A

MAJOR PROJECT REPORT

ON
RECRUITMENT OF TEMP STAFFING
AT
ADECCO INDIA PRIVATE LIMITED
Submitted for partial fulfillment of requirement for the award of degree
Of

Master of Busine ss Adm inistration

Of

West Bengal University of Technology

Session: 2011-2013
Supervision by:
Sonali Sarkar
Team lead Recruitment

Submited by:
Debalina Chatterjee
Roll No: 26300911008 of 2011-2013
Reg No: 112630710008 of 2011-2012
MBA III Semester

2012
REGENT BUSINESS SCHOOL
(FACULTY OF MANAGEMENT)
REGENT EDUCATION & RESEARCH FOUNDATION
(A venture of RDB Group)
Bara Kathalia, P.O.: Telinipara, P.S.: Titagarh, Barrackpore,Kolkata (West Bengal) 700121

DECLARATION

I the undersigned solemnly declare that the report of the project work entitled Recruitment on
Temp Staffing, is based my own work carried out during the course of my study.
I assert that the statements made and conclusions drawn are an outcome of the project work. I
further declare that to the best of my knowledge and belief that the project report does not
contain any part of any work which has been submitted for the award of any other
degree/diploma/certificate in this University or any other University.

(Signature of the Candidate)

Name of the Candidate
Debalina chatterjee
University Roll No: 26300911008

CERTIFICATE BY GUIDE
This to certify that the report of the project submitted is the outcome of the project work entitled
Recruitment on Temp Staffing carried out by Debalina Chatterjee bearing Roll No.
26300911008 of 2011-13, and Reg. No. 112630710008 of 2011-12. Carried by under my guidance
and supervision from 25.06.2012 to 25.08.2012 for the award of Degree in Master of Business
Administration of Regent Education & Research Foundation, Kolkata.
To the best of the my knowledge the report
i)

Embodies the work of the candidate himself,

ii)

Has duly been completed,

iii)

Fulfils the requirement of the ordinance relating to the MBA degree of the University
and

iv)

Is up to the desired standard for the purpose of which is submitted.

_______________________
(Signature of the Guide)
Name:
Designation:
Department:

CERTIFICATE BYTHE EXAMINERS

3

This is to certify that the project entitled

Recruitment of Temp Staffing
At
Adecco India Private Limited,
Submitted by
Debalina Chatterjee, Roll No.-26300911008 of 2011 - 2013, Reg. No.-112630710008 of 2011
2012 has been examined by the undersigned as a part of the examination for the award of Master
of Business Administration degree of West Bengal University of Technology, Kolkata (W.B.).

----------------------------------------------------------------------------------Name & Signature of External examiner

Date:

------------------------------------------------------------------------------Name & Signature of Internal examiner

Date:

ACKNOWLEDGEMENT
4

Any accomplishment requires the effort of many People, this work is also same. I have taken
efforts in this project, but, it would not have been possible without the kind support and help of
many individuals and organizations. I would like to extend my sincere thanks to all of them.
I am highly indebted to Ms. Arpita Majumder (Branch Manager) and my guide Ms. Sonali
Sarkar (Team Lead- Recruitment) at Adecco India, Salt Lake Branch, for their guidance and
constant supervision as well as for providing necessary information regarding the project & also
for their support in completing the project.
I would like to express my gratitude towards Ms.Chandrima Das, Ms.Tamalika Ghosh
(Recruitment Consultant of Adecco India) & other members of Adecco India, for their kind cooperation and encouragement which helped me in completion of this project.
I would also thanks to Mr. Sanjoy Bhattacharya (Assistant Director) of my Institution Regent
Education & Research Foundation for giving me the opportunity.
I also extend my heartfelt thanks to my family and friends without whom this project would
have been a distant reality.

