Staffing In Tpt
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STAFFING in TPT Presented by Rishikesh Shinde
Staffing Life Cycle (SLC) • • • • • • • • • • • •
Vacancy Alert – From HQ Requirement Alert – To Consultants Resume Screening / Shortlistings Communication – To Consultants (for shortlistings) 1st Communication To Profile – Interview Slots Communicated To The Prospective Profile Communication For 1st Technical Review – To Internal Interviewers For The Interview Slots / Resume / Contact Details / Preliminary HR Intel (If Any) HR – Interview - (Behavioral / Stability / Pervious Company Info / Compensation Negotiation / Job Description / Career Opportunity / Sharing TPT – Info. etc) 2nd Communication To Profile – Interview Slots Communicated For 2nd Technical Review Communication For 2nd Technical Review – To Interviewer For Interview Slots / Expected Compensation Of The Profile / Stability Factor etc Hire Decision Communication To Profile – Issuance Of Offer Letter / Negotiating Joining Dates / Handling Primary Joining Difficulties (Notice Pay / Relocation / Legal Help / Initial Accommodation) Profile Becomes Employee – Resolve All Secondary’s (Getting Him Acquainted With The Team / Organization / Various Functions) Helping In General Daily Activities Till The Profile Settles In The Organization)
Staffing Statistics - I Process Received RESUME
REVIEWS
OFFERING PROCESS WAIT PERIOD Time Taken Screening to Offer Total Time Taken To Complete Staffing Cycle
Resume Time Taken Funnel 80 4.0 hrs to go through all 80 resumes @ 4 mins each
Screened
10
0.66 hrs to communicate - Consultants @ 4 mins each
Communication to Profile 1st Technical Review HR Interview 2nd Technical Review
10 10 4 1
0.83 hrs - 2.5Hrs @ 5 mins - 15 mins each 7.5 hrs to review 10 profiles @ 45 mins each 2.0 hrs to conduct HR @ 30 mins each 1.0 hrs to 2.0 hrs 12.0 hrs for Karan Renjen to react (usually its evening time in India when offer approval is sent) Immediately on reciept of approval from Karan Renjen 30 days - 45 days
Approval Communcation to Candidate Candidate Joining Time
1 1
31.9 hrs / 1.59 days 31.59 days - 46.59 days
Contd…
Staffing Statistics - II Non-Engg Tech-Support Client Care Sales (Analyst) Deliver Services (Buss. Analyst)
Staffing Issues Reason Nil Nil Nil -
Engineering
Staffing Issues Reasons Core Java Difficult (collections) Profiles are getting Average converted to .Net
Java Delphi
Difficult
Domain Specific
Staffing Statistics - III Open Positions
#
Total
Open
Expected
Java *
7
0
7
Delphi ^^
2
0
2
BA **
2
0
2
Pre-Sales
1
0
1
Tech Support
0
0
0
Dev QA
1
0
1
QA (IS)
1
0
1
TOTAL
14
0
14
INDIA TPT
Dec Nov
Nov Oct
Oct Sep
Sep Aug
Aug Jul Jun May
May Apr
Mar
Feb
Feb Jan
Values
Dec
Jul
Jun
Apr Mar
Jan
Peak
Staffing Statistics - IV Performance Appraisal Cycle
TPT – Strength’s • • • • • • •
Freedom of work Good work culture Recognition for good work Learning Flexibility of timings Challenges and responsibilities Job Security Etc…
TPT – Weakness’s • • • • • • •
Less Brand Awareness in Indian Software Market Less personal or career development opportunities Tough Interview Process Higher dependency on 2nd level interview panel (Engg) Absence of buffer resources (bench) No inclination to get fresh talent from colleges and/or premier institutes and train them over our domain. Less market intelligence over trends in Indian software industry (staffing) Etc…
Concern Area’s – Solution’s •
Indian Technology Market (ITM) vis-à-vis Compensation Mercer Consulting has communicated that South – APAC s/w industries have hiked compensation’s by 15% in April – 06’ and is expected to grow even further in April – 07’. Profiles are aware of their value and thus we see a surge in compensation, with players wanting to retain & attract talent by paying a premium. Talent management is the buzz word. Solution: We should benchmark our compensation and Study trends that affect a profile to take a decision. The idea is to be there in the ITM space and let our presence known.
