Final Cr Anr Referrals

7/29/2019 Final Cr Anr Referrals

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HUMAN RESOURCE MANAGEMENT

SHAH AND ANCHOR KUTCHHI ENGINEERING COLLEGE-DoMS Page 1

WHAT IS CAMPUS RECRUITMENT?

Campus Recruitment or Campus Placement has become a popular and commonly used method

for selecting personnel in an organisation. In Campus Recruitment, Companies / Corporate visit

some of the most important Technical and Professional Institutes in an attempt to hire young

intelligent and smart students at source.

The most significant fact about Campus Recruitment is that instead of the job seekers

approaching employers, the employers come to the most suitable prospective candidate with a

job offer. It is common practice for Institutes today to hire a Placement Officer who coordinates

with small, medium and large sized Companies and helps in streamlining the entire Campus

Recruitment procedure.

WHY IS CAMPUS RECRUITMENT NEEDED?

The task of filling up vacant positions in an organization is extremely important and must be

done right in order to get the best people to work for you and take the Company forward with

their skills and dedication.

Companies have been using a variety of methods to employ and select personnel to work for

them and Campus Recruitment is one of the newest methods used by most Companies today.

Today, many top corporate houses are giving a lot of importance to Campus recruitment.

Corporates want to hire and retain the best possible talent in order to gain competitive edge

over their rivals. During recruitment process, a company employs various selection tools to

ensure that it hires right person for the right job. This quest to attain the right fit between a

person and a job has magnified the importance of Campus Recruitment.


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RECRUITMENT PROCESS:

Campus Recruitment Process

PRE RECRUITMENT PROCESS:

There is a great degree of preparedness required to get an effective campus recruitment program

grounded, the better the preparation and

1. Get the business heads to share the number of people required from the campuses as a part of theManagement/Graduate training program and identify locations, teams and other details so that

the specifications are detailed out

2. Identify the roles that befits the management /graduate trainees in terms of skills andcompetencies keeping in mind that most of them will be towards the beginning of the learning

curve of their professional journey

3. Identify internal champions within the organization who will manage this pool of young recruitsand familiarize them with the organization. These champions will also act as endorsers for the

Campus recruitment program internally and ensure the program is managed well and is a

success


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4. Have a designated person/people to interface with the colleges/campuses well in advance tobuild relationships with key people e.g. placement coordinators, professors, key influencers.

Also design a Campus engagement program with the targeted campuses/colleges for higher

recall and turnout ratio

5. It is imperative to define the proposition of the organization that works best in thecolleges/campuses. What is the unique proposition that the organization is offering? Is the role,

compensation, career growth opportunities, learning opportunities, off shore assignments,

bouquet of attractive propositions? The sharper the proposition is defined, the better it will be to

attract and recruit the desired candidates

RECRUITMENT PROCESS:

1. The recruitment process begins the campus calendar. There could be multiple colleges/campuseswhose dates could be on the same day hence it is imperative to have a pool of interviewers in

advance tagged to different places, travel scheduled firmed up and logistics in place. Remember,

most of the interviewers take this assignment as a call beyond their regular duty hence a smooth

experience for them is the HR managers responsibility.

2. It is always preferable to have the information about the other companies visiting the campusthat very day so that one has the sense of the competition and that helps to gauge the candidates

interest levels and preferences. It also helps to modify the recruitment pitch that day to attract

the desired profile of candidates

3. If the Pre placement talks are scheduled on the same day, it is imperative that an alumni fromthe institute accompanies the pool of interviewers for experience sharing as an ambassador of

the organization

4. The interview process itself makes a lasting impression and is often a factor of considerationamongst the students. The team needs to use wisely use the discretion while choosing the

interview pattern, stages, rounds etc. If a group discussion is conducted, the forms, methods,

topics etc used are very important factors. Also, it is important to have firm process of short

listing/rejecting candidates.

5. Always ensure the closure of the candidates selection right at the campus. The offers should berolled out to the selected candidates on the spot. If pre printed appointment letters are handed

over to the candidates, it is worth exercising. Getting candidates to accept the offer/appointment

letter restricts them to appear for other interview and in more than one ways ensure they have

made their final choice and is likely to come on board


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POST RECRUITMENT PROCESS:

1. Offer drop outs are a big challenge faced by many organisations as there is a time lag betweenthe offers made at the campus and their possible joining date. Continuous efforts need to be

made to ensure the offered candidates are not dropping out.

