates engage by calling them regularly and check their progress simultaneously and even conducting a Candidate survey also helps.</li>
<li>Explain to the Candidate the progress path expected to help them while engaging</li>
<li>Conduct weekly calls & follow-ups and ensure that every call have a progressive discussion to assist retention of candidates</li>
<li>During office parties if there are any Candidates that have accepted an offer & will be joining soon invite them for the parties or dinners.</li>
<li>Have weekly and biweekly calls with Business Leaders and Principal Architects to keep them warm and sell the role and cutting edge work happening around it</li>
<li>Inviting them for a team lunch or outings to make them feel comfortable with the team and the managers to help them get to know people they’ll be working with.</li>
<li>Try to ensure that there are amazing talents in the team to boost their interests and increase the chances of them joining the firm.</li>
<li>Send flowers / chocolate bouquets or goodies and a welcome email etc. to complement the efforts</li>
<li>Send welcome emails with on-boarding training courses and keep them in the loop of things that involves them while sharing with them their schedule for Day 1 will help build his interest.</li>
<li>Get Candidates to interact with other departments for instance the delivery team will make them feel warm and accepted.</li>
<li>Sending the newsletter of the organizations achievements & awards while they are in progress</li>
<li>Arrange to have a Cup of Coffee with their PM or find a way to involve them in your hiring plans</li>
<li>Conduct a pending joiner meeting where you can set up a particular date quarterly</li>
<li>Invite PJ for a get together session where the leader ship team can give insight to them about to the company, its financial growth etc. followed with Lunch but be sure to make it more of an interactive session.</li>
</ul>
<p>Now wouldn’t you agree that we’ve received great <em>perspectives</em> and <em>ideas</em> to conduct successful <strong>Pre – Engagement before On – Boarding Candidates. </strong>If you’ve found these inputs worth your while and you’re not yet a part of these popular <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-creating-candidate-personas">WhatsApp group chat discussions</a> then you don’t know you’re you’re missing out on. But now you do have a rough idea as to what you’re missing; for instance we’ve had a discussion on, “<a href="https://sourcingadda.wordpress.com/2016/11/23/whatsapp-group-chat-employee-promotion-processes-followed-by-organisations/">Employee Promotion Processes followed by Organisations</a>” then you might want to be a part of these discussions.</p>
<p>If you’ve liked what you’ve already read and would like to learn more than our <a href="https://sourcingadda.wordpress.com/2016/10/26/whatsapp-group-chat-competency-mapping-cm-succession-planning-sp/">WhatsApp group chats</a> are exactly what you’ve been looking for. So be sure to <strong>follow us</strong> <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> for real time updates to our upcoming events and activities. Ensure you leave your <em>comments</em> or<em> requests to join these </em><a href="https://sourcingadda.wordpress.com/2016/11/09/top-tweets-of-the-sourcingchat-the-importance-of-mobile-recruiting/"><em>groups</em></a> in our <strong>comments section</strong>, <strong>Tweet us</strong> or <strong>send us a</strong> <strong>DM</strong> to <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> with your <strong>contact details</strong> and our representative will get back to you instantly. </p>WhatsApp Group Chat - How Important is work location in terms of Hiring?tag:recruitingblogs.com,2017-02-08:502551:BlogPost:20024692017-02-08T06:24:01.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p>Talent Acquisitionists are always Sourcing for the needle in the haystack and there have been several occasions wherein the applicant has turned down the opportunity due to <b>commuting concerns</b>. As a result closing the desired Talent has proved to be difficult.</p>
<p>Having said that, <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> we’ve taken the initiative to try and understand the importance of work location in terms of hiring. Thanks to our Bangalore…</p>
<p>Talent Acquisitionists are always Sourcing for the needle in the haystack and there have been several occasions wherein the applicant has turned down the opportunity due to <b>commuting concerns</b>. As a result closing the desired Talent has proved to be difficult.</p>
<p>Having said that, <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> we’ve taken the initiative to try and understand the importance of work location in terms of hiring. Thanks to our Bangalore <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-competency-mapping-cm-succession-planning-sp">WhatsApp group</a> member Shashank’s; discussion topic suggestion, “How Important is work location in terms of Hiring?” So add to your learning with the <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-need-for-functional-guidance-for-internationa">discussion</a> and ensure you remember the key take away points highlighted after.</p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557611602?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557611602?profile=RESIZE_1024x1024" width="650" class="align-center"/></a></p>
<p></p>
<p>If you’ve read this far then we’re certain that you’ve found something interesting and want to ensure that you’ve got all the points that were important. Having, said that we’ve taken the initiative to highlight the key take a ways for you to add to your knowledge. Therefore, let’s get right down to them so here goes…</p>
<h4><strong>Importance of Work Location in terms of hiring</strong></h4>
<ul>
<li>A lot depends upon the location of the company and the industry they deal with</li>
<li>Candidates are willing to join a company i.e. located in a place that can easily be reached by a car or public transport</li>
<li>Most candidates will not travel further than they already do</li>
<li>Applicants are more likely to join a company located in the vicinity of their residing location</li>
<li>If Sourcing for talent with specific skills then a company located in an area where related industries are also located is a good option.</li>
<li>In Bangalore; location and proximity matters a lot</li>
<li>There have been scenarios where the candidate works from home yet is interested in working outside his town and is also mentioned in the résumés on job portals.</li>
<li>True location is the key for any company no matter which industry and they provide transportation</li>
<li>Location is not only important for hiring but equally important for business</li>
<li>Clients always map the company and the surrounding areas while finalizing any deals</li>
<li>A company at a prime location will definitely get Candidates very easily and clients as well</li>
<li>Even though work location matters it also depends on what kind of infrastructure the city has</li>
<li>During the initial phase of an individual’s career the infrastructure of the city has less importance</li>
<li>But the importance picks up once they settle down with the family, house, kid’s education, taking care of parents etc. </li>
</ul>
<h4><strong>Challenges faced</strong></h4>
<ul>
<li>For better company hiring it is challenging in tier-2 cities</li>
<li>Even though the salaries given are on par with industry standards; Candidates are still not ready</li>
<li>With Increasing traffic and travel time applicants spend 4 hours in addition to their regular hours</li>
<li>Candidates want to settle in a place where there are more options</li>
<li>On basis of work location we will able to understand the genuinely of candidates. It helps reduce blackout ratio.</li>
<li>Finding the right talent in smaller cities compared to metros is difficult</li>
<li>When it comes to relocation Candidates back-out for various reasons</li>
</ul>
<h4><strong>Solutions to the Challenges faced</strong></h4>
<ul>
<li>To curb this, start introducing flexible timings, work from home once a week</li>
<li>Encourage them to relocate with their family by giving more perks</li>
<li>All these or more we could offer can only help a certain percentage, the challenge will still remain</li>
<li>Role, pay and overall job security are vital to fill</li>
<li>On the basis of the work location we can understand the genunity of candidates and it helps reduce blackout ratio.</li>
<li>To deal with the challenge of relocation we need to check their candidature and if selected in any organization he / she can negotiate on that offer with the current organization.</li>
<li>Moving to tier two cities and towns is a good option if implemented well</li>
<li>Companies must pay tier salaries for good quality of life and to capture and retain the right calibre Talent. </li>
</ul>
<h4><strong>Trends followed</strong></h4>
<ul>
<li>The Recent trend observed is that people are looking for opportunities close by</li>
<li>Now travel time is also considered as work time in some countries</li>
</ul>
<p>Now that’s one heck of a discussion, wouldn’t you agree? Once again we’ve received an out pour of responses with a lot of inputs to add to our learning as well as yours. If you’d like to get real time updates to our upcoming activities and events be sure to follow us <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a>.</p>
<p>If you’ve found the discussion enlightening and would like to be a part of these discussions then please share your WhatsApp contact no & you’re location via DM (Direct Message on Twitter) or leave your requests to be added in the comments section along with your views. </p>WhatsApp Group Chat - Gamification in On-boardingtag:recruitingblogs.com,2017-02-01:502551:BlogPost:20013952017-02-01T05:21:24.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p>We’ve heard a lot about <b>Gamification</b> done to boost <i>Talent Acquisitionist’s</i> performance, how it can improve the KRAs and case studies where the results were positive and in keeping with the assumptions. While we’re impressed by the results and progress we’ve received due to <b>Gamification</b>. Have you thought of other possibilities where <b>Gamification</b> could be implemented to boost performance?</p>
<p>If you haven’t thought about it yet then let’s start with examples…</p>
<p>We’ve heard a lot about <b>Gamification</b> done to boost <i>Talent Acquisitionist’s</i> performance, how it can improve the KRAs and case studies where the results were positive and in keeping with the assumptions. While we’re impressed by the results and progress we’ve received due to <b>Gamification</b>. Have you thought of other possibilities where <b>Gamification</b> could be implemented to boost performance?</p>
<p>If you haven’t thought about it yet then let’s start with examples where <b>Gamification</b> can be implemented; for instance in other areas of a <i>Recruiter’s</i> profile or to boost <i>employee</i> performance. As always we’re one step ahead of you thanks to our <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-employee-promotion-processes-followed-by-orga">WhatsApp group</a> members. We <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> conduct weekly discussions every Wednesday where we had a discussion on, “Gamification in On-boarding” upon the suggestion of our Pune group member Kavitha. </p>
<p>Having said that, remember that we’ll be highlighting the key take a ways right after the chat displayed so be sure to check them out. You just might find something interesting worth adding to your knowledge, so here goes…</p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557610496?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557610496?profile=RESIZE_1024x1024" width="650" class="align-center"/></a></p>
<p></p>
<p>There you have it the discussion that went by which had some interesting insights that you’d like to know and add to your knowledge. We’ve got some ideas on conducting <b>Gamification</b> in <b>on – boarding</b>, including <b>Gamification</b> <i>benefits</i> and <i>perspectives</i> too.</p>
<h4><strong>Ideas for Gamification in On-boarding</strong></h4>
<ul>
<li>You can go to Amoeba with the new employees after the induction lunch which enables <i>Managers</i> and <i>New Employees</i> to break the ice with a bowling game.</li>
<li>Apart from introducing <i>New Joinees</i> to various business lines you can distribute <i>freebies </i>such as company t-shirts or conduct games in the first week of <i>joining</i> in the office for <i>newbies </i>to interact in <i>an unofficial part</i> of <i>on-boarding</i>.</li>
<li>Send <i>personalised gifts</i> along with a letter to the <i>new induct</i> and have regular KITs along with short assignments.</li>
</ul>
<h4><strong>Benefits of introducing Gamification in On-boarding</strong></h4>
<ul>
<li>Conducting <b>Gamification </b>in <b>on-boarding</b> works well for the <i>honeymoon stage</i> of <i>new hires</i></li>
<li>It aligns <b>on-boarding</b> and overall business goals, drives higher productivity, performance, engagement and improves retention while providing consistent and scalable results.</li>
</ul>
<h4><strong>Perspectives about On-boarding</strong></h4>
<ul>
<li><b>On-boarding begins</b> even before an <i>employee joins</i> the company</li>
</ul>
<p>Well this brings the insightful discussion to an end with lots of pointers to take away as always. If you’re no yet a part of these enlightening discussions then you’ve no idea what you’re missing out on. So if you haven’t joined these <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-creating-candidate-personas">WhatsApp groups </a> than be sure to follow us <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> for updates to our upcoming events and activities.</p>
<p>If you’d like to become a part of these<a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-competency-mapping-cm-succession-planning-sp"> WhatsApp groups</a> then make sure you leave your views or requests to join them in our comments section else send us a DM to <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a>.</p>
<p></p>WhatsApp Group Chat – Recruiter Rewards & Recognition and its Impact on Recruiterstag:recruitingblogs.com,2017-01-18:502551:BlogPost:20001622017-01-18T06:30:00.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p>We’ve heard of <strong>Recruiter Rewards & Recognition</strong> and have either seen or experienced its impact first hand. Then again not all of us are fortunate enough to have such experiences but are still required to formulate <i>Recruiter Rewards & Recognition</i> plans and to follow through with the plan.</p>
<p>Having, said that <a href="https://twitter.com/sourcingadda/">@SourcingADDA</a> we were able to shed some light on <b>Recruiter Rewards & Recognition and its impact…</b></p>
<p>We’ve heard of <strong>Recruiter Rewards & Recognition</strong> and have either seen or experienced its impact first hand. Then again not all of us are fortunate enough to have such experiences but are still required to formulate <i>Recruiter Rewards & Recognition</i> plans and to follow through with the plan.</p>
<p>Having, said that <a href="https://twitter.com/sourcingadda/">@SourcingADDA</a> we were able to shed some light on <b>Recruiter Rewards & Recognition and its impact on Recruiters </b>based on<b> </b>the suggestion of our Bangalore group member Shankar. Thus, our popular Wednesday discussion topic was on, “<i>Recruiter Rewards & Recognition</i> but on 2 parameters namely,</p>
<ol>
<li>What are the different categories of <i>Recruiter Rewards & Recognition</i>?</li>
<li>How <i>Recruiter Rewards & Recognition impacts</i> the performance of a Recruiter?”</li>
</ol>
<p>And we’re sure your waiting for the insights but before we get to that remember that we’ll be highlighting the key take a ways from the insightful discussion we had so here’s what we came across...</p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557608887?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557608887?profile=RESIZE_1024x1024" width="650" class="align-center"/></a></p>
<p>Another discussion ends with a lot of perspectives and views to think about and you too have added to your knowledge if you’ve read this far. So let’s not keep you waiting and get right to the point by leaving you with our key take away points to bear in mind. Whether you’re <i>formulating</i> your own <i>Recruiter Rewards & Recognitions plan</i> or have had a <i>first - hand experience</i> or even watched a friend <i>receive</i> one, you’ll definitely learn something new.</p>
<h4><strong>Impact of Rewards & Recognitions on Recruiters</strong></h4>
<ul>
<li>Rewards and Recognition are the motivational factors for Recruiters</li>
<li>Rewards & Recognitions can be motivational factors but it depends on the setup, whether an agency or a corporate.</li>
<li>Irrespective of whether it’s a corporate or an agency set up has a bearing on a Recruiters performance.</li>
<li>Rewards & Recognition can be strategically linked to factors like usage of a particular source for recruitment or on the number of positions filled or to even stakeholder management.</li>
<li>According to Prateek, money / equivalent monetary benefits are a great motivation</li>
<li>As a result of these benefits ultimately people will stay longer with the same company</li>
<li>Such benefits decrease attrition while their performance increases as they are motivated to get it the next time.</li>
<li>Rewards and Recognition in non - monitory form is really great</li>
<li>Money can be earned through various means but recognition is something every employee’s subconscious mind craves for.</li>
<li>Daniel Pink proves that more the incentive less the productivity but more R&R will boost morale and thereby productivity will improve.</li>
<li>According to Herzberg's motivation- hygiene theory; one has to separate the hygiene factors like pay, incentives etc. from the non - hygiene factors or motivating factors like challenging work, recognition etc. so that the employee gets satisfied.</li>
<li>Instead of concentrating more on incentives; recognition should be given more emphasis to boost morale.</li>
</ul>
<h4><strong>Recruiter Rewards & Recognitions (R R & R)</strong></h4>
<p><strong style="font-size: 1em;">According to Siby the categories for rewards can be as listed below:</strong></p>
<ol>
<li>Outstanding Performance - It is based on the numbers every month for outstanding performance.</li>
<li>Customer Delight – It is based on critical closing, TAT, and BU appreciation.</li>
<li>Above and Beyond – It is based on people who go beyond the scope of work defined as in; involvement in organisations initiatives, team building, mentoring, etc.</li>
<li>Innovation - It is based on people who go beyond the scope of work defined as in; involvement in organisations initiatives, team building, mentoring, etc.</li>
<li>Weekend Warriors – Recruiters conducting weekend drives can be termed Weekend Warriors and rewards on the combined parameters like effective management on drives, candidate experience, effective feedback capture and reporting post drives, panel management etc.</li>
<li>Channel Crusader - It is based on people who go beyond the scope of work defined as in; involvement in organisations initiatives, team building, mentoring, etc.</li>