•
TPT Branding in ITM There is a need of reaching out to a prospective profile. At present we handle it internally by interacting with the would-be-offered profiles (but they are few). Solution: We should scheduled media releases that target Core Java / IT segment in India We need to communicated our expectations to prospective profiles & The ITM using media (online & offline).
•
No Planned Recruitment Activity Vacancy Alerts are instantaneous and unplanned from a recruitment perspective. I am ideally asked to fill in a position as soon as it opens. Solution: Forecasting about future requirements are necessary to chalk out a detailed recruitment plan.
Contd…
Concern Area’s – Solution’s •
Selection Criterion We have had constant influx of information which states that our interview process are tougher to clear. At times profiles from IIT & REC’s (India's leading premier technical institutes) are rejected at our end. Solution: I don’t know how to address this.
•
Consultants Consultants are increasingly feeling that we have a tough job requirements and so the business would be negligible. Consultants think from a business perspective, if they are not making business at our end, they have better opportunity with other organizations. Solution: We need to assure consultants that the requirement is not that tough and they can expect good business from us. We need to hand hold them to places where we can actually find good resources.
•
Sourcing Right Fit - Core Java (collections) is a niche expertise. Normally we would find a profile who is good in Core Java skills, but finding a profile with Core Java - collections is difficult (but not impossible). Solution: We should recruit and train profiles who are good in Core Java, but lack collections skills). We can recruit talent at an early stages and train them to be more functional (advantages – we save recruitment costs and get long term commitments from the hired profiles)
Contd…
Concern Area’s – Solution’s •
Offer Declines Offers are declined for various reasons like – compensation, location, personal issues, company retaining the employee, lack of awareness about TPT in Indian s/w market, profile running after bigger players offering better packages, benefits, designations, career & personal development opportunity, more soft benefits in competitor organization etc. Solution: Communication with the offered profile at regular intervals. Creating a buffer vacancy to take care of declines at the last minute.
QUESTIONS ???
Thank You For Your PATIENCE!!!
Staffing Life Cycle (SLC) • • • • • • • • • • • •
Vacancy Alert – From HQ Requirement Alert – To Consultants Resume Screening / Shortlistings Communication – To Consultants (for shortlistings) 1st Communication To Profile – Interview Slots Communicated To The Prospective Profile Communication For 1st Technical Review – To Internal Interviewers For The Interview Slots / Resume / Contact Details / Preliminary HR Intel (If Any) HR – Interview - (Behavioral / Stability / Pervious Company Info / Compensation Negotiation / Job Description / Career Opportunity / Sharing TPT – Info. etc) 2nd Communication To Profile – Interview Slots Communicated For 2nd Technical Review Communication For 2nd Technical Review – To Interviewer For Interview Slots / Expected Compensation Of The Profile / Stability Factor etc Hire Decision Communication To Profile – Issuance Of Offer Letter / Negotiating Joining Dates / Handling Primary Joining Difficulties (Notice Pay / Relocation / Legal Help / Initial Accommodation) Profile Becomes Employee – Resolve All Secondary’s (Getting Him Acquainted With The Team / Organization / Various Functions) Helping In General Daily Activities Till The Profile Settles In The Organization)
Staffing Statistics - I Process Received RESUME
REVIEWS
OFFERING PROCESS WAIT PERIOD Time Taken Screening to Offer Total Time Taken To Complete Staffing Cycle
Resume Time Taken Funnel 80 4.0 hrs to go through all 80 resumes @ 4 mins each
Screened
10
0.66 hrs to communicate - Consultants @ 4 mins each
Communication to Profile 1st Technical Review HR Interview 2nd Technical Review
10 10 4 1
0.83 hrs - 2.5Hrs @ 5 mins - 15 mins each 7.5 hrs to review 10 profiles @ 45 mins each 2.0 hrs to conduct HR @ 30 mins each 1.0 hrs to 2.0 hrs 12.0 hrs for Karan Renjen to react (usually its evening time in India when offer approval is sent) Immediately on reciept of approval from Karan Renjen 30 days - 45 days