2. It is worth the effort to keep candidates engaged with the organization during the post offerperiod by regularly updating them with Company news, newsletters proactively, a SPOC should

be identified who can keep interacting with the candidates and keep them interested in their

choice of the employer

3. Closer to the date of joining, proactive communication kit about the logistics and other detailsshould be sent to the candidates. It is a wonderful way to reach out to them with desired

information and not wait for the queries to flow in the mail box. It creates a winning impression

about the organisations readiness to welcome the new joinees

4. Adequate preparation needs to be undertaken to give the campus/college recruits a delightfulfirst day experience in the organization in the form of a robust On boarding experience.

Below are the lists of some companies campus recruitment process

Infosys

1) Aptitude Test

2) HR Interview

IBM

1) Written Test (Aptitude)

2) Group Discussion

3) Personal Interview

TCS

1)Written Test

2)Technical Interview

3)MR (Managerial)

4)HR Interview


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BENEFITS OF CAMPUS RECRUITMENT -

Campus Recruitment proves to be beneficial for both parties concerned.

Companies get the opportunity to choose from and select the best talent in a short span of time. Companies end up saving a lot of time and efforts that go in advertising vacancies, screening

and eventually selecting applicants for employment.

College students who are just passing out get the opportunity to present themselves to some ofthe best Companies within their industry of interest. Landing a job offer while still in college

and joining just after graduating is definitely what all students dream of!


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REFERRALS:

Referral recruitment is the cost-effective sourcing and recruitment tool that converts trusted

social networks into motivated search parties to find the best candidates for jobs and great jobs

for candidates. The tool enables recruiters to tap into and leverage their personal, professional,

and if desired as well public contacts, to find quality job candidates and build a talent pipeline

by posting jobs and offering cash referral rewards for their participation in the candidate search.

When a candidate is hired, the successful referrers earn all of or share the referral reward.

In a few easy steps: recruiters subscribe at a small subscription fee and posts their jobs on the

site either privately (internally/by invitation only) or as well publicly (externally/visible to

anyone) together with a referral reward that they will pay for someone to find the right candidate

for them.

Apart from the recruiter, anyone else can register as referrer and/or candidate for free on the site

and can refer (recommend) any friends or contacts who they think would be right for a job

advertised and/or express interest in a job themselves. If that candidate goes on to be hired by

the recruiter, the person(s) who placed the hired candidate is/(are) entitled to receive/(share) a

referral reward once the hired candidate has completed 60 days employment. Referral

recruitment will also receive a small referral success fee if a candidate has been hired through

Referral recruitment.


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REFERRALS IN RECRUITMENT

When recruitment is outsourced a single, entry level hire costs a minimum of Rs. 20,000, while

this can go over Rs. 50,000 in those with 1-3 years experience and even a couple lakhs of rupees

in case of senior-level recruits. When the same hiring is routed through employee referrals, the

cost comes down by 80%. Thats where referrals getting employees to recommend their

friends make great financial sense to enterprises.

With the cost of hiring starting to burn deep holes in their pockets, Indian tech corporates are

betting high on the Bring your Buddy policy.

Indian companies started looking at employee referrals from the end 2001. However, no one was

really active till recently. On an average employee referrals account for over 40% of India s IT

hiring and it is likely to cross 60% in the next couple of years.

Many companies have already put a 40% bar on outsourced hiring, and are busy dishing out

attractive bonuses and cash incentives for employees to encourage referrals. Bringing buddies to

work fetch employees between Rs. 10,000 to Rs. 50,000 depending on the position, profile and

package, of the recruit.

SAP Labs India hired 60% of its 3,000 fresh recruits through referrals as against 30% the

previous year. Cisco hires 55% to 60% of employees through referrals in India. Employees are

the best means to attract new talent because they understand the culture and psyche of the

organization.

HR-global head of TCS says the number of those hired through the employee referral channel

has increased in the last two years by almost 175% in the company and expect this to increase

further by 50% this year despite a higher recruitment base.

Employee referrals account for around 40% of lateral hiring in Infosys. Its quality and cost-

effective way of hiring said the VP & Head of HR Infosys Technologies.

Referrals reduce costs by over 60% and brought in around 2,000 of Patnis recruits, of the total

recruitment of 4,400.

Wipro Technologies, said employee referrals are also an effective tool to stem the tide of

attrition. When friends work together, they are seen to be less likely to leave a company soon.

Referrals help culture adaptation and tech familiarity.

Intel Corp. Uses a combination of monetary and non- monetary incentives In addition to a cash

reward for referrals, the company also offers a raffle for those employees who've made referrals.