<li>Consistent Performer - It is based on the numbers every month for consistent performance.</li>
</ol>
<p><strong style="font-size: 1em;">According to Jones R R & R should be based on the listed out categories given below:</strong></p>
<ol>
<li>Channel mix used</li>
<li>Position closed (critical & niche)</li>
<li>Raising star</li>
<li>Helping hands</li>
<li>Stake holder connects</li>
</ol>
<p><strong style="font-size: 1em;">According to Prateek R&R decision making criteria should be on</strong></p>
<ol>
<li>Offers</li>
<li>Joinees</li>
<li>Back out ratio as compared to others in team</li>
<li>Extra contribution / effort taken to improve process of the company </li>
</ol>
<p><strong style="font-size: 1em;">R R & R should be in the form of the category listed below:</strong></p>
<ol>
<li>Spot incentives - Over achieving their targets or closing niche skill positions or having early joining if the candidates say in a week’s time; according to Sheetal.</li>
<li>R R & R should be based on 360 degree feedback mechanism in addition to the KPIs success according to Adwait.</li>
</ol>
<h4><strong>According to Jiten R R & R is very important especially on the aspects of source mix</strong></h4>
<ol>
<li>ROI on every candidate hired</li>
<li>cost per hire all are the driving factors for an organisation</li>
<li>Every penny saved by a recruiter should be rewarded in various forms</li>
</ol>
<p><strong style="font-size: 1em;">According to Puja for a work from home company with a team of freelance recruitment consultants recognition is done on team basis on the categories listed out under –</strong></p>
<p> 1. recruitment consultant of the year - basis<br/> 2. most closures Client account manager of the year- basis<br/> 3. Maximum closures and client acquisition manager for the year - basis and also top 3 in these categories -</p>
<div style="margin-left: 2em;"><ul>
<li>Recruiters</li>
<li>Client Account Managers </li>
<li>Client Acquisition Managers</li>
</ul>
4. Beyond the Call of Duty Award - to recognise contribution of selfless work<br/> 5. Dedicated to the Client<br/> 6. Special Recognition - for building a new vertical like retail and PR<br/> 7. The Dedicated to the Client reward category was very well received and clients were<br/> requested to give away the awards.<br/> 8. The process was conducted online using life-size cloud platform like Skype and the Team was<br/> super energised. </div>
<h4><strong>In most organizations R R & R are listed out here under but in the form of:</strong></h4>
<ol>
<li>Cash Awards</li>
<li>Trophies</li>
<li>Gift vouchers </li>
</ol>
<p><strong style="font-size: 1em;">Interesting options for R R & R could be in the form of:</strong></p>
<ol>
<li>Nominating the Recruiter for some exclusive certifications which charges the organization</li>
<li>Such RR & R would definitely be an extra feather in cap and is obviously a Recruiter’s privilege. </li>
</ol>
<h4><strong>Parameters for RR & R could be based on the below mentioned rating categories:</strong></h4>
<ol>
<li>No. of Hires</li>
<li>Hiring Time</li>
<li>Conversion Ratio</li>
<li>Innovation</li>
<li>Accountability</li>
<li>Out of the Box Thinking</li>
<li>Sr. Management Connect</li>
</ol>
<p>Now don’t you find the discussion insightful? Especially, since we’ve received an out pour of responses, not only about the effects of <i>R R & R</i> on their performance even theories that support the views expressed and proof as well from people like <i>Daniel Pink & Herzberg's Motivation - Hygiene Theory</i>. We’ve also received categorisations and the parameters to consider to reward a deserving Recruiter through <i>R R & R. </i>Moreover, we’ve even got some great tips and ideas to carry out our own <i>R R & R programs </i>to<i> formulate based on </i>our organisations requirements.</p>
<p>All of the aspects mentioned above in its self are quite comprehensive and for sure portray the importance of having <strong>Recruiter Rewards & Recognitions (R R & R) </strong>supported with clear cut explanations to go with them. Therefore, we’re certain that you’ve realised what you’ve been missing out on. Hence, be sure to follow us <a href="https://twitter.com/sourcingadda/">@SourcingAdda </a>to get real time updates to our upcoming events and activities.</p>WhatsApp Group Chat – Impact to the Naukri Monopoly due to Randstad buying Monstertag:recruitingblogs.com,2017-01-11:502551:BlogPost:19996312017-01-11T05:36:11.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p>There has been a gradual trend of buying businesses which makes it obvious to think of the impact such evolvements in the Recruitment Sphere will bring about. In an attempt to understand what the impact will be we’ve taken a scenario and have had a discussion on it.</p>
<p>At Sourcing ADDA (<a href="https://twitter.com/sourcingadda/">@SourcingAdda</a>) we conduct <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-what-s-lacking-in-a-recruitment-consultants-w">Wednesday…</a></p>
<p>There has been a gradual trend of buying businesses which makes it obvious to think of the impact such evolvements in the Recruitment Sphere will bring about. In an attempt to understand what the impact will be we’ve taken a scenario and have had a discussion on it.</p>
<p>At Sourcing ADDA (<a href="https://twitter.com/sourcingadda/">@SourcingAdda</a>) we conduct <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-what-s-lacking-in-a-recruitment-consultants-w">Wednesday discussions</a> where a topic is picked mainly from the Members suggestions and a discussion is held. The topic for the discussion was conducted in reference to the article - <a href="https://techcrunch/2016/08/08/randstad-buys-monster-for-429m-as-recruitment-consolidation-continues">Randstad buys Monster for $429M as recruitment consolidation continues.</a>You can view it here <a href="http://goo.gl/ox1xQO">http://goo.gl/ox1xQO</a> or <a href="https://techcrunch/2016/08/08/randstad-buys-monster-for-429m-as-recruitment-consolidation-continues">https://techcrunch/2016/08/08/randstad-buys-monster-for-429m-as-recruitment-consolidation-continues</a>. So the topic was on, “Randstad buying Monster; will this development impact the Naukri Monopoly; How & Why?” upon the suggestion of our Pune Group Member Manish. And here’s what we came across…</p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557605705?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557605705?profile=RESIZE_1024x1024" width="650" class="align-center"/></a></p>
<p></p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557605931?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557605931?profile=RESIZE_1024x1024" width="650" class="align-center"/></a></p>
<p></p>
<p>The discussion above is proof of the out pour of responses we’ve received and we can say that it was truly one heck of a discussion. How great is that? We’ve even got interesting tool to boost Sourcing such as Dice which is very good as it has a huge database and popularity and efinancial is great if you’re into domain based hiring. Moreover, IIM jobs is good for specialised positions but into H.R. Finance especially for management positions. Its database is less but the Talent quality is good and it won't support small positions.</p>
<p>Well if you’re a loyal follower of <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> then you’re waiting eagerly for the key pointers to take away, aren’t you? We’ll let’s not disappoint you; seeing as you’ve read this far. So here you go…</p>
<h4><strong>Commonalities with Job Portals</strong></h4>
<ul>
<li>In current based job market job seekers hardly rely on portal based jobs as there are much better networks that provide instant reach</li>
<li>With times changing and the availability of better referral models the future portals will provide much more value added services in existence</li>
</ul>
<h4><strong>Naukri – Indeed</strong></h4>
<ul>
<li>The number of hits to Naukri will definitely decrease since Indeed is directing traffic away due to their algorithm </li>
</ul>
<h4><strong>Naukri</strong></h4>
<ul>
<li>Naukri is unbeatable and irreplaceable in India</li>
<li>Depending on how they rank a posting when the same posting is found on 2 portals that will matter due to their algorithm</li>
<li>There’s always room for negotiations based on what products one subscribes for on Naukri</li>
<li>Naukri has its monopoly currently and will continue to do so as every single individual looking for an opportunity visit’s Naukri first and then comes to other portals like Monster etc.</li>
<li>Naukri is a tool for mass hiring in every sphere and space besides it may come up with additional features to counter the churn</li>
<li>Although it has a good database but the availability of Talent Sourcing requires Recruiters to update themselves and acquire skills to catch the desired Talent</li>
<li>Consolidation may happen but to find out how it appeals to the Job Searchers or Recruiters we’ll just have to wait and watch</li>
<li>Naukri needs to focus on the merger as India will have very little effect but it does have a unique database and reach but has lost its relevance</li>
<li>Naukri in India may not have much of an impact as it depends on the model which Randstad may come up with for its Clients and the alterations they make</li>
<li>Naukri was good for mid & senior level and IT profiles but since it’s up - gradation it isn’t that good now but may be good for mass hiring and non IT profiles</li>
<li>Due to its up-gradation it is not user friendly and there’s a lot of duplicity in its database</li>
<li>It should be more relevant in terms of its outreach & flexible in commercial offering</li>
<li>Naukri will have to cut their database cost after some time to keep pace with competitors</li>
<li>Naukri follows the concept of allotting Recruiters with individual accounts to showcase that they have many Recruiters posting a wide variety of opportunities</li>
</ul>
<h4><strong>Indeed</strong></h4>
<ul>
<li>Indeed aggregates jobs from different portals so there is a possibility for it to end up being the one stop; shop for candidates</li>
<li>Indeed may remain as an aggregator but if Naukri decides to stop indeed from Crawling its site then indeed will be in trouble</li>
<li>You can stop indeed from crawling only when you password protect your entire website</li>
</ul>
<h4><strong>Monster- Randstad</strong></h4>
<ul>
<li>Monster- Randstad presence will have a lot of impact globally</li>
<li>In order to get a quick turnaround one needs to focus on developing a long term strategy and execute it efficiently</li>
<li>Monster- Randstad is jointly designing better products for corporate houses and they cannot rule the market overnight</li>
<li>There strategies need to be specific to the loopholes of Naukri to come up the curve</li>
<li>Randstad’s strong strategizing and its market know how the Industry works hence it is definitely a force to reckon with</li>
<li>Randstad as a giant in the staffing industry will definitely work on the improvement of Monster</li>
<li>Randstad’s US division needs to integrate their database on their ATS tool i.e. BULLHORN with Monster</li>
<li>Once completed it will help in getting a good amount of profiles and have started to work on uploading CV'S from several job boards in to their ATS based on the freshness of the profile</li>
<li>As an owner of Monster they need to focus on penetrating Monster to the people so they check for various positions in Monster and if they succeed this can increase the traffic </li>
</ul>
<h4><strong>Randstad</strong></h4>
<ul>
<li>Randstad intends to build the world's most comprehensive portfolio for HR services which will make Monster a Big Talent Poll</li>
<li>The plan will help Randstad to pitch in more effectively to strengthen their RPO model to their clients with a dedicated job board backup</li>
<li>Randstad may look at revamping the Monster portal in case they want to continue Monster in the longer run besides they have a greater international presence</li>
<li>Ranstad might be a big name in the international market however even they are struggling in the Indian market</li>
<li>To win the market share Randstad has to come up with a different approach and a very good database for employers and jobseekers</li>
<li>There is a lot of potential for Ranstad to utilise this acquisition provided they offer better services. The possibility to succeed looks dim unless they concentrate on a long term strategy and focus on developing client relationships</li>
</ul>
<h4><strong>Monster</strong></h4>
<ul>
<li>Monster would come up with an updated product related to RPO with first - hand experience of how the recruitment process / business works</li>
<li>Change of ownership won’t change Monsters standing as it's just a backward integration strategy or perhaps a priority view of fresh profiles for Ranstad</li>
<li>Monster's acquisition was to gain market share and fuel the availability of global resources but for now Monster continues as a separate BU</li>
<li>Monster is good for mid and senior level and even for IT profiles but it has to compete with new successful players like indeed, iimjobs, hirist and it will take a lot of time to rise up</li>
</ul>
<h4><strong>Monster- Naukri</strong></h4>
<ul>
<li>Monster was a better product but lost its race with Naukri due to its consistent, better service and their ability to penetrate deep in the Indian market with a wide domestic reach</li>
</ul>
<h4><strong>CareerBuilder etc.</strong></h4>
<ul>
<li>CareerBuilder has risen a lot in the US market and it will be interesting to see what strategies will be used against other risen job boards at home and abroad</li>
</ul>
<p>Well this sums up everything that we found to be important and we can say that the discussion was worth our while as well as yours. If you’re not part of these discussions and would like to become a part of them then leave us a request to be added in to the <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-how-can-recruiters-be-sure-if-candidates-are-">WhatsApp groups</a> in the comments section. And we’ll add you at the earliest else follow us <a href="https://twitter.com/sourcingadda/">@SourcingADDA</a> and Tweet to us your request to be added into the <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-what-are-the-tactics-recruiters-use-to-get-im">WhatsApp groups</a> and we’ll surely add you to them. You’ll also receive updates to our upcoming events and activities upon follow so be sure to follow us. </p>WhatsApp Group Chat – Leveraging Technology into HRtag:recruitingblogs.com,2017-01-04:502551:BlogPost:19991432017-01-04T05:35:53.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p>Technology has definitely simplified our tasks and this holds true for most Talent Acquisitionists and Recruiters alike. The development of software and the ATS is proof enough of the simplicity of the tasks. Although most organisations have moved on to such tools for better productivity we often forget how the Talent Acquisition profession used to be like.</p>
<p>With that being said we decided to open a time capsule to the same to familiarise ourselves with what was, what is and what will…</p>
<p>Technology has definitely simplified our tasks and this holds true for most Talent Acquisitionists and Recruiters alike. The development of software and the ATS is proof enough of the simplicity of the tasks. Although most organisations have moved on to such tools for better productivity we often forget how the Talent Acquisition profession used to be like.</p>
<p>With that being said we decided to open a time capsule to the same to familiarise ourselves with what was, what is and what will be. Along similar lines <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> we conducted our popular <a href="https://sourcingadda.wordpress.com/2016/10/26/whatsapp-group-chat-competency-mapping-cm-succession-planning-sp/">Wednesday discussions</a> on, “How to Leverage Technology into HR?” upon the Pune group member Kavitha’s suggestion. And here’s what we uncovered but before that remember that we’ll be highlighting the key take a ways thereafter...</p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557610159?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557610159?profile=RESIZE_1024x1024" width="650" class="align-center"/></a></p>
<p></p>
<p>Well this brings us to the end of another great discussion with a lot of inputs to take back and think about. So let’s find out how technology has made a difference to our performance and check how much we’ve understood, so here goes…</p>
<h4><strong>How the Recruitment Industry has evolved</strong></h4>
<p>The key take a ways have been segregated into these sections to ease the learning since we’ve covered a lot of aspects. </p>
<h4><strong>Traditional Recruiting</strong></h4>
<ul>
<li>Data was maintained manually in excel which was time consuming and often resulted in delayed progress reports.</li>
<li>Prior to the arrival of Technology the visibility of Hiring was less</li>
<li>Previously HR wasn’t thought to be technical but the recent trend is inclined towards technological advancements</li>
</ul>
<h4><strong>Technology Recruiting</strong></h4>
<h4><strong>Effects of Technology in Recruiting</strong></h4>
<ul>
<li>Automated processes help streamlining </li>
<li>Recruiter efficiency and time management with maximum productivity is maintained</li>
<li>Marking the criteria for job applications and designing assessments for niche or difficult roles is easy</li>
<li>The Recruitment Industry evolved due to the development of technologies like ATS, ERP, Portals, and Social Media</li>
<li>Different Recruitment software assisted in the appropriate maintenance of staffing activity and candidate status thus reducing manual time and effort required to complete tasks</li>
<li>Recruitment is now done using job portals, internal ATS for the candidate and position information etc.</li>
<li>Updated data on any platform is dependent on Candidates updating their records or resumes in real time.</li>
<li>With updated databases; catching the best Talent at the earliest is easy</li>
<li>With Recruitment tools to assist; Talent Acquisitionist’s are constantly learning about upcoming tools</li>
<li>To boost learning; activities are conducted with the help of several modules and platforms</li>
<li>Even a simple task of reporting payrolls have shifted on to tools</li>
</ul>
<h4><strong>Improvements</strong></h4>
<ul>
<li>Need for a system for data mining is important</li>
<li>To conduct effective operations; analytics that can be churned through a system is needed</li>
<li>With Technology; applicant databases of information are continuously growing hence Candidate Database Management is essential</li>
</ul>
<h4><strong>Future of Recruitment</strong></h4>
<ul>
<li>There are already in house recruitment apps for companies, agencies etc. developed around the globe and is sure to become the in thing in Recruitment.</li>
<li>The importance of technology is increasing gradually to achieve better and effective outputs</li>
</ul>
<p>So there you have it a time machine look; into what was, what is and what will be. Now doesn’t this make all the difference to your planning? Gone are the day’s where hiring was mainly done via traditional methods. It goes without saying, <i>“In with the new; out with the old!”</i> </p>