Approval Communcation to Candidate Candidate Joining Time
1 1
31.9 hrs / 1.59 days 31.59 days - 46.59 days
Contd…
Staffing Statistics - II Non-Engg Tech-Support Client Care Sales (Analyst) Deliver Services (Buss. Analyst)
Staffing Issues Reason Nil Nil Nil -
Engineering
Staffing Issues Reasons Core Java Difficult (collections) Profiles are getting Average converted to .Net
Java Delphi
Difficult
Domain Specific
Staffing Statistics - III Open Positions
#
Total
Open
Expected
Java *
7
0
7
Delphi ^^
2
0
2
BA **
2
0
2
Pre-Sales
1
0
1
Tech Support
0
0
0
Dev QA
1
0
1
QA (IS)
1
0
1
TOTAL
14
0
14
INDIA TPT
Dec Nov
Nov Oct
Oct Sep
Sep Aug
Aug Jul Jun May
May Apr
Mar
Feb
Feb Jan
Values
Dec
Jul
Jun
Apr Mar
Jan
Peak
Staffing Statistics - IV Performance Appraisal Cycle
TPT – Strength’s • • • • • • •
Freedom of work Good work culture Recognition for good work Learning Flexibility of timings Challenges and responsibilities Job Security Etc…
TPT – Weakness’s • • • • • • •
Less Brand Awareness in Indian Software Market Less personal or career development opportunities Tough Interview Process Higher dependency on 2nd level interview panel (Engg) Absence of buffer resources (bench) No inclination to get fresh talent from colleges and/or premier institutes and train them over our domain. Less market intelligence over trends in Indian software industry (staffing) Etc…
Concern Area’s – Solution’s •
Indian Technology Market (ITM) vis-à-vis Compensation Mercer Consulting has communicated that South – APAC s/w industries have hiked compensation’s by 15% in April – 06’ and is expected to grow even further in April – 07’. Profiles are aware of their value and thus we see a surge in compensation, with players wanting to retain & attract talent by paying a premium. Talent management is the buzz word. Solution: We should benchmark our compensation and Study trends that affect a profile to take a decision. The idea is to be there in the ITM space and let our presence known.
•
TPT Branding in ITM There is a need of reaching out to a prospective profile. At present we handle it internally by interacting with the would-be-offered profiles (but they are few). Solution: We should scheduled media releases that target Core Java / IT segment in India We need to communicated our expectations to prospective profiles & The ITM using media (online & offline).
•
No Planned Recruitment Activity Vacancy Alerts are instantaneous and unplanned from a recruitment perspective. I am ideally asked to fill in a position as soon as it opens. Solution: Forecasting about future requirements are necessary to chalk out a detailed recruitment plan.
Contd…
Concern Area’s – Solution’s •
Selection Criterion We have had constant influx of information which states that our interview process are tougher to clear. At times profiles from IIT & REC’s (India's leading premier technical institutes) are rejected at our end. Solution: I don’t know how to address this.
•
Consultants Consultants are increasingly feeling that we have a tough job requirements and so the business would be negligible. Consultants think from a business perspective, if they are not making business at our end, they have better opportunity with other organizations. Solution: We need to assure consultants that the requirement is not that tough and they can expect good business from us. We need to hand hold them to places where we can actually find good resources.
•
Sourcing Right Fit - Core Java (collections) is a niche expertise. Normally we would find a profile who is good in Core Java skills, but finding a profile with Core Java - collections is difficult (but not impossible). Solution: We should recruit and train profiles who are good in Core Java, but lack collections skills). We can recruit talent at an early stages and train them to be more functional (advantages – we save recruitment costs and get long term commitments from the hired profiles)
Contd…
Concern Area’s – Solution’s •
Offer Declines Offers are declined for various reasons like – compensation, location, personal issues, company retaining the employee, lack of awareness about TPT in Indian s/w market, profile running after bigger players offering better packages, benefits, designations, career & personal development opportunity, more soft benefits in competitor organization etc. Solution: Communication with the offered profile at regular intervals. Creating a buffer vacancy to take care of declines at the last minute.
QUESTIONS ???
Thank You For Your PATIENCE!!!