Ex: a $1,000 travel voucher or home entertainment systems .50 percent of the companys new

hires have come from referrals.


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STRUCTURE OF EMPLOYEE-REFERRAL PROGRAMS

An employee-referral program can be as simple as informally asking workers, "Do you know

anyone who can fill this job?" Unfortunately, such a simplistic approach generally elicits the

equally off-the-cuff response, I don't know off the top of my head." It is necessary to add some

structure to an employee-referral program, communicate the benefits to employees, track the

success of referred candidates, reward successful referrals and discourage low quality referrals.

Generally, successful employee-referral programs offer some kind of monetary bonus for

referrals who are hired and retained for a certain period of time (often 90 days). The reward

amount should be sufficient to motivate employees to make referrals but not so large that they

offer referrals who are unqualified for the positions.

Some companies limit the number of bonus-qualifying referrals that each employee can make

per year. The purpose of this strategy is to encourage employees to reserve their scarce referral

opportunities for the highest-qualified candidates that they know. On the downside, such a

policy can reduce the number of employee referrals per year.

A new employee's performance may not be measurable in only 90 days. In such cases, it may be

prudent to offer a series of instalment payments for referral bonuses, based upon retention of the

referred employee through several milestones.

Rather than pay cash bonuses, some companies offer their own goods or services to employees

in exchange for referrals. This strategy is particularly suited to consumer-oriented businesses

that sell items such as DVD players, car tires and other products that most workers commonly

use.

Requests for employee referrals should be specific, including mandatory qualifications and

qualifications that an above-average candidate should have. Most employment departments are

awash with candidates, the majority of whom are under qualified. Employee referrals should add

to the quality of the candidate pool.
http://www.hrworld.com/features/15-astonishing-bonuses-cashouts-061708/http://www.hrworld.com/features/ten-motivational-tips-112807/http://www.hrworld.com/features/ten-motivational-tips-112807/http://www.hrworld.com/features/15-astonishing-bonuses-cashouts-061708/


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To measure the effectiveness of an employee-referral program, it is important to track such

metrics as the cost of employee referrals versus other recruitment channels, performance

and retention of employee referrals, employee attitudes toward referral programs, and the

percentage of new employees who are hired via referrals.

BENEFITS OF EMPLOYEE-REFERRAL PROGRAMS

One benefit of an employee-referral program is that it can provide the employer with a source of

passive candidates those workers who are not actively seeking new jobs. This not only

expands the employers pool of potential candidates but also tends to produce higher-qualitycandidates.

Candidates referred by employees also tend to be of higher quality because the referring

employee usually screens his or her referrals closely. After all, his or her reputation is somewhat

on the line with every person he refers for a position. Referring a string of unqualified

candidates reflects poorly on the referring employees judgment, which may affect his or her

own career prospects.

The usual monetary bonus paid to a referring employee for a successful referral can be a

significant morale booster. It reinforces the tendency to refer high-quality candidates to ones

own company, even when no positions are available. This helps to establish an ongoing

recruitment process.

Employee-referral programs can replace more expensive recruitment channels such as

newspaper advertising, employment agencies, job fairs and so on.

Employee-referral programs are especially effective in the case of highly specialized positions

that might be difficult to fill through conventional channels. People tend to associate with others

in their professions, which gives them access to specialized or rare talent.
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PITFALLS OF EMPLOYEE-REFERRAL PROGRAMS

There are some aspects of employee-referral programs that can cause problems for a company.

Some are subtle, while others, like lawsuits, can literally slap a business in the face.

Overreliance on an employee-referral program can lead to underrepresentation of certain

protected groups in a companys job-applicant pool. This can add credence to charges of

employment discrimination from rejected candidates.

Also, some competing businesses may retaliate against your company for stealing their happily

employed workers via employee-referral programs.

Excessive reliance upon an employee-referral program can lead to an inbred organization that

lacks breadth of ideas, and it can foster a "stick-together" attitude that masks underlying

problems in organizational behaviour. Relying too heavily on an employee-referral program can

also create cliques within an organization, leading to resentment and friction with other

employees.

Some managers may have biases against employee-referral programs, feeling that referrals are

favors done for shiftless in-laws rather than for the company.

Overly restrictive bonus qualifications or excessive qualifications for employee referrals can

lead to disillusionment with an employee-referral program. Under such circumstances, an

employee-referral program may actually become a source of employee discontent.

Overall, the benefits of employee-referral programs decisively outweigh the potential pitfalls. A

well-designed and highly visible employee-referral program is a critical part of any companys

recruitment strategy.

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