<p>If you’ve enjoyed this then you’ve added to your knowledge and we’re sure you’d be quite eager to learn more. If yes, then you need to join our <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-need-for-functional-guidance-for-internationa">WhatsApp Groups</a> because you have no idea what you’re missing out on by being a passive learner. Be sure to leave us your views or your requests to join WhatsApp Group in our comments section and ensure you follow us <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> for real time updates to our upcoming events and activities.</p>
<p></p>WhatsApp Group Chat – Impact of Joining Goodies on Brandingtag:recruitingblogs.com,2016-12-28:502551:BlogPost:19986022016-12-28T06:01:13.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p>There’s been so much talk about branding especially Employer and Employee Branding including Individual Branding. We’ve even spoken quite a lot about the measures to boost the offer to joining ratio and giving goodies to welcome new joinees on – board works. If you’ve been searching for ideas then you’re in the right place. Many organisations have implemented several measures to ensure that the hire’s joined and remain with the organisation. But how many of us have wondered about the fruits…</p>
<p>There’s been so much talk about branding especially Employer and Employee Branding including Individual Branding. We’ve even spoken quite a lot about the measures to boost the offer to joining ratio and giving goodies to welcome new joinees on – board works. If you’ve been searching for ideas then you’re in the right place. Many organisations have implemented several measures to ensure that the hire’s joined and remain with the organisation. But how many of us have wondered about the fruits of our efforts?</p>
<p>Luckily, <a href="https://twitter.com/sourcingadda/">@SourcingADDA</a> we’ve managed to take this in to consideration thanks to our WhatsApp Group Members. Therefore the topic for our popular <a href="https://sourcingadda.wordpress.com/2016/10/12/whatsapp-group-chat-executive-and-non-executive-search-sourcing/">Wednesday Discussion</a> revolved around this aspect. The topic was on, “Impact of Joining Goodies on Branding” which was suggested by our Bangalore Group Member Shankar. The purpose for the <a href="https://sourcingadda.wordpress.com/2016/10/05/whatsapp-group-chat-difference-between-talent-acquisition-and-recruitment/">discussion</a> was because of all the hype on Social Media about “Joining Goodies” and branding done via the accessories distributed. The key take a ways will be followed after the <a href="https://sourcingadda.wordpress.com/2016/09/20/whatsapp-group-chat-whats-lacking-in-a-recruitment-consultants-work-and-how-to-fix-it/">discussion chat</a> which can be viewed under here…</p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557608151?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557608151?profile=RESIZE_1024x1024" width="650" class="align-center"/></a></p>
<p></p>
<p>If you’re wondering how “Joining Goodies” impacts ‘<a href="http://sourcingadda.ning.com/blog/hike-group-chat-how-do-you-handle-infant-mortality-in-your">New Joinees</a>’ or simply searching for ideas to improve the <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-best-practices-for-improving-offer-to-joining">offer to joining ratio</a> then you’re not going to be disappointed. And if you’ve come this far and are reading this then we’re sure that you’ll definitely get the assistance you need as we’ll be highlighting the key takeaways shortly.</p>
<p><strong>Impact of Joining Goodies on branding</strong></p>
<h4><strong>“Joining Goodies”</strong></h4>
<ul>
<li>“Goodies” on the first day create an impression but aren’t a reason for a good experience</li>
<li>Creating a good experience starts with first impressions via connecting with the candidate prior to interview scheduling.</li>
<li>Distributing pens, Bags, t-shirts, identity cards etc. with the Company’s Logo create a good impression about the company.</li>
<li>Distributing accessories with the Company’s logo builds the brand name via ‘Word of Mouth’ a traditional marketing technique.</li>
<li>Giving Free Gift Hampers containing the organisations products to joinees in the consumer products segment or other segments creates a real brand image publically and avoids restricting it to only joinees alone.</li>
<li>Candidates experience the ‘Employer Touch’ with “Joining Goodies” hence it’s the best practice for the organization to follow.</li>
<li>Experiences matter much more than the “Token Goodies” as it helps employees to bond with the company better than “Goodies” so get them to attend a session where your products / services impact the target market audience.</li>
<li>Creating placards with a New Joinees name and using them to announce their names is a good option.</li>
<li>It is essential to consider other aspects while creating an experience such as –</li>
</ul>
<div style="margin-left: 2em"><ul>
<li>Ensuring that it’s a swift process</li>
<li>Paying attention to the people around and their perceptive and their pro-activeness</li>
<li>Infrastructure arrangements</li>
<li>Team or Reporting Manager Engagement </li>
</ul>
</div>
<ul>
<li>Providing New Joinees with a “Goodies Kit” creates a positive impact on them</li>
<li>“Joining Goodies” helps them to understand the company culture and gets them to consider themselves as a part of the Company from the joining date.</li>
<li>Distributing “Joining Goodies” gives employees a sense of belongingness and engagement</li>
<li>When Employees utilise the company branded accessories they feel proud and don't mind carrying the logo with them.</li>
<li>With company branded accessories they get to talk about them among their family and friends and is a big achievement Employer and Employee Branding is concerned.</li>
</ul>
<h4><strong>“Exit Goodies”</strong></h4>
<ul>
<li>The “Goodies Kit” should be extended to all applicants since we reject more than we select</li>
<li>Create a good experience by giving New Joinees the “Goodies Kit” as it makes them feel happy irrespective of their performance in the interview.</li>
<li>It is essential to create a good Candidate experience at the interview stage especially to rejected or unhappy Job Aspirants since this affects branding.</li>
<li>When targeting the right Talent for the position one needs to realise that some of them could be ‘potential customers’ or ‘consumers or ‘influencers’ hence giving “Joining Goodies Kit” helps.</li>
<li>Impact of "Exit Goodies" is more profound on Branding than "Joining Goodies" hence the rejection stage is important and requires just as much attention.</li>
<li>Distributing Goodies builds a relationship, branding and helps spread the word within high competitive environments.</li>
<li>Distributing “Exit Goodies” leaves an impression that the organisation cares for you</li>
</ul>
<h4><strong>Ideas for Joining & Exit Goodies</strong></h4>
<h4><strong>“Joining Goodies” & “Exit Goodies”</strong></h4>
<ul>
<li>Get ‘company branded pens or personalised pens, bags, t-shirts, etc.’ made and distribute them as “Joining Goodies”.</li>
<li>Spare 10 minutes and request the New Joinees on the ‘Induction Day’ to follow the Company Brand Online via Twitter, LinkedIn, and Facebook etc. but before handing over the “Goodies Kit” and add a smart tag 'Thank you for Joining'.</li>
<li>Organisation can also give away “Joining Goodies” to senior level hiring and / or arrange lunch meetings for Senior Folks.</li>
<li>Experiences matter much more than the “Token Goodies”</li>
</ul>
<div style="margin-left: 2em"><ul>
<li>A simple lunch with a Mentor / Senior</li>
<li>Attending a session where the product / service you're working for impacts the target market. </li>
</ul>
</div>
<ul>
<li>Organisations can welcome new joinees with a placard announcing the name of a new joinee.</li>
<li>Companies can send ‘Cabs’ to New Joiners or only for Outsider New Joiners on the first day as it will help them to adjust to a new place.</li>
<li>Companies can also arrange the accommodation for a few days for Outsider New Joiners</li>
<li>The “Joining Goodies Kit” can include a complete employee’s handbook, basic stationary, HR and other key persons contact details, lunch, company t - shirt and a good welcome note.</li>
<li>Similarly, firms can host a ‘Welcome Party’ for the New Senior professionals joining especially CXOs on the day of joining or the first weekend providing them with a chance to get to know the Senior Management Team.</li>
<li>Organisations can gift New Joinees free Bags & Shoes of any price of reputed brands or even a keychain and wrist band can work.</li>
<li>Give ‘Free Gift Hampers’ containing the organisations products to joinees within the consumer products segment and other segments and / or to all interviewees.</li>
<li>Distribute and / or ‘Discount Coupons’ or ‘other gifts’ to all joinees and / or Interviewees</li>
<li>Firms can host a ‘Farewell Party’ for Senior Professionals joining other firms especially CXOs on the day of their joining or the first weekend for a chance to interact with all the Senior Management Team.</li>
<li>Irrespective of whether a Candidate’s resume is shortlisted for an interview companies can send ‘$5 Starbucks Gift Cards’.</li>
</ul>
<p>The above pointers clearly sums up the discussion that after reviewing we found to be quite enlightening and interesting. We’re sure that if you’ve come here looking for ideas for “Joining Goodies” you’d have got plenty. And even if you’ve wondered what relevance, importance and impact can distributing “Goodies” have in the Talent Acquisition sphere you’d have got all the information you need.</p>
<p>Having, said that if you’re not already a part of these discussions then you have no idea what you’re missing out on. So follow us <a href="https://twitter.com/sourcingadda/">@SourcingADDA</a> to get real time updates to our upcoming events and activities. Be sure to leave your views or request’s to join these WhatsApp groups in the comments section as we’d be glad to add you to these groups.</p>WhatsApp Group Chat – How to identify if a Candidate will definitely join the Organisation?tag:recruitingblogs.com,2016-12-22:502551:BlogPost:19982372016-12-22T05:57:03.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p>Talent Sourcing is easy but getting the desired Talent and even more important ensuring that they join the organisation isn’t as easy as people make it out to be. Most Talent Acquisitionists can relate to the scenario and thus are constantly seeking out for new resources and techniques or strategies to boost the joining ratio.</p>
<p>Having, said that we’ve spoken a great deal about how to improve the…</p>
<p>Talent Sourcing is easy but getting the desired Talent and even more important ensuring that they join the organisation isn’t as easy as people make it out to be. Most Talent Acquisitionists can relate to the scenario and thus are constantly seeking out for new resources and techniques or strategies to boost the joining ratio.</p>
<p>Having, said that we’ve spoken a great deal about how to improve the <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-best-practices-for-improving-offer-to-joining">offer to joining ratio</a> or <a href="http://sourcingadda.ning.com/blog/hike-group-chat-how-do-you-handle-infant-mortality-in-your"> handle infant mortality in the organisation</a>. Along similar lines we’ve now covered just what Recruiters can do to achieve the joining ratio they are expected to meet at our popular <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-need-for-functional-guidance-for-internationa">WhatsApp Wednesday discussion</a>. The discussion covered the topic, “What Questions can be asked to help Recruiter’s identify whether or make sure that the candidate will certainly join? It was suggested by our Pune Group Member Prateek and after the WhatsApp Chat we’ll be highlighting the take a ways so in the meantime here’s what we came across…</p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557605708?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557605708?profile=RESIZE_1024x1024" width="650" class="align-center"/></a></p>
<p></p>
<p>If you’re having trouble with the joining ratio at your company then these simple questions within the conversation above can make all the difference. So let’s get right down to the key take a ways that will assist you when you find yourself in the same situation.</p>
<h4><strong>How to identify if a Candidate will surely join?</strong></h4>
<ul>
<li>What inclined you to consider this opportunity? (Based on the answer/s you get, you can then evaluate the Candidate accordingly)</li>
<li>If a candidate is ready to compromise on their current notice period, the probability of them joining is much higher.</li>
<li>Check the response rate pre offer and post offer and the relieving confirmation date</li>
<li>Meeting Candidates in person gives you an opportunity to identify the joining probability through body language and through observing indicators.</li>
<li>How is your Manager reacting to your Career move?</li>
<li>Ask for an immediate Resignation email post sending the offer letter but with the HR head in CC; this can be a deciding factor.</li>
<li>Post the offer after asking for the immediate resignation email if a Candidate does not send it within 2-3 days then the probability of joining is low.</li>
<li>Before a 2 or 1 week joining ask for travel tickets especially if the candidate is relocating</li>
<li>Check the Candidate’s résumé on the portal and check when it was last updated, if it is frequent then make a dummy call to the candidate to check if they are considering your company as an option or not.</li>
<li>Ask the candidate how they are taking the opportunity i.e. is it just another job move? (The reason would prove whether or not the Applicant is really interested in the opportunity and if they’ll join or not.</li>
<li>Check the response rate pre and post offer and use the “Fear of Loss” technique/s (if the response is a hesitant reply or least concerned reply then the chances that candidate may not join are high)</li>
<li>Just asking question/s won’t give you the exact picture of what's going on in a candidates mind and there’s no science for that.</li>
<li>Use the concept called “Occam’s Razor" to decide the risk level and whether a backup is needed</li>
<li>Pre Offer and Post Offer behaviour, Pro-active communication and co - operation during different stages of hiring would indicate how keen the Candidate is to join.</li>
<li>To get an assurance from the applicant of joining you need to check their past tenure background and the reason/s for leaving.</li>
<li>If the candidate give you a copy of the salary slips after verifying them with the original then that improves the joining ratio and states that they are trustworthy.</li>
<li>When dicey about the candidate joining, it is imperative that active communication is maintained religiously.</li>
</ul>
<h4><strong>How to boost the joining ratio?</strong></h4>
<ul>
<li>Keep the Candidates engaged by inviting them over for lunch or coffee as you’ll get a sense of whether they’ll join or not; it is preferable to encourage the line managers to do so due to a better impact.</li>
<li>Share company achievement updates or a monthly company magazine with candidates to maintain their interest.</li>
<li>You can invite the applicants to events such as a company Annual party, Achievement party etc.</li>
<li>It’s vital to keep the candidate happy and engaged right from the offer stage to the point at which they start and become a fully-fledged employee and the whole process counts.</li>
<li>Employer branding can impact their decision especially if it is strong and genuinely reflects the reasons that someone would want to join in the first place.</li>
<li>The entire hiring process must be easy for the candidate to go through and is essential for them to feel that the company is well organised and efficient.</li>
<li>Any other approach will sow seeds of doubt and the candidate will be easily swayed into looking elsewhere.</li>
<li>Realise that the new hire wants to start building the relationship with the new boss.</li>
<li>A letter from the CEO welcoming them to your company</li>
<li>Send them their business cards, create their corporate emailing signature and identity cards with their name and new job title next to the company logo create a really powerful image.</li>
<li>Invite them out to lunch or drinks with the team.</li>
<li>Distribute ‘Joining Goodies’ such as a t - shirt, notebooks, even those strange squeezable stress balls are a good idea especially if they have young children which can get the family excited about the new job.</li>
<li>Once the Candidate accepts the offer it’s essential for the TA team to be in touch with them for any reason.</li>
<li>Try and understand the personal ambitions, situations, family etc. if they open up immediately after the interview or outside the office premises. </li>
</ul>
<p>Well the points mentioned above portray a fair, clear and chirp picture about what Talent Acquisitionist’s like yourselves can do to ensure that a <a href="http://sourcingadda.ning.com/blog/hike-group-chat-how-to-curb-no-show-of-candidates">selected candidate joins</a>. We’ve even given ideas on how to boost the joining ratio and solutions to help you achieve your <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-what-are-those-incidents-experiences-experime">KRA’s</a>.</p>
<p>If you’ve found this enlightening and have added to your knowledge you might want to follow us <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> and no doubt would like to join in these discussions. If yes, then do leave us your views and request’s to be added in to our <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-difference-between-talent-acquisition-and-rec">WhatsApp groups</a> in the comments section. We’ll be really glad to add you since we’re in constant search for new perspectives and would like to hear yours as well.</p>WhatsApp Group Chat - Hiring Timelines / TAT and its Implications on the Quality of Hirestag:recruitingblogs.com,2016-12-14:502551:BlogPost:19971302016-12-14T05:30:00.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p>Talent Acquisitionists are constantly required to Source Talent to fill vacancies and there are various tools and methods to achieve this. Several organisations are slowly incorporating these new methods and techniques to evaluate and shortlist candidates to capture the right fit.</p>
<p>In an attempt to understand what these tools are and the hiring trends followed <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> we conducted our popular…</p>
<p>Talent Acquisitionists are constantly required to Source Talent to fill vacancies and there are various tools and methods to achieve this. Several organisations are slowly incorporating these new methods and techniques to evaluate and shortlist candidates to capture the right fit.</p>
<p>In an attempt to understand what these tools are and the hiring trends followed <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> we conducted our popular <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-competency-mapping-cm-succession-planning-sp">WhatsApp Group chat discussion</a> on, “<b>Hiring timelines / TAT and its implications on the quality of hires</b>.” Upon the request of our Bangalore group member Shankar and here’s what we discussed but we’ll be highlighting the key take away pointers thereafter…</p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557607449?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557607449?profile=RESIZE_1024x1024" width="650" class="align-center"/></a></p>
