Human Resource Management

SCHOOL OF ECONOMICS CASE STUDY ON RECRUITMENT

SUBMITTED TO:

SUBMITTED BY:

MOHD. WASIM KHAN

DEEPTI RAIKWAR EKTA NAMDEV GAGANDEEP S KALSI GARIMA JAIN GOPAL VIRHE

Synergy technologies is a growing organization in the booming industry of outsourcing. Having established itself as a reputed all center within a span of just five years, synergy plans to diversify into other domains of Business process outsourcing (BPO). In order to plan for the future manpower requirements of the company, the HR manager, Aditi Arora, conducted a human resource planning exercise that helped her compare the existing manpower resources vis-a-vis the resources needed for diversification. After studying the existing resources and the future needs. Arora determined that Synergy must recruit over six hundred employees across various departments in the organization for the next operational year.

Arora studied the pros and cons of using various sources of recruitment. Since manpower requirement was mostly at the entry level of the organizational structure (customer care executives). Arora felt that it would be better if synergy hired an external recruitment agency. So that the initial screening of candidates would be done by the agent. This in turn, would save valuable time of the company's HR department. Even though the top management was skeptical about the effectiveness of a recruitment drive using an agency, it finally consented. After a thorough study of a number of recruiting agencies, Arora decided to offer the project to people Consulting services Ltd (people consulting). people consulting was a reputed recruiting agency that specialized in serving the BPO units.

People Consulting had its own large database, from which it selected a few candidates. It also placed an advertisement in a repute daily, which attracted a good number of applicants. people consulting conducted a written test for all the candidates and short-listed the top few candidates for the opening at Synergy, The written test was aimed at assessing the technical competence of the applicants. The candidates who passed this were asked to attend another round of interview conducted by Synergy. Arora herself was present on the interview panel. While the interviews went on, it dawned upon Arora as to how much of her time and efforts were saved because of People Consultng. She could see the amount of work put in by People Consulting in short listing suitable candidates for the positions, as she found that most of the candidates were suitable for the job. This was unlike the traditional method of selection, Wherein she had to spend a lot of time browsing through the resumes of thousands of people to shortlist the desired candidates. In contrast, She now has to select from only a limited number of candidates for the position of call center executives

However, While selecting employees for the manager's position. Arora found that the candidates did not possess the right job competencies. She felt that the basis on which People Consulting selected those candidates did not suit match the culture at Synergy. They seemed to be a misfit in the organization in terms of their technical skills and their values. Their managerial skills also did not match the standards expected by synergy. Arora therefore, in the recruitment head of people consulting, and modified the contract, stating that recruiting agency could hence worth focus only on call center executive. She then sought alternative sources of recruitment for candidates for the managerial cadre at synergy.

By the end of the financial year, Arora successfully recruited all the required resources for its new unit. After a while, the top management was also convinced that the recruitment and selection procedures drafted by Arora were appropriate and effective. Synergy continued its association with people consulting on a long-term basis.

SUMMARY 

Synergy is a growing orgenisation in the booming industry of outsourcing. Synergy plans to diversify into other domains of B.P.O. for which the HR manager, Aditi Arora, determined that synergy must recruit over 600 employees. Arora studied the pros and cons of using various sources of recruitment. Since manpower requirement was mostly at the entry level of the organizational structure (customer care executives). Arora felt that it would be better if synergy hired an external recruitment agency(PEOPLE CONSULTING). So that the initial screening of candidates would be done by the agent. This in turn, would save valuable time of the company's HR department. People Consulting selected a few candidates. People consulting conducted a written test for all the candidates and short-listed the top few candidates for the opening at Synergy, The candidates who passed this were asked to attend another round of interview conducted by Synergy.

Arora herself was present on the interview panel. While selecting employees for the manager's position. Arora found that the candidates did not possess the right job competencies. She felt that the basis on which People Consulting selected those candidates did not suit match the culture at Synergy. They seemed to be a misfit in the organization in terms. People consulting, agency could hence worth focus only on call center executive. She then sought alternative sources of recruitment for candidates for the managerial cadre at synergy. Arora successfully recruited all the required resources for its new unit.

SWOT ANALYSIS 

STRENGTH-

1. 2.

BPO is an emerging sectors. Huge difference between demand and supplyRecruitment of man power was easy.

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WEAKNESS-

1. 2.

Scarcity of talented people. Recruitment for candidates was time and money consuming.



OPPORTUNITY-

1. 2.

Bright future growth prospects. Diversification of company from BPO to KPO (knowledge processing outsourcing)

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THREAT-

1. 2.

Highly competitive sector Rules and regulation of W.T.O regarding free flow of skilled worker

QUESTIONS 2. Though the topmanagement was initially apprehensive about the effectiveness of hiring an external agency to support its recruitment activity, it was later convinced about the various benefits it accured to synergy. Decline the advantages of an external recruitment agency to organizations like synergy Technologies. ANS:- benefits of External recruitment agencies to the organisation Specialized in recruitment business:- the external recruitment agencies are specialized in recruitment and selection. They often specialize in recruitment for specific sectors (e.g., finance, travel, secretarial, BPO). They usually provide a shortlist of candidates based on the people registered with the agency. They also supply temporary or interim employees. Specialist skill:-The main advantages with using an agency are the specialist skills they bring and the speed with which they normally provide candidates. They also reduce the administrative burden of recruitment. .

Reduce time to hire:- the external recruitment agency reduces time to hire the desired manpower for an organization. It also save the valuable time of the organization. Cost saving:- the external recruitment agency reduces the cost of hiring the manpower. It saves the cost of recruitment. It also reduces management and overhead cost of an organization. Better quality services:- They provide highly efficient, effective and quality service throughout the recruitment process Focus on core activities:- the external recruitment agency focuses on the core activities. They focus on activities suggested by the organization like Synergy Technologies which gives the order for hiring manpower for the post of customer care executive to the People Consulting Services Ltd. Improve the quality of hire:- the external recruitment agency improves the quality of hire because they are specialized in hiring the people for a particular field such as the people Consulting Services Ltd that specialized in serving the BPO units.

2- People consulting could not provide candidate with the right competencies for managerial positions at synergy. Discuss the probable factors for the failure of people consulting in this case. Also suggest a better source of recruiting candidates for managerial cadres. Ans2- The probable factors can be 1. Other people consulting lacked experience in selecting candidates for managerial position, because managerial position is high skilled position 2. Each company expects a prospective manager to fit in the company’s working because each company’s work and work culture are difficult

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