Client: Part
of Fortune 3 Global organization (Geographical
branch) Need:
To set up a new IT division
with 6 Centers of Excellence in Bangalore
Oracle – Oracle Apps & SAP
E-Commerce (EAI, Middleware)
Infrastructure Support
Production Support
(Mainframes, J2EE…)
Siebel & CRM (Services
& Sales Workbench)
Business Intelligence
Challenge
To
recruit more than 250 IT professionals.
All professionals with more than 6
years of experience with additional expertise
in project management, along with proven skills
in quality & leadership.
Solution
Phased approach with
a requirements study followed by plan implementation.
Requirements study:
Comprehensive
Process definition – From sourcing and
selection to closure.
Thorough study of stakeholder requirements.
SLAs were drafted with mutually agreed performance
benchmarks.
Detailed documentation of prerequisite candidate
skills.
Plan
implementation:
A
team of four consultants and one manager was
created based on the requirements study,
to initiate and manage the selection and hiring
phase. The strength of the team was
flexible to allow cyclical demand to be addressed.
Sourcing Plan &
SLAs
Source Mix SLAs
Advertisement
- > 30%
Detailed advertisement
plan was drafted in conjunction with client
managers.
Employee referrals
- >10%
Payout plan and Communication
interventions conceptualization.
Internal movements
Other consultants –
10-15%
Vati Source – Rest
Sourcing numbers SLAs
Per week, Per COE/ Division
Interview numbers.
Per month targets
were detailed (Interviews/ Source Mix/ Offers/
Joinees etc).
Selection process SLAs
TAT defined with all
the interviewers.
Forms & feedback
mechanism instituted.
Subsequent steps till
closure & on-boarding.
Monitoring Mechanisms
Periodic reviews –
Weekly with the Onsite Manager & Monthly
with Vati lead.
Progress measured against
mutually agreed benchmarks within the SLAs.
Corrective action taken
as and when necessary.
Risks & Corrective
actions
Requirement
capture phase – gap between the
need definition of business managers, hiring
managers, ground level interviewers & the
understanding of the recruiters, availability
of target resources – Need all to arrive
at one single definition.
Correcti Action
– discussion on detailed feedbacks of
rejection.
Sourcing phase
– usage of wrong mode (Advertisement /
Consultants?)
Frequent changes
in the requirements – Will delay
delivery/ increase cost/ affect Quality.
Corrective action
– Planned hiring to the extent possible.
Recruiter training
– to embed them into the organization
culture. They should wear the hat of the organization
than being an external agency.
Sourcing slackness
– on the part of recruiters.
Corrective action
– weekly reviews.
Client acceptance
– Bring in a cultural change in the mindset
of hiring managers, HR managers and all to have
faith in ‘outsourcing’ – very
important.
MIS & Reporting
Report formats attached.
Success
First career fair
for this entity gets 68 Tech Selects out of
the 112 professionals interviewed.
Vati delivers quality candidates
–we understand your Tech panels precious
time
Vati Team delivers in time.
First phase of joinees in
the 2nd month from the start of engagement.
All sourcing SLAs met.
More than 300 offers made.
over 175 people on-board
with adequate offers pending.