<p>Well this brings us to the end of an interesting conversation with lots of take a ways as always so let’s continue to the key pointers to keep in mind. Therefore here goes…</p>
<h4><strong>Hiring Timelines, its importance and Implications</strong></h4>
<ul>
<li>Hiring timelines is an important part in the hiring process</li>
<li>With stringent timelines we overlook some qualities in the candidate</li>
<li>When timelines are too long the candidate loses interest in the position altogether</li>
<li>It is important for organisations to hire the right Talent for the right profile and within the given time frame.</li>
<li>Hiring should be time bound but proactive; unless one is hiring readily available candidates instead of the most suitable candidates.</li>
<li>The quality of hire will increase only if the organisation is ready to invest in the process in a timely manner.</li>
</ul>
<h4><strong>Importance of maintaining relations with rejected candidates</strong></h4>
<ul>
<li>Stay invested in passive candidates for future roles else you’ll have a Hire Fire type of engagement that can affect them as being possible candidates in the future.</li>
</ul>
<h4><strong>Implications and utility of TAT before and after on - boarding</strong></h4>
<ul>
<li>Many organisations utilise the TAT for candidate selection although it helps to shortlist candidates it rules out the ones that don’t meet the criteria.</li>
<li>In the process it filters candidates that might be a good fit for the position even if they don’t meet the TAT criteria.</li>
<li>Depending on the organisation’s hiring process followed one can also conduct an offer and joining TAT to filter the Candidates further if required.</li>
<li>TAT should be applicable to all stakeholders involved in the hiring journey not only recruiters</li>
<li>In today's hiring scenario we need to remove the filter barrier and capture the right fit Talent with the calibre and capability to perform the tasks well.</li>
</ul>
<p>Well there you have it all the aspects that play an important role in the growth of the organisation and the implications of having unreasonable <i>Hiring Timelines and TAT </i>selection of candidates. Whether you’re new to these techniques and selection tools and / or are looking to formulate your own selection processes then these inputs will be helpful nonetheless.</p>
<p>Having said that; if you’d like to be an active participant instead of a passive one then ensure that you leave us your views and or requests to join these <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-need-for-functional-guidance-for-internationa">WhatsApp groups</a> in our comments section. In the meantime make sure you follow us <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> to get real time updates to our upcoming events and activities.</p>WhatsApp Group Chat - Bell Curve Performance Management System a boon or bane?tag:recruitingblogs.com,2016-12-07:502551:BlogPost:19964692016-12-07T06:00:00.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p>Talent Acquisitionists look forward to the performance of a new joinee and have a certain level of performance expectation from the individual on-board. That said it’s obvious why they are constantly looking for a way to measure the Employees performance from an individual and an organisational level. </p>
<p>In view of that, our Pune group member Karnika suggested to have a discussion on, “Bell Curve Performance Management System a boon or bane?” with an attempt to find out how we can…</p>
<p>Talent Acquisitionists look forward to the performance of a new joinee and have a certain level of performance expectation from the individual on-board. That said it’s obvious why they are constantly looking for a way to measure the Employees performance from an individual and an organisational level. </p>
<p>In view of that, our Pune group member Karnika suggested to have a discussion on, “Bell Curve Performance Management System a boon or bane?” with an attempt to find out how we can tackle the situation. Thus, <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> we conducted our popular <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-difference-between-talent-acquisition-and-rec">Wednesday discussion</a> on the same and these are the insights we received…</p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557607225?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557607225?profile=RESIZE_1024x1024" width="650" class="align-center"/></a></p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557607415?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557607415?profile=RESIZE_1024x1024" width="650" class="align-center"/></a></p>
<p>Based on the discussion above, I’m sure you’d agree with us when we state that this was quite a discussion with many perspectives and aspects to look at. How great is that? If you’ve come this far, then you’ve certainly added to your knowledge. That being said, I’m certain that you’d like to grab the takeaways as a refresher to what you’ve learnt. So let’s not disappoint you anymore, hence here goes…</p>
<h4><strong>Bell Curve Performance Management</strong></h4>
<h4><strong>Bell Curve Performance Management as a Boon</strong></h4>
<ul>
<li>But real-time performance is better for companies</li>
<li>From the POV of a Manager the bell curve system can help identify low performance Employees</li>
<li>Managers can help low performance Employees with training to improve their performance</li>
</ul>
<h4><strong>Bell Curve Performance Management as a Bane</strong></h4>
<ul>
<li>The bell curve model may be considered a rigid approach for rating employees</li>
<li>Managers sometimes need to put employees in specific gradients due to the bell curve requirements; especially with small teams</li>
<li>It creates doubts in the mind of both managers and employees such as the possibility of an exit during tough job market conditions</li>
<li>Doubts lead to loss of morale and further deterioration of job performance</li>
<li>It’s not suitable for small companies with less than 300 employees, the categorization isn’t done properly with mostly erroneous results</li>
<li>Indian companies have either given up completely or increasingly moved away from the ‘Bell Curve System of Appraisal Model’</li>
<li>The Bell Curve segregates all Employees into distinct baskets i.e. top, average (comprising of the vast majority) and bottom performers </li>
<li>Compensation or hikes are also based on the rating given for any financial year</li>
<li>The Categorization of the performance is done on annual basis</li>
<li>Digitalised evaluations give better results in comparison to the Bell Curve System</li>
<li>Most IT companies have several Projects & deliveries to cater to and it need not be that each project will have people to fit in the bell curve.</li>
<li>A small project with 10 people where the Manager had a team with all top performers is forced to push people to the bottom during the appraisal process</li>
<li>It's neither a boon nor a bane; as it’s an old method that is specific for large organisations where every performance appraisal is an increasing CTC</li>
<li>For the overall performance of the company and to balance the CTC the Employees are bucketed into various buckets called low performers, average performers and super performers</li>
<li>A specific appraisal % is pre-defined for all buckets</li>
<li>Bell curve forces someone to be put in a lower rating through laddering</li>
<li>The operating costs increase for the company and many super performers leave during this period due to lack of recognition</li>
<li>To prevent the loss of talent; organisations are doing away with this model thus the trend inclines towards doing away with this system altogether</li>
<li>Research shows that this statistical model, while easy to understand, doesn’t accurately reflect performance </li>
</ul>
<h4><strong>Bell Curve VS Real Time Feedbacks</strong></h4>
<ul>
<li>Both Bell Curve and Real - Time feedbacks have pitfalls highlighted below</li>
</ul>
<h4><strong>Bell Curve Feedbacks</strong></h4>
<ul>
<li>Bell curve can be applied only once</li>
<li>One may not perform at the same consistency throughout the year</li>
<li>You only see the average work done </li>
</ul>
<h4><strong>Real Time Feedbacks</strong></h4>
<ul>
<li>If you are inconsistent then it gives an immediate reason to put a person in pip and it's therefore a question of POV thus given below are the 2 types of POV expressed - </li>
</ul>
<h4><strong>Company’s POV</strong></h4>
<ul>
<li>Real-Time is a better system</li>
</ul>
<h4><strong>Employee’s POV</strong></h4>
<ul>
<li>Bell Curve is ideally better</li>
<li>Bell Curves give more freedom</li>
<li>It's harder for Supervisors to punish someone in the bell curve system for small indifferences that are usual in a work-life scenario </li>
</ul>
<h4><strong>Bell Curve Performance Management a General perspective</strong></h4>
<ul>
<li>The Bell Curve Model has a vital element to it - called relative ranking where the onus is on the People Managers and the HRs to drive it positively</li>
<li>These individuals are responsible to draw as much objectivity as possible</li>
<li>To gain objectivity; evaluating people in context to the market dynamics, organisation stage, capability built up over the year etc. is important</li>
<li>The most important goal is to increase the overall performance of the company and Teamwork plays a vital role in achieving it</li>
<li>Calibration plays a role in order to mitigate and evaluate people fairly</li>
<li>It's important to have good relation with Managers, if that’s established then which system a company follows doesn’t matter</li>
</ul>
<h4><strong>Bell Curve Performance Management Possible Solutions / Improvements</strong></h4>
<ul>
<li>A simplistic approach by giving the manager more power and authority</li>
<li>An old method which must be tweaked to accommodate new age demands</li>
<li>Tools to judge the performance of individuals as well as the team as a whole is essential</li>
<li>A holistic appraisal process based on individual performances is necessary</li>
<li>Feedback should be systematic and periodic while considering individual contributions towards the team’s success is required</li>
<li>A 360 degree feedback survey with monthly feedback sessions to be considered while evaluating Associates is essential</li>
<li>More emphasis to be given to the sense of belongingness, loyalty, collaboration and teamwork</li>
<li>Companies now follow monthly & quarterly evaluations as a precaution to avoid shocking situations with the individual and organization at the end of the year</li>
<li>Technology has effectively improved ones performance</li>
<li>A rise in the use of technology can be seen hence digitalizing the evaluations is required</li>
<li>Digitalized evaluations help align the individual and organizational performance in real time</li>
<li>Evaluations that are digitalized create a win-win situation where both sides are happy; yet clear about the expectations</li>
<li>Employees should be evaluated on the basis of achievements / benchmarks and without the threat of forced ranking i.e. doesn’t have transparency</li>
<li>Top Management is required to think beyond bias and emotions which are rare instances in the industry</li>
<li>Any rating system should emphasize on the scope for building capabilities that are built over a specified period of time, goals that are set vs achievement/s, reach the next level as a professional and on a key team player</li>
<li>Post rating is discussed with the resource</li>
<li>People don’t wanna change when they are used to a system</li>
<li>Decision makers should depend on a candidate's performance and then decide if the Employee deserves the appraisal</li>
<li>Appropriate feedback is definitely needed to improve the employee performance</li>
<li>A generalised approach that conveys the message that they are doing better than what we expect from them might send a wrong message to the Employees</li>
</ul>
<p>Well this brings us to the end of an insightful and enlightening experience that we’re constantly on the look - out for, isn’t this great? You can gain different perspectives, add to your learning while staying updated with the current trends followed; live at our popular <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-difference-between-talent-acquisition-and-rec">Wednesday discussions</a>.</p>
<p>Want to get these perspectives and more in real - time then you absolutely need to join these insightful <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-what-s-lacking-in-a-recruitment-consultants-w">conversations</a>. You can do this by following us <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a>; hence, leave your views or requests to be added to the various <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-how-can-recruiters-be-sure-if-candidates-are-">WhatsApp groups</a> in our comments section. </p>WhatsApp Group Chat – Is Counselling Candidates on improving their Job Hunt Strategy a Recruiters Role?tag:recruitingblogs.com,2016-11-30:502551:BlogPost:19950552016-11-30T05:24:38.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p>The Talent Acquisition profession is evolving rapidly due to the Digital Marketing Age. We are slowly moving from performing full cycle Recruitment processes alone to Employee & Employer Branding as well. Given this scenario it’s obvious to question what aspects are involved in a Recruitment Professionals Role.</p>
<p>That being said our popular <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-what-s-lacking-in-a-recruitment-consultants-w">Wednesday discussions…</a></p>
<p>The Talent Acquisition profession is evolving rapidly due to the Digital Marketing Age. We are slowly moving from performing full cycle Recruitment processes alone to Employee & Employer Branding as well. Given this scenario it’s obvious to question what aspects are involved in a Recruitment Professionals Role.</p>
<p>That being said our popular <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-what-s-lacking-in-a-recruitment-consultants-w">Wednesday discussions</a> addressed the query, “Are <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-how-can-recruiters-be-sure-if-candidates-are-">Recruiter’s</a> going above their role when they counsel ideal or not ideal candidates on how to improve their job hunt strategy?” As suggested by our Mumbai group member Joel and here’s what we uncovered… </p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557610026?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557610026?profile=RESIZE_1024x1024" width="650" class="align-center"/></a></p>
<p></p>
<p>Well based on the discussion above we can conclude that Counselling Candidates about better ways of Job hunting and giving career advice is partially part and parcel of a Recruiters role as that indirectly improved their network. But don’t go just yet; we’ll be giving you the key take a ways of this discussion below…</p>
<ul>
<li>Good Recruiters always guide and have a consultative approach towards Candidates</li>
<li>Networking is another name of Recruiting and while networking we also advice our network for the different opportunities, process, career growth etc.</li>
<li>Recruiters now step into an advocacy role but after gather information about industries and trends, challenges, road blocks, job specifications etc.</li>
<li>Talent Acquisitionist’s have always been at some level Counsellors and Career Advisors and it’s more evident due to digitalisation and personal interaction with Candidates</li>
</ul>
<p>If you’ve enjoyed this and found it enlightening then you’d enjoy it more once you’re a part of such discussions by joining in. If you’d wish to join the Talent Acquisition community of Sourcing ADDA (<a href="https://twitter.com/sourcingadda/">@SourcingAdda</a>) and its <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-how-can-recruiters-be-sure-if-candidates-are-">WhatsApp groups</a> be sure to leave your views or request’s in the comments section.</p>WhatsApp Group Chat - Employee Promotion Processes followed by Organisationstag:recruitingblogs.com,2016-11-23:502551:BlogPost:19945472016-11-23T05:05:02.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p>Appraisals are common knowledge to Talent Acquisitionists and the similar fields in the Recruitment Sphere. We’ve all had our appraisals for the present year. Ever wondered what happens during the appraisals and when the performers are rewarded for their hard work via promotions and what processes are followed by organisations?</p>
<p>This seems a lot to take in at the beginning, well don’t get overwhelmed just yet, as our popular…</p>
<p>Appraisals are common knowledge to Talent Acquisitionists and the similar fields in the Recruitment Sphere. We’ve all had our appraisals for the present year. Ever wondered what happens during the appraisals and when the performers are rewarded for their hard work via promotions and what processes are followed by organisations?</p>
<p>This seems a lot to take in at the beginning, well don’t get overwhelmed just yet, as our popular <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-how-can-recruiters-be-sure-if-candidates-are-">Wednesday discussions</a> just got better. The discussion topic was on, “What are the Employee Promotion Processes Organisations follow based on the pointers i.e. timeframes, eligibility frequency and performance management?” and was suggested by our Pune group member Karnika. If you’ve been wondering the same things as us then you’ve come to the right place and here’s what we’ve come across…<a href="http://storage.ning.com/topology/rest/1.0/file/get/1557609513?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557609513?profile=RESIZE_1024x1024" width="650" class="align-center"/></a></p>
<p></p>
<p>If you’re looking for guidelines as to how does one go about promoting an Employee then you’re in luck as we’ll be highlighting just that based on the discussion above. So be sure to have a pen and paper handy, therefore here we go…</p>
<h4><strong>Definition and Meaning of Promotion Plan</strong></h4>
<p>Promotion plan is also called succession plan, meaning to recruit, train and up skill existing employees. Promotions take place for 2 reasons; one is to encourage talent and the other is to retain talent. Promotions are a combination of performance, potential and attitude. E.g. A person might have had a great year in terms of performance, but may not have the potential to take up a larger role thus he will not get a promotion. But we need to ensure that we don’t lose out on Talent with the right calibre.</p>
<h4><strong>Points to keep in mind when deciding to promote an Employee</strong></h4>
<p>Performance has various parameters, employee contribution to the target, SLA adherence, value add inputs by the employee, team attributes. After considering multiple factors an employee should be given an appraisal, sometimes in a growing organisation it's about the potential of the individual, their hunger appetite to achieve targets, overall does that person add to the average of the company. Hence, first…</p>
<ul>
<li>Identify the purpose of a promotion</li>
<li>What is the long term business goal of the company?</li>
<li>Current skills and profiles of employees</li>
<li>New skills required and trends outside</li>
<li>Impact of not promoting capable employees</li>
<li>Overhead of training and hiring new skills from outside the company</li>
<li>Performance, seniority or merit</li>
<li>Focus on what the individual contributes to the overall team's success is very important than just individual growth.</li>
<li>A time bound promotion with preference given to performance management or appraisal process application. </li>
</ul>
<h4><strong>Criteria by which to promote an Employee</strong></h4>
<p>Promoting by giving more opportunities to use individual skills like on-site opportunity technical knowledge expansion is preferred. Most company’s focus is behind cost reduction, so there can be different criteria’s set at different levels, namely 3 levels... </p>
<h4><strong>Lower Level</strong></h4>
<p>If it’s a lower level profile it should be based on the value-add brought in but at an organisation level</p>
<h4><strong>Middle Level</strong></h4>
<p>If at a middle level it should be more in line with the roles performed and challenges met in the respective roles which can lead to organisational change.</p>
<h4><strong>Higher Level</strong></h4>
<p>At a higher level it should focus more on succession planning. </p>
<h4><strong>The common criteria for a promotion can be based on -</strong></h4>
<ol>
<li>Performance</li>
<li>Length of service</li>
<li>Merit & Ability</li>
<li>Educational & Technical Qualifications</li>
<li>Assessment of Potential</li>
<li>Spacing of the Promotion & the Career</li>
<li>Span of the individual and training</li>
<li>Based on the Employees Talent and their Achievement they should be promoted via internal and external sources</li>
</ol>
<p>Well there you have it all the information you’ll need to help you make an informed decision. Use this information to streamline the procedure while formulating a promotion plan that your organisation will benefit from by promoting the deserved candidate.</p>
<p>If you’ve found this information helpful then you’ll probably find our other <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-how-can-recruiters-be-sure-if-candidates-are-">Wednesday discussions </a>and events quite enlightening and informative. So why wait to read when you can join in and get first – hand information by being a part of these discussions and get your queries resolved instantly? Be sure to follow us <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> to get updates to our upcoming events and activities and don’t forget to leave your views in the comments section.</p>WhatsApp Group Chat - Creating Candidate Personastag:recruitingblogs.com,2016-11-16:502551:BlogPost:19938572016-11-16T05:56:19.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p>Creating Personas is a game that we’ve all played during our childhood and enjoyed it and we’re quite good at it. If we’re being completely honest when we’re creating JDs it requires creativity and skill that needs to be acquired if you don’t have it already. Don’t you agree?</p>
<p>While we’re creating JDs we need to ensure that we catch the desired applicants with the right calibre. Hence our popular…</p>
<p>Creating Personas is a game that we’ve all played during our childhood and enjoyed it and we’re quite good at it. If we’re being completely honest when we’re creating JDs it requires creativity and skill that needs to be acquired if you don’t have it already. Don’t you agree?</p>
<p>While we’re creating JDs we need to ensure that we catch the desired applicants with the right calibre. Hence our popular <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-how-can-recruiters-be-sure-if-candidates-are-">Wednesday discussion</a> focussed on, “Creating Candidate Personas on two point’s i.e. -</p>
<p> 1. What aspects should be considered when Creating Candidate Personas?</p>
<p>2. How important is Creating Candidate Personas before starting a search?</p>
<p>As suggested by our Bangalore Group member Manav and here’s what we came across…</p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557611373?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557611373?profile=RESIZE_1024x1024" width="650" class="align-center"/></a></p>
<p></p>
<p>Based on the <a href="http://sourcingadda.ning.com/blog/whats-app-group-chat-flexible-date-of-joining-doj-improves-candid">discussion </a>above we can say that the task of creating <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-linkedin-s-take-over-by-microsoft">Candidate</a> Personas just became a lot easier as the pointers that need consideration and its importance have been highlighted. But let’s make it even easier to create Candidate Personas by outlining the key guidelines for you… </p>
<h4>Guidelines to creating Candidate Personas</h4>
<ul>
<li>Focus on details like experience, negotiable skills and culture fit</li>
<li>Pay attention to the important aspects of the role such as tech skills vs people skills, learning adaptability, agile culture vs process oriented</li>
<li>Candidate personas to be created as per organizational culture and assess the “whys” from the candidate’s perspective</li>
<li>Fill out the key responsibilities of the role to gain a clear idea of what the position entails</li>
<li>Maintain a checklist to find out what to shoot for and how to engage a candidate</li>
<li>With the help of a checklist you’ll know what approach to follow i.e. a Social Network or to revert to old school cold calling</li>
<li>Be sure to carry out your own research and document your ideal candidate extensively</li>
<li>With the help of your research and documentation will help you gain surety of what you’re looking for</li>
<li>Ensure that the personas you are documenting are constantly evolving</li>
<li>Make sure you change the Persona if required when you interview people</li>
</ul>
<h4>Challenge</h4>
<ul>
<li>Creating candidate personas from an agency point of view is difficult as agencies have a translucent view of how an organization functions</li>
</ul>
<h4>Solution</h4>
<ul>
<li>Spend time with the agency explaining about the company</li>
<li>Get insider information by talking to candidates that are already inside the client system</li>
</ul>
<h4>Importance of creating Candidate Personas before Sourcing</h4>
<ul>
<li>Creating Personas is important in order to target the right audience</li>
<li>Get detailed information from the right decision makers and avoid assuming things</li>
<li>Ask relevant questions at the start of the assignments and posts that start the search</li>
<li>Give the candidate persona and a sample profile to the customer to save time and gain a clear understanding of what is required.</li>
</ul>
<p>Well there you have it all the information you’d require when creating a candidate persona and why it’s important to create the persona before <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-what-are-the-tactics-recruiters-use-to-get-im">Sourcing for Talent</a> with the desired calibre. If you’ve found this information relevant and if your queries about the topic at hand have been resolved then be sure to leave your views in the comments section.</p>
<p>If you’d like to know more and be updated with the current trends followed in the Talent Acquisition sphere then join the WhatsApp discussions and to add to your knowledge be sure to follow us <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a>. </p>Top Tweets of the #SourcingChat – The Importance of Mobile Recruitingtag:recruitingblogs.com,2016-11-09:502551:BlogPost:19932712016-11-09T06:30:00.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557610802?profile=original" target="_self"><img class="align-left" src="http://storage.ning.com/topology/rest/1.0/file/get/1557610802?profile=RESIZE_320x320" width="300"></img></a></p>
<p></p>
<p>Digitalisation has paved the way to building new connections and maintaining distant relations; be it professional, family or otherwise; it’s possible in a digital world such as the one we live in. There has been a long standing debate revolving around the importance of Mobile Recruiting and we’d like to get different perspectives about it as…</p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557610802?profile=original" target="_self"><img width="300" src="http://storage.ning.com/topology/rest/1.0/file/get/1557610802?profile=RESIZE_320x320" width="300" class="align-left"/></a></p>
<p></p>
<p>Digitalisation has paved the way to building new connections and maintaining distant relations; be it professional, family or otherwise; it’s possible in a digital world such as the one we live in. There has been a long standing debate revolving around the importance of Mobile Recruiting and we’d like to get different perspectives about it as well.</p>
<p>Therefore at Sourcing ADDA (<a href="https://twitter.com/sourcingadda/">@SourcingAdda</a>) we’re constantly on the look - out for different perspectives and debatable topics hence this month’s <a>#SourcingChat</a> topic was on, “<a href="https://storify.com/SourcingAdda/the-importance-of-mobile-recruiting">The importance of Mobile Recruiting</a>.” I’m sure you’re wondering which are the Top Tweets of the <a href="http://sourcingadda.ning.com/blog/top-tweets-of-the-sourcingchat-best-tools-techniques-used-in-recr">#SourcingChat</a> then we’ve listed them out for you below…</p>
<ul>
<li><a href="https://twitter.com/SourcingAdda" target="_blank">Sourcing Adda</a><a href="https://twitter.com/SourcingAdda" target="_blank">@SourcingAdda</a></li>
</ul>
<p> Q.1 What is mobile recruiting? <a href="https://twitter.com/#%21/search?q=%23SourcingChat" target="_blank" title="#SourcingChat">#SourcingChat</a></p>
<ul>
<li><a href="https://twitter.com/Arvind_R16" target="_blank">Arvind Ramani</a><a href="https://twitter.com/Arvind_R16" target="_blank">@Arvind_R16</a></li>
</ul>
<p> A1: <a href="https://twitter.com/#%21/search?q=%23mobile" target="_blank" title="#mobile">#mobile</a> <a href="https://twitter.com/#%21/search?q=%23recruiting" target="_blank" title="#recruiting">#recruiting</a> goes beyond hiring people. It is a way to engage with a network who</p>
<p> refer/show interest to prospects. <a href="https://twitter.com/#%21/search?q=%23Sourcingchat" target="_blank" title="#Sourcingchat">#Sourcingchat</a></p>
<ul>
<li><a href="https://twitter.com/KirtiRawat2" target="_blank">Kirti Rawat</a><a href="https://twitter.com/KirtiRawat2" target="_blank">@KirtiRawat2</a></li>
</ul>
<p> A1 This concept basically follows the principle of recruiting anytime anywhere!! <a href="https://twitter.com/#%21/search?q=%23sourcingchat" target="_blank" title="#sourcingchat">#sourcingchat</a></p>
<ul>
<li><a href="https://twitter.com/ThiruHR" target="_blank">Thirukumaran R</a><a href="https://twitter.com/ThiruHR" target="_blank">@ThiruHR</a></li>
</ul>
<p> A1: Impact of Social and Mobile. In particular it is easier to reach so-called passive</p>
<p> candidates. <a href="https://twitter.com/#%21/search?q=%23SourcingChat" target="_blank" title="#SourcingChat">#SourcingChat</a></p>
<ul>
<li><a href="https://twitter.com/SourcingAdda" target="_blank">Sourcing Adda</a><a href="https://twitter.com/SourcingAdda" target="_blank">@SourcingAdda</a></li>
</ul>
<p> Q.2 How mobile recruiting is changing the hiring process?<a href="https://twitter.com/hashtag/SourcingChat?src=hash">#SourcingChat</a></p>
<ul>
<li><a href="https://twitter.com/IamGopal89">Gopal Kharwat @IamGopal89 </a> </li>
</ul>
<p> A2. Response are fast,Can access anywhere,anytime.In short,future is Mobile <a href="https://twitter.com/hashtag/Sourcingchat?src=hash">#Sourcingchat</a></p>
<ul>
<li><a href="https://twitter.com/sathish_ganesh">Sathish Ganesh @sathish_ganesh</a></li>
</ul>
<p> High time we implement <a href="https://twitter.com/hashtag/mobileRecruitment?src=hash">#mobileRecruitment</a> : India to become third largest smartphone</p>
<p> market by 2017 <a href="https://twitter.com/hashtag/Sourcingchat?src=hash">#Sourcingchat</a></p>
<ul>
<li><a href="https://twitter.com/pipalwa">Manish Pipalwa @pipalwa</a></li>
</ul>
<p> A2. Now <a href="https://twitter.com/hashtag/Candidate?src=hash">#Candidate</a> can Search & Apply for Job as per their comfort. Thanks</p>
<p> to <a href="https://twitter.com/hashtag/mobileRecruitment?src=hash">#mobileRecruitment</a> <a href="https://twitter.com/hashtag/sourcingchat?src=hash">#sourcingchat</a></p>
<ul>
<li><a href="https://twitter.com/SourcingAdda">Sourcing Adda @SourcingAdda</a></li>
</ul>
<p> Q.3 What are the benefits to companies and individual recruiters? <a href="https://twitter.com/hashtag/SourcingChat?src=hash">#SourcingChat</a></p>
<ul>
<li><a href="https://twitter.com/soniyasharmahr">Soniya Sharma @soniyasharmahr </a> </li>
</ul>
<p> A3 Its cost effective nd easy 2 reach the prospect candidate,helps 2 give & receive faster</p>
<p> response nd gets real time feedback <a href="https://twitter.com/hashtag/SourcingChat?src=hash">#SourcingChat</a></p>
<ul>
<li><a href="https://twitter.com/ShajoeHR">Shajoe @ShajoeHR</a></li>
</ul>
<p> Recruitment strategy which simplify applicant's efforts fa applying any job which reduces</p>
<p> time 2apply <a href="https://twitter.com/hashtag/Sourcingchat?src=hash">#Sourcingchat</a></p>
<ul>
<li><a href="https://twitter.com/SaifuRizvi">Md Saifullah Rizvi @SaifuRizvi </a> </li>
</ul>
<p> A3. Mobile recruiting Apps and other Mobile recruiting Tools have created new outlet 4</p>
<p> recruiter 2 source best fit profile <a href="https://twitter.com/hashtag/SourcingChat?src=hash">#SourcingChat</a></p>
<ul>
<li><a href="https://twitter.com/SourcingAdda">Sourcing Adda @SourcingAdda</a></li>
</ul>
<p> Q.4 Does mobile recruiting play an important role in candidate experience? <a href="https://twitter.com/hashtag/SourcingChat?src=hash">#SourcingChat</a></p>
<ul>
<li><a href="https://twitter.com/Arvind_R16">Arvind Ramani @Arvind_R16 </a> </li>
</ul>
<p> A4: Ofcourse. Need is to develop in-house skills & provide wider access of data to answer</p>
<p> questions, while owning strict SLA's <a href="https://twitter.com/hashtag/Sourcingchat?src=hash">#Sourcingchat</a></p>
<ul>
<li><a href="https://twitter.com/FastCollab">FastCollab @FastCollab</a></li>
</ul>
<p> A4: A look into wat <a href="https://twitter.com/hashtag/job?src=hash">#job</a> seekers are doing on <a href="https://twitter.com/hashtag/smartphones?src=hash">#smartphones</a> <a href="https://twitter.com/hashtag/SourcingChat?src=hash">#SourcingChat</a> <a href="https://twitter.com/SourcingAdda">@SourcingAdda</a></p>
<ul>
<li><a href="https://twitter.com/aditi_sha26">Aditi Sharma @aditi_sha26</a></li>
</ul>
<p> A4: Its gives freedom to candidate for easily search jobs and apply direct through</p>
<p> mobile <a href="https://twitter.com/hashtag/Sourcingchat?src=hash">#Sourcingchat</a></p>
<ul>
<li><a href="https://twitter.com/SourcingAdda">Sourcing Adda @SourcingAdda</a></li>
</ul>
<p> Q.5 Which is your favorite mobile recruitment app? Why? <a href="https://twitter.com/hashtag/SourcingChat?src=hash">#SourcingChat</a></p>
<ul>
<li><a href="https://twitter.com/amitpatelHR">Amit Patel @amitpatelHR</a></li>
</ul>
<p> <a href="https://twitter.com/SourcingAdda">@SourcingAdda</a> whoever are working for US recruitment can use theladders recruiter app</p>
<p> too available only on iOS <a href="https://twitter.com/hashtag/SourcingChat?src=hash">#SourcingChat</a></p>
<ul>
<li><a href="https://twitter.com/deepaligokhale">Deepali Gokhale @deepaligokhale</a></li>
</ul>
<p> <a href="https://twitter.com/ShajoeHR">@ShajoeHR</a> <a href="https://twitter.com/SourcingAdda">@SourcingAdda</a> A5: <a href="https://twitter.com/hashtag/SourcingChat?src=hash">#SourcingChat</a> problem with having diff app is candidates</p>
<p> don't want to download app every time to apply for 1job</p>
<ul>
<li><a href="https://twitter.com/deepaligokhale">Deepali Gokhale @deepaligokhale</a></li>
</ul>
<p> <a href="https://twitter.com/ShajoeHR">@ShajoeHR</a> <a href="https://twitter.com/SourcingAdda">@SourcingAdda</a> <a href="https://twitter.com/hashtag/Sourcingchat?src=hash">#Sourcingchat</a> I agree, but not everyone use iPhone to</p>
<p> download n <a href="https://twitter.com/hashtag/apps?src=hash">#apps</a></p>
<p>Well there you have it the Top Tweets of the <a href="https://storify.com/SourcingAdda/challenges-for-recruiters-in-the-technology-age">#SourcingChat</a>, so don’t forget to leave your views in our comments section. If you’ve read this far then we’re sure you found what you’re looking for. To get real time updates to our upcoming activities and events be sure to follow us<a href="https://twitter.com/sourcingadda/"> @SourcingAdda</a>. </p>WhatsApp Group Chat – Competency Mapping (CM) & Succession Planning (SP)tag:recruitingblogs.com,2016-10-26:502551:BlogPost:19911372016-10-26T05:58:17.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p>The Talent Acquisition Industry is constantly evolving and as Talent Acquisitionists we’re come across concepts like Competency Mapping (CM) & Succession Planning (SP) but what does it mean and how can it help at an organisational level? Are common questions that come up and getting a clear perspective when there’s so much information flowing around isn’t easy to resolve.</p>
<p>Well if you’ve been following us <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> then your…</p>
<p>The Talent Acquisition Industry is constantly evolving and as Talent Acquisitionists we’re come across concepts like Competency Mapping (CM) & Succession Planning (SP) but what does it mean and how can it help at an organisational level? Are common questions that come up and getting a clear perspective when there’s so much information flowing around isn’t easy to resolve.</p>
<p>Well if you’ve been following us <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> then your fortunate to learn that this aspect crossed our mind and we conducted our popular <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-how-can-recruiters-be-sure-if-candidates-are-">WhatsApp Wednesday’s Discussion</a> on this same topic, “Competency Mapping (CM) & Succession Planning (SP)” due to our Pune <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-what-are-the-tactics-recruiters-use-to-get-im">Group</a> members suggestion i.e. Kavitha and Shweta. And here’s what we learnt…</p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557601407?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557601407?profile=RESIZE_1024x1024" class="align-center" width="650"/></a></p>
<p><a href="https://twitter.com/sourcingadda/"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557604817?profile=RESIZE_1024x1024" class="align-center" width="650"/></a>The discussion above clearly outlines the meaning and the differences between the two i.e. Competency Mapping (CM) & Succession Planning (SP), how they are implemented by organisations, the processes involved and highlights guidelines that you should follow.</p>
<p>Like most discussions go; you’ve got a lot of information to process and so many different perspectives shared deciding which is most effect for you isn’t easy. Hence we’ve outlined the key aspects that were discussed to help you formulate a plan irrespective of whether you a newbie or familiar with the concepts. So here’s the key pointers to note down and assist you in formulating your own plan that works for you…</p>
<h4><strong>Meaning of Competency Mapping & Succession Planning</strong></h4>
<h4><strong>Competency</strong></h4>
<ul>
<li>Competencies are skills, behaviour and performance standards that turn what of an expectation into the how, we can use this to define organization culture.</li>
<li>Competencies are expressed as behaviours that drive performance. They can be for either minimally expected levels or superior performance.</li>
<li>Competencies are the precise language to achieve that</li>
</ul>
<h4><strong>Competency Mapping</strong></h4>
<ul>
<li>Competency Mapping is a skill matched by individuals that formulate process whereby the KRAs, abilities & skills needed are put in place by the business & HR leaders to be followed by Employees thus leading towards meeting your organizational goals.</li>
</ul>
<h4><strong>Succession Planning</strong></h4>
<ul>
<li>Succession Planning identifies leadership potential and grooms those individuals for taking up more advanced and complex roles but with adequate coaching, mentoring and other OD initiatives.</li>
</ul>
<h4><strong>Differing Succession Planning</strong></h4>
<ul>
<li>Company’s succession planning focusses on high potential individuals or everyone from the moment they are on-board</li>
</ul>
<h4><strong>Advantages of differing Succession Planning</strong></h4>
<ul>
<li>When focus is on high potential individuals you channel more resources and coaching towards employees with the greatest promise</li>
</ul>
<h4><strong>Disadvantages of differing Succession Planning</strong></h4>
<ul>
<li>When focus is on high potential individuals you overlook great people, alienate and frustrate the rest of the employees impacting morale and turnover.</li>
<li>Managers often seek people who are like them for mentoring and promotion which often leads to a plethora of white men leading organizations.</li>
</ul>
<h4><strong>Guidelines for appropriately implementing differing Succession Planning</strong></h4>
<h4><strong>For Companies wanting diversity in their leadership</strong></h4>
<h4><strong>Application or Effects</strong></h4>
<ul>
<li>The succession planning initiative should include steps that actively promote women and minorities for leadership opportunities, and train managers on how to encourage diversity on their teams.</li>
<li>You can build a great talent development plan but without active support from leadership, it won’t have the desired impact.</li>
<li>HR leaders can’t force executives to support their efforts but they can align talent management efforts with strategic plans and educate executives and managers about the business value of succession planning efforts.</li>
<li>In the event of the unavailability of Internal Talent then organisations seek Talent from the market</li>
</ul>
<h4><strong>How does Succession Planning help in hands on Recruitment / Sourcing?</strong></h4>
<ul>
<li>With a clean and clear thought process; the process to pre-screen the candidates while sourcing broadens up the horizons automatically.</li>
</ul>
<h4><strong>Skills to acquire</strong></h4>
<ul>
<li>Recruiters must know the fundamentals and target such companies that have equal cultures or from better cultured companies which are again only beneficial for the organisation. </li>
<li>At times Recruiters need to let the Hiring Managers know about specific candidates that they know who seem the perfect fit as these individuals can be beneficial for the team and organisational front.</li>
<li>Individual Recruiter's should equip themselves with the necessary Selling & Marketing Skills that come in to play.</li>
</ul>
<h4><strong>How to identify what Talent your Hiring Managers want?</strong></h4>
<ul>
<li>In Succession Planning; the process where the CM & profiling is followed the hiring managers are clear on whom they want and do not want.</li>
<li>They will be specific about certain high positives that a candidate should carry aside from their technical skills / experience.</li>
<li>This helps Recruiters to directly pitch in the right candidates in the very beginning</li>
<li>Clarity in what your Hiring Managers want highlights the culture of the organisation which is being put in place or is in place.</li>
</ul>
<h4><strong>How to select Talent for Critical Business Positions?</strong></h4>
<ul>
<li>When selecting Talent to fill Critical Business Positions be sure to run the Succession Planning, Competency Mapping and Profiling aspects.</li>
</ul>
<h4><strong>How does Succession Planning & Competency Mapping function?</strong></h4>
<h4><strong>Succession Planning</strong></h4>
<ul>
<li>The internal employees are given the first preference who can take up such responsibilities.</li>
<li>Selected employees are always first identified by mapping their skills and abilities</li>
<li>Selected individuals are then trained to handle complex business critical positions and responsibilities thus the Competency Mapping comes in to play.</li>
<li>Identifying the Employees competencies can contribute to an improved organizational performance</li>
<li>It helps in the alignment of all functions like selection, T&D, PMS, Career path and most important Succession Planning.</li>
<li>Know what is required from the next role and find out where the person is presently is a great way to go about Succession Planning.</li>
</ul>
<h4><strong>Competency Mapping</strong></h4>
<ul>
<li>Competency mapping require one to first understand what competencies are available under the roof and then build the entire system.</li>
</ul>
<p>Well this gives you a clear layout to the aspects discussed so if you’ve read this far then you’ve found this information very useful as the aspects discussed deal with how things function on a practical basis. This is a rare opportunity that you’re missing out on since you’re not part of these enlightening discussions. Therefore be sure to follow us <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> and join us in these discussions.</p>WhatsApp Group Chat - Need for Functional Guidance for International Recruitmenttag:recruitingblogs.com,2016-10-19:502551:BlogPost:19905452016-10-19T05:13:34.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p>International Recruitment has always been a part of the Talent Acquisition Industry so I’m sure that most of us will be familiar with the process especially since we’ve gone through it at some point of time. When it comes to US Staffing or UK Staffing we’ve encountered that as well while going up the Career Ladder. But what are we supposed to do when we’re doing Asian hiring i.e. seeking Talent to fill China position and are looking for Shanghai Talent?</p>
<p>Staying on the topic at hand…</p>
<p>International Recruitment has always been a part of the Talent Acquisition Industry so I’m sure that most of us will be familiar with the process especially since we’ve gone through it at some point of time. When it comes to US Staffing or UK Staffing we’ve encountered that as well while going up the Career Ladder. But what are we supposed to do when we’re doing Asian hiring i.e. seeking Talent to fill China position and are looking for Shanghai Talent?</p>
<p>Staying on the topic at hand we <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> decided to conduct our popular <a href="http://sourcingadda.ning.com/blog/whats-app-group-chat-flexible-date-of-joining-doj-improves-candid">Wednesday’s discussion</a> on, “Need for Functional Guidance for International Recruitment” as suggested by our Gujarat Group member Dimple. And here’s what we’ve discovered…</p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557599057?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557599057?profile=RESIZE_1024x1024" width="650" class="align-center"/></a></p>
<p></p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557602442?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557602442?profile=RESIZE_1024x1024" width="650" class="align-center"/></a></p>
<p></p>
<p>The discussion above clearly highlights all the information one might need if they plan to branch out into International Markets. The important aspects to remember are the challenges you’re sure to face, what aspects you need to bear in mind such as knowing how the process functions, the charges, the tools to utilise, your approach and most important know your Clients and what are their expectations. Too much to take in then we’ve simplified it, right down to the key take a ways, so here they are…</p>
<h4><strong>Challenges faced</strong></h4>
<ul>
<li>Sourcing for Talent to fill International positions is difficult without the necessary tools and skills at your disposal and if you’re a first timer </li>
</ul>
<ul>
<li>Sourcing for China, Malaysia & Indonesia is difficult when local job posting and job portals are a bit costly</li>
</ul>
<h4><strong>How does the International positions to be filled function?</strong></h4>
<h4><strong>Functions</strong></h4>
<ol>
<li>UK agency rates are pretty high</li>
<li>Each country has different norms</li>
</ol>
<h4><strong>Fees or Charges</strong></h4>
<ol>
<li>Agencies specialising in technical recruitment cost around 18% to start with</li>
<li>Consultants work on retainer basis and fees start with a min of 18 - 20 percent</li>
<li>Anz - 18-20%</li>
<li>China/HK - 25% standard.</li>
<li>US/Canada - 15%-20%</li>
<li>Middle East - 15%-20%</li>
<li>Internationally markets pay 25-30℅ fees</li>
</ol>
<h4><strong>Tools & Portals to utilise</strong></h4>
<ol>
<li>Use portals like my space, career builder, the ladders, Indeed is for all countries, Simply hired, linkup,</li>
<li>For gulf hiring use Naukri gulf, bayt, gulf talents, indeed</li>
<li>For UK hiring use REED</li>
<li>For tech profiles use Monster </li>
</ol>
<h4><strong>The approach</strong></h4>
<ol>
<li>Identify your target candidates and industry and choose which portals to use accordingly</li>
<li>There’s a demand for recruiters with specialization or niche hiring skills</li>
</ol>
<h4><strong>Know your Clients</strong></h4>
<ol>
<li>Companies across the world are cost conscious and ensure that the local talent isn't deprived.</li>
<li>Need to give them people they cannot find themselves</li>
<li>Requiring a good enough justification about the relocation & the premium being paid.</li>
<li>Have in-depth candidates & client relationships and expect top notch talent</li>
<li>Market Mastery is the focus so that both clients & candidates depend on the specialist</li>
<li>Clients are clear about what they want i.e. the best in the preferred field with a willingness to hire Talent from India, Malaysia, Taiwan or China if required.</li>
<li>The requirement being a preference for local language skills & culture fit</li>
<li>It’s about setting expectations on both sides & much more complicated than mere keywords search or downloading from portals</li>
</ol>
<p>Since you’ve read up till here did you find this information enlightening? If yes, then why be a reader instead join us and add to your knowledge by following us <a href="https://twitter.com/sourcingadda/">@SourcingAdda </a>to receive real time updates and be an active participant. I’m sure you’ve got something more to add so do leave your views in the comments section. </p>WhatsApp Group Chat - Executive and Non-Executive Search Sourcingtag:recruitingblogs.com,2016-10-12:502551:BlogPost:19899502016-10-12T05:32:00.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p>Sourcing for Talent to fill high profiles is usually done with Executive Search Sourcing. A process similar to the Head-Hunting technique; wherein candidates are sourced & screened based on some criteria. Executive Search Sourcing is generally done by Executive Search firms that specialise in it. </p>
<p>We are all quite familiar with Executive Search Sourcing but what about those of us who are novices to Executive Search Sourcing? Considering this aspect as well we…</p>
<p>Sourcing for Talent to fill high profiles is usually done with Executive Search Sourcing. A process similar to the Head-Hunting technique; wherein candidates are sourced & screened based on some criteria. Executive Search Sourcing is generally done by Executive Search firms that specialise in it. </p>
<p>We are all quite familiar with Executive Search Sourcing but what about those of us who are novices to Executive Search Sourcing? Considering this aspect as well we <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> decided to host our popular <a href="http://sourcingadda.ning.com/blog/whats-app-group-chat-flexible-date-of-joining-doj-improves-candid">Wednesday’s discussions</a> on this particular topic on two aspects namely,</p>
<ol>
<li>Different methods & tools for Executive Search Sourcing</li>
<li>The difference between Executive and Non-Executive Search Sourcing</li>
</ol>
<p>As suggested by our members Ankush from the Pune Group and Achyut from the Hyderabad Group. And here’s what we’ve come across…<a href="http://storage.ning.com/topology/rest/1.0/file/get/1557599155?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557599155?profile=RESIZE_1024x1024" class="align-center" width="650"/></a>If you’ve read this far then I’m sure you’ve found what you’re looking for and you’d like some more clarity on what has been discussed. Hence, here are some key take a ways about Executive Search Sourcing on aspects that need to be considered that you ought to know as a novice…</p>
<h4><strong>The Approach</strong></h4>
<ul>
<li>Sourcing for High Profile Talent needs strategic and indebt understanding</li>
<li>Informing messages such as “Out of office” goes a long way when dealing with High Profile Talent Hunt.</li>
<li>Good etiquette in communication skills simplifies the task as it enables you to better understand the Candidate relationship.</li>
<li>A generic approach of CV downloads and calling is an incorrect approach</li>
<li>It involves having new ideas and strategies to Source Talent and requires one to be strong in relationship building.</li>
<li>It’s not just Sourcing & Processing Profiles but beyond Excel Data hence you learn niche skills</li>
<li>Need to have some level of understanding and develop professional etiquette as well as communication skills when interacting with Senior Folks.</li>
</ul>
<h4><strong>Challenges</strong></h4>
<ul>
<li>When Sourcing for IT & Non-IT Talent it is difficult to network as most of these people don’t have an active presence on Social media</li>
</ul>
<h4><strong>Possible Solutions</strong></h4>
<ul>
<li>Speak to a lot of junior candidates to understand the below mentioned aspects -</li>
</ul>
<ol>
<li>Identify the organisation structure</li>
<li>Get the name of the person/s they report to</li>
<li>Find out the team size and structure, regional scope etc.</li>
<li>Once you have a name than get their contact details via board-line calling or telephone sourcing</li>
</ol>
<h4><strong>Method</strong></h4>
<ul>
<li>Referrals still top the charts when Sourcing for Talent</li>
<li>Networking is essential to compliment the task of Sourcing Top Talent</li>
<li>Organisation mapping is another method and fast growing in Sourcing for Talent</li>
<li>A tool like officialboard.com helps in providing an organisational structure</li>
<li>A Scarcity of Experts leads to Companies relying on Vendors (Specialists) to fulfil Positions</li>
</ul>
<h4><strong>Difference between Executive and Non – Execuitive Search Sourcing</strong></h4>
<ul>
<li>Networking helps in building trust for Senior Level openings with Executive search in contrast to Non – Executive search</li>
</ul>
<p>Well this brings the interesting and informative <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-linkedin-s-take-over-by-microsoft">discussion</a> to and end with lots of take a ways to help you meet your Talent Sourcing needs whether you are new to this concept or simply looking for more information about it. I trust you find the information useful and to your satisfaction.</p>
<p>If you’d like to learn more about it; then be sure to follow us <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> to gain real time updates to our upcoming events and activities.</p>WhatsApp Group Chat - Difference between Talent Acquisition and Recruitmenttag:recruitingblogs.com,2016-10-05:502551:BlogPost:19888172016-10-05T08:24:01.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p>There has been a long standing debate about Talent Acquisition and Recruitment and the relation between the two. Based on this development it’s obvious that we’d like to know more about it hence the question what is the difference between Talent Acquisition and Recruitment?</p>
<p>Luckily one of the members of the popular <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-what-are-the-tactics-recruiters-use-to-get-im">Wednesday’s discussion</a> addressed this very topic,…</p>
<p>There has been a long standing debate about Talent Acquisition and Recruitment and the relation between the two. Based on this development it’s obvious that we’d like to know more about it hence the question what is the difference between Talent Acquisition and Recruitment?</p>
<p>Luckily one of the members of the popular <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-what-are-the-tactics-recruiters-use-to-get-im">Wednesday’s discussion</a> addressed this very topic, “Difference between Talent Acquisition and Recruitment” upon the suggestion of Swarnim from the Pune <a href="http://sourcingadda.ning.com/blog/whats-app-group-chat-flexible-date-of-joining-doj-improves-candid">WhatsApp Group</a> <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a>. We received an out pour of responses and here’s what we discovered…</p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557599498?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557599498?profile=RESIZE_1024x1024" width="650" class="align-center"/></a>We’ll if you’ve read this far then I’m sure you’ve found what you’re looking for and are now looking for clarity about what you’ve read so far. Therefore we’ve decided to highlight the key take a ways of what was discussed. So here they are…</p>
<h4><strong>Commonalities</strong></h4>
<p>Talent Acquisition, Recruitment, Human Resource & Personnel Management share the commonality of simply being repackaging to match up to the current Global Business environment standard.</p>
<h4><strong>Difference between Talent Acquisition and Recruitment</strong></h4>
<h4><strong>Talent Acquisition</strong></h4>
<ol>
<li>Talent Acquisition means acquiring Talent</li>
<li>Talent acquisition is more strategic and aligned to businesses and an outside in approach</li>
<li>Talent Acquisition is more to do with domain and increased control</li>
<li>Talent Acquisition is recruiting to retain and be a brand ambassador for the company</li>
<li>Talent Acquisition is strategic planning, identifying, and sourcing at high level for futuristic hiring plans in collaboration with the Business.</li>
<li>Talent Acquisition is attracting, engaging and on - boarding the right talent for the right roles and the real Talent advisor.</li>
<li>Talent Acquisition is on - going strategy to find specialist, leader or future executive for the company.</li>
<li>Talent Acquisition is the umbrella with more focus on skill matrix such as preparing database analysis of the exact recruitment market.</li>
<li>Talent Acquisition is about effectively utilising Candidate and their skills to fill similar positions in future when required.</li>
<li>Talent Acquisition is a mix of Art and Science which is about measurement of the two.</li>
<li>Talent Acquisition is an on - going process which includes communication of value proposition, employer branding and on - going relationship with creating chains of Talent.</li>
</ol>
<h4><strong>Recruitment</strong></h4>
<ol>
<li>Recruitment is more of a transactional and operational with an inside out approach</li>
<li>Recruitment is gathering and shortlisting Candidate résumés and hiring for any position</li>
<li>Recruitment is a vital function which directly affects businesses</li>
<li>Recruitment is Sourcing to on - boarding</li>
<li>Recruitment is filling in short term requirements/vacancies speedily based on BU timelines</li>
<li>Recruitment is one function of Talent acquisition and is entirely a tactical event with more focus on the current scenario. </li>
<li>Recruitment is the Implementation of strategies of acquiring talent which is more linear in process.</li>
</ol>
<p>To some up Talent Acquisition, Recruitment, Human Resource & Personnel Management all different terms share the commonality of repackaging to meet the changes to the Global Business environment standard. Talent Acquisition means acquiring Talent and is more to do with a Business’ growth and is related to these aspects while Recruitment is one function / part of / a subset of Talent Acquisition as a whole.</p>
<p>If you’d like to be part of these discussions then be sure to follow us <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> to get real time updates to our upcoming event and activities. If you’ve got some points to add then do leave them in the comments section.</p>#TASCON16 - Mega Sourcing Premier League Challengetag:recruitingblogs.com,2016-09-28:502551:BlogPost:19882082016-09-28T06:04:10.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p>The previously held #SourcingContest had its grand finale at #TASCON15 with the conduction of the Mega Sourcing Contest. Similarly the Mega Sourcing Premier League Challenge was the grand finale to the two Sourcing Premier League Challenges (#SPL1 & #SPL2) that were conducted prior to #TASCON16.</p>
<p>Sourcing ADDA (<a href="https://twitter.com/sourcingadda/">@SourcingAdda</a>) as a Talent Acquisition and Sourcing Community have been proud hosts of…</p>
<p>The previously held #SourcingContest had its grand finale at #TASCON15 with the conduction of the Mega Sourcing Contest. Similarly the Mega Sourcing Premier League Challenge was the grand finale to the two Sourcing Premier League Challenges (#SPL1 & #SPL2) that were conducted prior to #TASCON16.</p>
<p>Sourcing ADDA (<a href="https://twitter.com/sourcingadda/">@SourcingAdda</a>) as a Talent Acquisition and Sourcing Community have been proud hosts of <a href="https://storify.com/kunjal23/tascon15">#TASCON15</a> & <a href="https://storify.com/SourcingAdda/topics-that-matter-in-tascon16">#TASCON16</a>, 12 Sourcing Contests (#SourcingContest, Apr’14 to Mar’15), the Mega Sourcing Contest, the <a href="http://sourcingpremierleague.in/">Sourcing Premier Leagues</a> (#SPL1 & #SPL2) and now with the Mega Sourcing Premier League Challenge success. </p>
<h4><strong>Sourcing Premier League</strong></h4>
<p>The Sourcing Premier Leagues (#SPL1 & #SPL2) which were hosted was a continuation to our previously held #SourcingContest with its grand finale being Mega Sourcing Contest live at #TASCON15. Similarly the Mega Sourcing Premier League Challenge was held live at #TASCON16.</p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1864677?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1864677?profile=RESIZE_1024x1024" class="align-center" width="650"/></a></p>
<h4><strong>Crack the code contest</strong></h4>
<p>The #SPL Challenge started on June 5, 2015 with a crack the code contest wherein the contestants had to send their responses to the email ID cracked as the 2<sup>nd</sup> part to the contest. And below are the details to the same.</p>
<h4><strong>Tagline</strong></h4>
<p>The Tagline read, “IPL is over…. To reveal what<sup>?</sup>s next Crack the Code…”</p>
<h4><strong>Cracking the Code</strong></h4>
<p>“USCORGNI, EPERIMR and EAUEGL” </p>
<h4><strong>Instructions</strong></h4>
<ol>
<li>Use the initials of the three words to complete the Email ID: ___@sourcingadda.com</li>
<li>Submit the code to the same Email ID</li>
<li>The first 10 submissions will get 5 Bonus Points in the #SPL Challenge to be held.</li>
</ol>
<p>The puzzler if solved correctly completed the Email ID (<a href="mailto:___@sourcingadda.com">___@sourcingadda.com</a>) to which the responses had to be sent. Upon cracking the code the contestants had to send their responses to that Email Id (<a href="mailto:spl@sourcingadda.com">spl@sourcingadda.com</a>). </p>
<p>The icing on the cake was the 5 Bonus points that the first 10 submissions received at the start of the #SPL making them ahead of the rest of their competitors. The participants that received these points were marked by an “*” against the names of the contestants and the company they represented. The contestants that received these bonus points were revealed at the end of each of the challenges #SPL 1 & #SPL2 on the Individual as well as the Company LeaderBoards. </p>
<h4><strong>SPL1 and SPL2</strong></h4>
<p>Prior to the start of #SPL we hosted 2 webinars on the skills required to boost success. #SPL 1 began in June 2015 and ended in September 2015. #SPL 2 began in Nov 2015 and ended in March 2016. Both #SPL1 and #SPL2 each had 3 identical levels with the same format.</p>
<p>Level 1 comprised of 50 questions (1 point each, total 50 points)</p>
<p>Level 2 comprised of 15 questions (5 points, total 75 points)</p>
<p>Level 3 comprises of a combination of 4 search questions (35 points) and 6 descriptive questions (65 points) hence 10 Questions (Total 100 Points)</p>
<p>There were 2 types of LeaderBoards for the participants to refer to and watch their progress.</p>
<p>One was an Individual LeaderBoard and the other was a Company LeaderBoard. We had two LeaderBoards so that the individuals could track their performance at an Individual level and even at a Company level. </p>
<p>The winners of the #SPL1 won an iPad 3 each and would not be taken into consideration if they win #SPL2 as well, in order to give others an opportunity to win. While the #SPL2 winners won an iPad 4 each. Each one of them gained entry into the Mega Sourcing Premier League Challenge.</p>
<h4><strong>Mega Sourcing Premier League Challenge</strong></h4>
<p>Sourcing Adda hosted two Sourcing Premier Leagues (#SPL1 & #SPL2). The SPL that began in July 2015 ended in March 2016. The 3 winners from each of the two Leagues participated in the Mega Sourcing Premier League Challenge which brings the total to 6 contestants. We even had two more addition to this challenge. These were the Surprise Entries called the Wild Card entries that were selected live at <a href="https://storify.com/SourcingAdda/topics-that-matter-in-tascon16">#TASCON16</a>.</p>
<p>Each of these contestants got the opportunity to compete with each other in the Mega Sourcing Premier League Challenge scheduled for April 2016 to win exciting prizes live at <a href="http://tascon.in/">#TASCON16</a>.</p>
<h4><strong>Contestant Lists</strong></h4>
<p>Chinmay Chavan was the host. Prior to the Challenge the contestants were nervous, anxious, scared & excited all at once. You’d know the feeling if you’ve had an opportunity to participate in one especially, for the two <strong>Wild Card</strong> entries i.e. <b>Tatyasaheb Kolage</b> (<a href="https://twitter.com/Tatya_Kolage">@<b>Tatya_Kolage</b></a>) & <b>Rakesh Suvare</b>. It all sounds overwhelming, doesn’t it? The same was the story of the Sourcing Premier League Challenge qualifiers we had from several companies such as…</p>
<table frame="void" style="width: 591px; border-color: #000000; border-width: 1px; height: 211px; border-style: solid;" cellspacing="0" border="1">
<tbody><tr><td style="border-color: #000000; border-style: solid; border-width: 1px;"><p><b>Name</b></p>
</td>
<td style="border-color: #000000; border-style: solid; border-width: 1px;"><p><b>SPL Winners</b></p>
</td>
<td style="border-color: #000000; border-style: solid; border-width: 1px;"><p><b>Company</b></p>
</td>
</tr>
<tr><td style="border-color: #000000; border-style: solid; border-width: 1px;"><p><b><a href="https://twitter.com/SourcingSpidey">Ritesh Madraswala</a></b></p>
</td>
<td style="border-color: #000000; border-style: solid; border-width: 1px;"><p>SPL1</p>
</td>
<td style="border-color: #000000; border-style: solid; border-width: 1px;"><p>Capgemini</p>
</td>
</tr>
<tr><td style="border-color: #000000; border-style: solid; border-width: 1px;"><p><b><a href="https://twitter.com/anjurai2">Anju Rai</a></b></p>
</td>
<td style="border-color: #000000; border-style: solid; border-width: 1px;"><p>SPL1</p>
</td>
<td style="border-color: #000000; border-style: solid; border-width: 1px;"><p>Capgemini</p>
</td>
</tr>
<tr><td style="border-color: #000000; border-style: solid; border-width: 1px;"><p><b><a href="https://twitter.com/AshishPeshave">Ashish Peshave</a></b></p>
</td>
<td style="border-color: #000000; border-style: solid; border-width: 1px;"><p>SPL1</p>
</td>
<td style="border-color: #000000; border-style: solid; border-width: 1px;"><p>ZS Associates</p>
</td>
</tr>
<tr><td style="border-color: #000000; border-style: solid; border-width: 1px;"><p><b><a href="https://twitter.com/roljobs">Roland Pavamani</a></b></p>
</td>
<td style="border-color: #000000; border-style: solid; border-width: 1px;"><p>SPL2</p>
</td>
<td style="border-color: #000000; border-style: solid; border-width: 1px;"><p>Capgemini</p>
</td>
</tr>
<tr><td style="border-color: #000000; border-style: solid; border-width: 1px;"><p><b><a href="https://twitter.com/aparnaagrawal11">Aparna Agrawal</a></b></p>
</td>
<td style="border-color: #000000; border-style: solid; border-width: 1px;"><p>SPL2</p>
</td>
<td style="border-color: #000000; border-style: solid; border-width: 1px;"><p>RolJobs</p>
</td>
</tr>
<tr><td style="border-color: #000000; border-style: solid; border-width: 1px;"><p><b><a href="https://twitter.com/KiranParatane">Kiran Paratane</a></b></p>
</td>
<td style="border-color: #000000; border-style: solid; border-width: 1px;"><p>SPL2</p>
</td>
<td style="border-color: #000000; border-style: solid; border-width: 1px;"><p>Helix Recruiting</p>
</td>
</tr>
<tr><td colspan="3" style="border-color: #000000; border-style: solid; border-width: 1px;"><p><b>Wild Card Entries <br/></b></p>
</td>
</tr>
<tr><td style="border-color: #000000; border-style: solid; border-width: 1px;"><p><b>Tatyasaheb Kolage</b></p>
</td>
<td style="border-color: #000000; border-style: solid; border-width: 1px;"><p>Mega SPL Challenge</p>
</td>
<td style="border-color: #000000; border-style: solid; border-width: 1px;"><p>Helix Recruiting</p>
</td>
</tr>
<tr><td style="border-color: #000000; border-style: solid; border-width: 1px;"><p><b>Rakesh Suvare</b></p>
</td>
<td style="border-color: #000000; border-style: solid; border-width: 1px;"><p>Mega SPL Challenge</p>
</td>
<td style="border-color: #000000; border-style: solid; border-width: 1px;"><p>Helix Recruiting</p>
</td>
</tr>
</tbody>
</table>
<h4><strong>Procedure</strong></h4>
<p>In this challenge the previous 3 winners of the two Sourcing Premier Leagues (#SPL1 & #SPL2) competed with each other and the wild card entry contestants to win the Mega Sourcing Premier League Challenge. The wild card entry contestants were picked from a pool of the previously held Sourcing Mega contest participants hosted by Chinmay Chavan (<a href="https://twitter.com/SourcingNinja">@SourcingNinja</a>).</p>
<h4><strong>Final Decision</strong></h4>
<p>At the end of the event the winners of the Sourcing Premier League were presented with trophies for two levels categorised into the <b>Individual LeaderBoard</b> and the <b>Company LeaderBoard</b>.</p>
<p>On the <b>Individual LeaderBoard</b> the #SPL1 winners were <a href="https://twitter.com/SourcingSpidey">Ritesh Madraswala</a> the Winner, <a href="https://twitter.com/anjurai2">Anju Rai</a> was the Second runner up and <a href="https://twitter.com/AshishPeshave">Ashish Peshave</a> was the Third runner up. Similarly for #SPL2 <a href="https://twitter.com/roljobs">Roland Pavamani</a> was the Winner, <a href="https://twitter.com/aparnaagrawal11">Aparna Agrawal</a> came in Second and <a href="https://twitter.com/KiranParatane">Kiran Paratane</a> came in Third.</p>
<p>On the <b>Company LeaderBoard</b> we had Helix Recruiting as the Second runner up, ZS Associates as the Third runner up and the winners were Capgemini for #SPL1. Along the same lines we had Helix Recruiting as the Second runner up, the Third runner up wasn’t present hence we proceeded to the winners for #SPL2 and once again it was Capgemini.</p>
<p>Unfortunately the Sourcing Premier League Challenge wasn’t solved as planned by the organisers due to the difficulty level in spite of the contestants putting in their very best efforts. The challenge wasn’t completed as expected hence the team decided to reward the first individual to solve the <b>2<sup>nd</sup></b> milestone correctly. Therefore <a href="https://twitter.com/SourcingSpidey">Ritesh Madraswala</a> was declared the winner and presented with a Trophy and a Digital Camera as a gift.</p>
<p>To those who were present, it’s safe to say that overall it was an amazing challenge where the participants put in their best efforts and was enjoyed by all participants including the host. The competitors displayed great sportsmanship and were not defeated just yet. The attendees enjoyed #TASCON16 and were eagerly waiting for their next challenge and #TASCON17 to add to their knowledge. Overall it was a grand success, if you’d like to get updates to our upcoming events and activities it is absolutely essential that you follow us <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> right now!</p>
<p> </p>WhatsApp Group Chat - What's lacking in a Recruitment Consultants work and how to fix it?tag:recruitingblogs.com,2016-09-20:502551:BlogPost:19870662016-09-20T11:30:00.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557600790?profile=original" target="_self"><img class="align-left" src="http://storage.ning.com/topology/rest/1.0/file/get/1557600790?profile=RESIZE_320x320" width="300"></img></a> The Talent Acquisition Industry is constantly evolving so what does that mean for us as fellow Talent Acquisitionist’s? It means we too need to adapt to the changes. Put simply it’s time to stop and find out what aspects need a change for Talent Acquisitionists like your-selves to achieve success. </p>
<p>After having said that the popular discussion topic was suggested by…</p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557600790?profile=original" target="_self"><img width="300" src="http://storage.ning.com/topology/rest/1.0/file/get/1557600790?profile=RESIZE_320x320" width="300" class="align-left"/></a>The Talent Acquisition Industry is constantly evolving so what does that mean for us as fellow Talent Acquisitionist’s? It means we too need to adapt to the changes. Put simply it’s time to stop and find out what aspects need a change for Talent Acquisitionists like your-selves to achieve success. </p>
<p>After having said that the popular discussion topic was suggested by Srikrishnan from the Bangalore Group that focussed on, “what's lacking in a Recruitment Consultants work and how to fix it?” and here’s what we uncovered…</p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557600939?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557600939?profile=RESIZE_1024x1024" width="650" class="align-center"/></a></p>
<p></p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557604578?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557604578?profile=RESIZE_1024x1024" width="650" class="align-center"/></a></p>
<p></p>
<p>In the <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-how-hrs-can-influence-business-decision-makin">discussion</a> above we’ve covered three important aspects that matter namely, Recruiters, Team Leads and Candidates perspectives. Within the aspects spoken about we also find the pros and cons listed out of Recruiters, Team Leads and Candidates. We’ve even got solutions and suggested improvements for the parties in question. The Cons can be considered as improvements for those of us who are determined to excel at the profession of choice.</p>
<p>As <a href="http://sourcingadda.ning.com/blog/top-tweets-of-tascon16-a-unique-conference-designed-by-recruiters">Talent Acquisitionists</a> let’s not compartmentalise roles due to its nature but in fact let’s evaluate the way we as well do things. Once we focus on being a success you open doors to other opportunities with a simple mundane task of developing a learning attitude. So while we’re going through the discussion on Consultant Recruiters let’s evaluate ourselves in the process and be better than we already are. Therefore here are the key pointers that we need to focus on… </p>
<h4><strong>Recruiters Perspective</strong></h4>
<h4><strong>Pros</strong></h4>
<ul>
<li>An interview scheduled</li>
<li>Requirement / Role understanding and detailed screening is the key to the role of a Recruiter</li>
<li>They are career makers and search specialists</li>
<li>Recruiters approach to Candidates has to change to a long term relationships driven one</li>
</ul>
<h4><strong>Cons</strong></h4>
<ul>
<li>Conveying inaccurate information about the job profile to get Candidates to interview</li>
<li>Lack of Employee satisfaction</li>
<li>Limited exposure to a variety of perspectives</li>
<li>Only matching the skills for any profile</li>
<li>Consultant should be treated like an employee at an MNC</li>
<li>Lack good facilities and not limit their work to making calls</li>
<li>JDs and CTC not well defined </li>
<li>Sitting on CV's without feedback even after follow ups</li>
<li>Sudden freezing of positions and urgency without any proper communication</li>
<li>Unclear communication and lack of confidence</li>
<li>Over - commitment and delay in closing Candidates</li>
<li>Improper Position Management</li>
<li>Lack the understanding of the Corporate Recruiter’s pain area in closing critical requirements </li>
</ul>
<h4><strong>Team Leads</strong></h4>
<h4><strong>Pros & Cons</strong></h4>
<ul>
<li>Every team lead should set the expectation in terms of perfect profiles</li>
<li>What matters are not how many profiles you search but how many suitable profiles you Sourced</li>
</ul>
<h4><strong>Solutions or Improvements</strong></h4>
<ul>
<li>Partnering with client and customers to gain clarity in creating relevant JDs</li>
<li>Prioritise requirements with the client</li>
<li>Be proactive and proactively find out more information about the role vacancy</li>
<li>Avoid over commitments to clients</li>
<li>Don’t remain only focussed on Targets and Numbers</li>
<li>Inculcate skills of empathy and consulting before dealing with Candidates</li>
<li>Recruiters need to understand both sides of the coin</li>
<li>Establish a direct relationship with the Corporate Recruiter and Recruitment Consultant</li>
<li>Corporate Recruiter to understand the requirement themselves before communicating to vendors</li>
<li>Understand the revenue impact/billing rates and your organisations charter</li>
<li>Corporate HRs should avoid setting expectations in terms of sourced profile but in terms of right profiles.</li>
<li>Both types of Recruiters i.e. Corporate or Consultant should have the common understanding that both will benefit only if the Candidate joins.</li>
<li>Recruiter’s should have strong convincing skills, be able to articulate well about the job and the organisation they represent.</li>
<li>Understand a Candidates right career path by understanding their current roles, responsibilities and future growth.</li>
</ul>
<h4><strong>Candidate Perspective</strong></h4>
<h4><strong>Pros</strong></h4>
<ul>
<li>Interviewing for the desired role</li>
</ul>
<h4><strong>Cons</strong></h4>
<ul>
<li>Candidates not being truthful and immature</li>
<li>Bad experience for the Interviewee</li>
<li>Only to realise it’s the opposite role they are interviewing</li>
<li>Lacking integrity when we speak of companies, Recruiters and Candidates</li>
</ul>
<p>Now that we’re clear on the aspects that need to be improved let’s implement them as Consultants to make us better Recruiters. And if you’re a Recruiter then you’ve also been a candidate at some point so let’s make the improvements we need to be better at what we do and grow in the process. After all this is the reason for us to have such informative <a href="http://sourcingadda.ning.com/blog/whats-app-group-chat-how-to-adjust-your-recruitment-strategy-to-r">discussions </a>with Thought Leaders in the <a href="http://sourcingadda.ning.com/blog/a-unique-conference-designed-by-recruiters-for-recruiters-tascon1">Talent Acquisition </a>Sphere so that we can enlighten ourselves.</p>
<p>If you’re not part of these <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-hrs-recruiters-from-small-companies-aren-t-hi">discussions</a> then it’s time you did so follow us <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> and Tweet us if you’d like to be a part of these discussions.</p>Top Tweets of the #SourcingChat - Challenges for Recruiters in the Technology Agetag:recruitingblogs.com,2016-09-16:502551:BlogPost:19868432016-09-16T13:30:00.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557604269?profile=original" target="_self"><img class="align-left" src="http://storage.ning.com/topology/rest/1.0/file/get/1557604269?profile=RESIZE_320x320" width="300"></img></a></p>
<p>There are several Industries with challenges and the Talent acquisition Industry is no exception. When it comes to the growth of a business it is absolutely essential to have Talents that have the desired calibre. And that begins from the Talent Acquisition department.</p>
<p>We’re all familiar with the challenges that we face as Talent Acquisitionist’s but let’s find…</p>
<p><a href="http://storage.ning.com/topology/rest/1.0/file/get/1557604269?profile=original" target="_self"><img width="300" src="http://storage.ning.com/topology/rest/1.0/file/get/1557604269?profile=RESIZE_320x320" width="300" class="align-left"/></a></p>
<p>There are several Industries with challenges and the Talent acquisition Industry is no exception. When it comes to the growth of a business it is absolutely essential to have Talents that have the desired calibre. And that begins from the Talent Acquisition department.</p>
<p>We’re all familiar with the challenges that we face as Talent Acquisitionist’s but let’s find out if there are some that we’ve not come across as yet. Therefore our popular <a href="http://sourcingadda.ning.com/blog/top-tweets-of-the-sourcingchat-best-tools-techniques-used-in-recr">#SourcingChat</a> topic was on, “Challenges for Recruiters in the Technology Age.” To catch up with the discussion you can view the <a href="https://storify.com/SourcingAdda/challenges-for-recruiters-in-the-technology-age">#Storify</a> as we’ll be covering only the Top Tweets of the <a href="http://sourcingadda.ning.com/blog/top-tweets-of-the-sourcingchat-best-tools-techniques-used-in-recr">#SourcingChat</a>.</p>
<ul>
<li><a href="https://twitter.com/SourcingAdda" target="_blank">Sourcing Adda</a><a href="https://twitter.com/SourcingAdda" target="_blank">@SourcingAdda</a></li>
</ul>
<p> Q.1 What key changes are driving online sourcing & recruiting in the technology age?</p>
<p> <a href="https://twitter.com/#%21/search?q=%23SourcingChat" target="_blank" title="#SourcingChat">#SourcingChat</a></p>
<ul>
<li><a href="https://twitter.com/pipalwa" target="_blank">Manish Pipalwa</a><a href="https://twitter.com/pipalwa" target="_blank">@pipalwa</a></li>
</ul>
<p> A1. <a href="https://twitter.com/#%21/search?q=%23Business" target="_blank" title="#Business">#Business</a>.Dynamics are Changing- So do <a href="https://twitter.com/#%21/search?q=%23HR" target="_blank" title="#HR">#HR</a> Function. <a href="https://twitter.com/#%21/search?q=%23Technology" target="_blank" title="#Technology">#Technology</a> will make</p>
<p> it <a href="https://twitter.com/#%21/search?q=%23Competitive" target="_blank" title="#Competitive">#Competitive</a> <a href="https://twitter.com/#%21/search?q=%23sourcingchat" target="_blank" title="#sourcingchat">#sourcingchat</a> <a href="https://t.co/qvUt6SMDnZ" target="_blank" title="http://twitter.com/pipalwa/status/760787323042820096/photo/1">pic.twitter.com/qvUt6SMDnZ</a></p>
<ul>
<li><a href="https://twitter.com/ThiruHR" target="_blank">Thirukumaran R</a><a href="https://twitter.com/SourcingAdda" target="_blank">@ThiruHR</a></li>
</ul>
<p><a href="https://twitter.com/SourcingAdda" target="_blank"> @SourcingAdda</a> A1: ATS, Social media channels,<a href="https://twitter.com/#%21/search?q=%23Bots" target="_blank" title="#Bots">#Bots</a> in Sourcing <a href="https://twitter.com/#%21/search?q=%23Analytics" target="_blank" title="#Analytics">#Analytics</a> in Hiring</p>
<p> are driving online sourcing <a href="https://twitter.com/#%21/search?q=%23futureofwork" target="_blank" title="#futureofwork">#futureofwork</a> <a href="https://twitter.com/#%21/search?q=%23sourcingchat" target="_blank" title="#sourcingchat">#sourcingchat</a></p>
<ul>
<li><a href="https://twitter.com/SourcingAdda" target="_blank">Sourcing Adda</a><a href="https://twitter.com/SourcingAdda" target="_blank">@SourcingAdda</a></li>
</ul>
<p> Q.2 How can technology enhance or improve your existing system? <a href="https://twitter.com/#%21/search?q=%23SourcingChat" target="_blank" title="#SourcingChat">#SourcingChat</a></p>
<ul>
<li><a href="https://twitter.com/PoulomiBhaduri1" target="_blank">Poulomi Bhaduri</a><a href="https://twitter.com/PoulomiBhaduri1" target="_blank">@PoulomiBhaduri1</a></li>
</ul>
<p> A2. Data organization, analysis, management can be done in much effective way with d help</p>
<p> of tech <a href="https://twitter.com/#%21/search?q=%23sourcingchat" target="_blank" title="#sourcingchat">#sourcingchat</a></p>
<ul>
<li><a href="https://twitter.com/FastCollab" target="_blank">FastCollab</a><a href="https://twitter.com/FastCollab" target="_blank">@FastCollab</a></li>
</ul>
<p> A2: An online ATS can empower recruiters in better track of hiring process <a href="https://twitter.com/#%21/search?q=%23SourcingChat" target="_blank" title="#SourcingChat">#SourcingChat</a></p>
<ul>
<li><a href="https://twitter.com/SourcingAdda" target="_blank">Sourcing Adda</a><a href="https://twitter.com/SourcingAdda" target="_blank">@SourcingAdda</a></li>
</ul>
<p> Q.3 How companies are preparing for smart technologies? <a href="https://twitter.com/#%21/search?q=%23SourcingChat" target="_blank" title="#SourcingChat">#SourcingChat</a></p>
<ul>
<li><a href="https://twitter.com/MuktaPatil4" target="_blank">Mukta Patil</a><a href="https://twitter.com/MuktaPatil4" target="_blank">@MuktaPatil4</a></li>
</ul>
<p> A3 companies need to train employees and adopt new process to prepare <a href="https://twitter.com/#%21/search?q=%23SourcingChat" target="_blank" title="#SourcingChat">#SourcingChat</a></p>
<ul>
<li><a href="https://twitter.com/soniyasharmahr" target="_blank">Soniya Sharma</a><a href="https://twitter.com/soniyasharmahr" target="_blank">@soniyasharmahr</a></li>
</ul>
<p><a href="https://twitter.com/SourcingAdda" target="_blank"> @SourcingAdda</a> A3 Companies have to organize Tech learning and development programs,</p>
<p> need 2 participate in webinars,conference <a href="https://twitter.com/#%21/search?q=%23SourcingChat" target="_blank" title="#SourcingChat">#SourcingChat</a></p>
<ul>
<li><a href="https://twitter.com/SourcingAdda" target="_blank">Sourcing Adda</a><a href="https://twitter.com/SourcingAdda" target="_blank">@SourcingAdda</a></li>
</ul>
<p> Q.4 Has technology improved the candidate experience? <a href="https://twitter.com/#%21/search?q=%23SourcingChat" target="_blank" title="#SourcingChat">#SourcingChat</a></p>
<ul>
<li><a href="https://twitter.com/ThiruHR" target="_blank">Thirukumaran R</a><a href="https://twitter.com/ThiruHR" target="_blank">@ThiruHR</a></li>
</ul>
<p><a href="https://twitter.com/SourcingAdda" target="_blank"> @SourcingAdda</a> A4:Get an <a href="https://twitter.com/#%21/search?q=%23app" target="_blank" title="#app">#app</a>, let candidates to rate the experience&that will raise a</p>
<p> red/green flag on <a href="https://twitter.com/#%21/search?q=%23candidateexperience" target="_blank" title="#candidateexperience">#candidateexperience</a> <a href="https://twitter.com/#%21/search?q=%23SourcingChat" target="_blank" title="#SourcingChat">#SourcingChat</a></p>
<ul>
<li><a href="https://twitter.com/vaibhavr84" target="_blank">Vaibhav R</a><a href="https://twitter.com/vaibhavr84" target="_blank">@vaibhavr84</a></li>
</ul>
<p><a href="https://twitter.com/SourcingAdda" target="_blank"> @SourcingAdda</a> <a href="https://twitter.com/#%21/search?q=%23SourcingChat" target="_blank" title="#SourcingChat">#SourcingChat</a> A.4 Candidate experience so far has not improved since we</p>
<p> do not even send an apology email to rejected once.</p>
<ul>
<li><a href="https://twitter.com/Oyster_Connect" target="_blank">OysterConnect.com</a><a href="https://twitter.com/Oyster_Connect" target="_blank">@Oyster_Connect</a></li>
</ul>
<p> A4) Candidate can get feedback through mails and can also track the status of the application</p>
<p> for job through portals <a href="https://twitter.com/#%21/search?q=%23SourcingChat" target="_blank" title="#SourcingChat">#SourcingChat</a></p>
<ul>
<li><a href="https://twitter.com/SourcingAdda" target="_blank">Sourcing Adda</a><a href="https://twitter.com/SourcingAdda" target="_blank">@SourcingAdda</a></li>
</ul>
<p> Q.5 Which generation are you a part of (Traditionalist, Generation X, Generation Y..?</p>
<p> <a href="https://twitter.com/#%21/search?q=%23SourcingChat" target="_blank" title="#SourcingChat">#SourcingChat</a></p>
<ul>
<li><a href="https://twitter.com/amitpatelHR" target="_blank">Amit Patel</a><a href="https://twitter.com/amitpatelHR" target="_blank">@amitpatelHR</a> </li>
</ul>
<p><a href="https://twitter.com/SourcingAdda" target="_blank"> @SourcingAdda</a> technology will always a time saver which is really crucial part of any</p>
<p> recruitment. it is faster, easy to use <a href="https://twitter.com/#%21/search?q=%23SourcingChat" target="_blank" title="#SourcingChat">#SourcingChat</a></p>
<ul>
<li><a href="https://twitter.com/SaifuRizvi" target="_blank">Md Saifullah Rizvi</a><a href="https://twitter.com/SaifuRizvi" target="_blank">@SaifuRizvi</a></li>
</ul>
<p><a href="https://twitter.com/SourcingAdda" target="_blank"> @SourcingAdda</a> A5. Best is to become blend of all 3. Pick best practices from every</p>
<p> generation and practice!! <a href="https://twitter.com/#%21/search?q=%23SourcingChat" target="_blank" title="#SourcingChat">#SourcingChat</a></p>
<p>Well there you have it the Top Tweets of the <a href="http://sourcingadda.ning.com/blog/top-tweets-of-the-sourcingchat-best-practices-in-gender-diversity">#SourcingChat</a> that was held. To know more view the <a href="https://storify.com/SourcingAdda/challenges-for-recruiters-in-the-technology-age">#Storify</a>.</p>
<p>In the meantime be sure to follow us at <a href="https://twitter.com/sourcingadda/">@SourcingAdda</a> to receive real time updates to our upcoming events and activities. Don’t go just yet; do leave us your views in our comments section as we’re looking forward to them.</p>WhatsApp Group Chat - Operational report maintained for mid - managerial Hiring or Talent Acquisition function?tag:recruitingblogs.com,2016-09-13:502551:BlogPost:19857162016-09-13T12:06:51.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p>A Talent Acquisition professional usually maintains an operational report as a Talent Acquisition function for different types of hires one such being mid-managerial hires. Ever wondered what your fellow Talent Acquisitionist follow for their Operational report?</p>
<p>Well if you haven’t then it’s probably time you did, so if you’re lost in thinking about this topic then let’s give you a head start. For our popular…</p>
<p>A Talent Acquisition professional usually maintains an operational report as a Talent Acquisition function for different types of hires one such being mid-managerial hires. Ever wondered what your fellow Talent Acquisitionist follow for their Operational report?</p>
<p>Well if you haven’t then it’s probably time you did, so if you’re lost in thinking about this topic then let’s give you a head start. For our popular <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-hrs-recruiters-from-small-companies-aren-t-hi">Wednesday discussions</a> we had the topic, “What kind of operational report do you maintain for mid-managerial Hiring or Talent Acquisition function?” as suggested by our Kolkata Group member Raj Krishnan. And here’s what we uncovered…<a href="http://storage.ning.com/topology/rest/1.0/file/get/1557603978?profile=original" target="_self"><img width="650" src="http://storage.ning.com/topology/rest/1.0/file/get/1557603978?profile=RESIZE_1024x1024" width="650" class="align-center"/></a></p>
<p>If you’ve been curious about how other organisations manage their mid – managerial hires and the type of records they keep then look no further. As you’ll find out in a jiffy with our key take a ways, and I’m sure some of your queries will be answered soon enough. So here they are…</p>
<h4><strong>Procedure, Evaluation and the Type of records maintained</strong></h4>
<ul>
<li>Candidate Funnel Data</li>
<li>An excel sheet was developed with the assistance of a developer which can act as an aggregator in our Sourcing and Management efforts.</li>
<li>Records of CVs Sourced with their latest status</li>
<li>Use and present this same data in a pivot format to understand the exact number at the end</li>
<li>An Excel sheet with all the details that are required by the organisation and user are stored for future analysis</li>
<li>Correct data is the bible of the Talent Acquisition function and analysis of data is the key to its success</li>
</ul>
<h4><strong>Advantages of Excel</strong></h4>
<ul>
<li>The advantage of Excel is its quickly editable, easy access and user friendly interface</li>
<li>Generate reports via third party / ATS system; one can get the desired report with any factors regarding recruitment, in different forms of slice and pivot.</li>
<li>Customisation being the key factor</li>
<li>A Date segregation tool</li>
<li>Manage very huge number of data in one excel</li>
<li>Create a recruitment planning report also till exit with the whole lifecycle of employees recorded</li>
<li>Prepare detailed analysis on any challenges faced while filling a Position.</li>
<li>Detailed reports, vlookup, pivot tables are to be analysed and process at operation / audit level.</li>
</ul>
<h4><strong>Disadvantages of Excel</strong></h4>
<ul>
<li>Subjected to crash</li>
</ul>
<p>From the discussion above we can conclude that the advantages out - weigh the disadvantages. But excel is quite a handy software to have easy access to especially for tracking the lifecycle of either a Talent Acquisitionist or even for Talent progress tracking before the candidate comes on board. Who knew how much easier simple software like Excel can make us so efficient where maintaining data is concerned.</p>
<p>So if you’d like to be part of such discussions then be sure to follow us <a href="https://twitter.com/sourcingadda/">@SourcingADDA</a> to gain real time updates to our upcoming events and activities. In the meantime we’d like to hear your inputs as well so leave your views in the comments section.</p>WhatsApp Group Chat - How can Recruiters be sure if Candidates are genuinely on bench?tag:recruitingblogs.com,2016-08-31:502551:BlogPost:19837002016-08-31T11:44:13.000ZSourcing Addahttps://recruitingblogs.com/profile/SourcingAdda
<p>In the Talent Acquisition profession that most of us as Talent Acquisitionist are passionate about we’ve certainly come across all types of Applicants. Be it Candidates serving a notice period, fresher’s applying for employments, candidates employed as interns, job seekers and the topic of discussion candidates on bench. All of these have one thing in common and that is there’re all Interviewees seeking better opportunities to advance in their career. </p>
<p>But the question that’s on…</p>
<p>In the Talent Acquisition profession that most of us as Talent Acquisitionist are passionate about we’ve certainly come across all types of Applicants. Be it Candidates serving a notice period, fresher’s applying for employments, candidates employed as interns, job seekers and the topic of discussion candidates on bench. All of these have one thing in common and that is there’re all Interviewees seeking better opportunities to advance in their career. </p>
<p>But the question that’s on everyone’s mind is how do you identify the genuine ones from the bluffing candidates? As a result; upon the request of our Bangalore group member Sheetal we’ve conducted our popular <a href="http://sourcingadda.ning.com/blog/whatsapp-group-chat-hrs-recruiters-from-small-companies-aren-t-hi">Wednesday’s discussion</a> on, “How can Recruiters or Individuals be sure that Candidates are genuinely on the bench?” And here’s what we’ve discovered…</p>
<p><a target="_self" href="http://storage.ning.com/topology/rest/1.0/file/get/1557604529?profile=original"><img width="650" class="align-center" src="http://storage.ning.com/topology/rest/1.0/file/get/1557604529?profile=RESIZE_1024x1024" width="650"/></a>Well from the discussion above we can confidently conclude that there are several solutions to deal with Candidates that are genuinely on bench. And here are the key take away pointers that we’ve come across…</p>
<ol>
<li>Speak to multiple candidates in the same project</li>
<li>Ask question about the project in detail</li>
<li>Cross question on notice period</li>
<li>Verify by calling resources from the same project to be 100% sure</li>
<li>Arranging a F2F round and Skype discussions on Weekdays to verify</li>
<li>Verify by connections in HR</li>
<li>Ask the Candidate to submit the offer letter wherein the available notice period is clearly mentioned</li>
<li>Keep the communication strong and open</li>
</ol>
<p>There you have it all the solutions that can ensure that Candidates are genuinely on bench. Now doesn’t this make the process easier and speed up the hiring process? So now you too and find the answer to your query, if you’re in the same scenario.</p>
<p>In the meantime be sure to leave your views in the comments section as we’re looking forward to them and follow us <a href="mailto:%20@SourcingAdda">@SourcingAdda</a> to gain real time insights on our upcoming events and activities.</p>