Table of Contents

Sl.No
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

Title
Executive summary
Chapter:-1
Introduction
Chapter:-2
Company Profile
Chapter:-3
Literature Review
Chapter-4
Temp Staffing
Chapter:-5
Adecco Temp Staffing
Chapter:6
Data Analysis
Chapter:-7
Conclusion, Findings & Suggestion
Learning outcomes
Bibliography

Page no
7
9-15
16-24
25-38
40-43
44-50
51-56
57-67
68
69

EXECUTIVE SUMMARY
This report is about the process of temporary staffing in Adecco India. Adecco is one of the
leading HR solutions providers in the country and its major business is temporary staffing. The
report provides a brief overview of my tenure at Adecco which provided me a holistic learning
experience. A brief explanation about Adecco has been provided to understand how temporary
staffing is linked to various other services provided by the company such as training and payroll
management. The major processes of temporary staffing as followed in Adecco have been
explained in detail to understand it better. There are several advantages of temporary staffing
both for the companies and employees because of which companies opt for it. Those advantages
have been elaborated in the report. Though temporary staffing has several benefits, it has some
6

drawbacks also which must be pondered upon. There are several areas where improvements can
be made to improve the temporary staffing industry for the benefit of the economy as a whole.
The industry is growing at a rapid pace and looking at the current state and potential of Indian
economy, it can be concluded that the industry is here to stay.

CHAPTER 1
INTRODUCTION

INTRODUCTION
Temporary employees are hired directly by the company or they are obtained from a temporary
staffing agency. If an agency provides the temporary employee, the employer pays a fee over and
above the compensation collected by the employee. Temporary employees, who work through an
agency, may have paid benefits such as health care insurance. These employees remain the
employee of the agency, not the employee of the company where they are placed.
The temporary staffing industry provides a compelling sectoral case through which issues of
service sector globalization can be explored. Temporary staffing agencies are a form of labour
market intermediary, meeting the needs of client companies for contract workers of many kinds.
While in the early 1970s the industry was only really visible in the US, and the European
markets of the UK, France and the Netherlands, the industry has now become truly global.
Consolidation of the industry in its core markets of North America and Western Europe has been
accompanied by substantial growth in the remainder of Western Europe, and most recently, in the
emerging markets of Eastern Europe, Latin America and East Asia. According to a recent study,
the global temporary staffing industry is now worth some US$120 billion annually (Staffing
Industry Analysts, Inc, 2003). At the global level, the industry is heavily concentrated, with an
elite group of American, and to a lesser extent Western European, agencies dominating
8

international investment in the sector. Such investment has accelerated since the mid-1990s, with
all the leading agencies seeing a significant fall in the share of revenues derived from their home
country. To give one example, Adecco, the largest agency globally with annual revenues of over
US$12bn, expanded its overseas revenues from 18 to 70 percent of the total over the period
1995-2000. Despite the work on who does the temping (Parker 1994), on the terms and
conditions of temporary staff (Rogers, 2000), on the reasons why client firms use temporary
staffing agencies (Ward et al., 2001), and on the gendered effects of temporary staffing (Vosko
2000), very little is known about the organizational geographies and strategies of these major
transnational corporations. Equally, while our understanding of the temporary staffing industry in
the two core markets of the US and the UK has advanced considerably in recent years (Theodore
and Peck, 2002; Ward, 2003), information about the temporary staffing markets of other
countries, and the role that the leading transnational agencies play in their development, remains
sparse.
What is Staffing? Meaning
The term Staffing in management consists of :1. Selecting the right person for the right post.
2. Training and development.
3. Giving proper remuneration and motivation.
4. Performance appraisal of employees.
5. Proper promotions, transfers, etc.

Staffing Process - Steps involved in Staffing

Manpower requirements- The very first step in staffing is to plan the manpower inventory
required by a concern in order to match them with the job requirements and demands. Therefore,
it involves forecasting and determining the future manpower needs of the concern.
Recruitment- Once the requirements are notified, the concern invites and solicits applications
according to the invitations made to the desirable candidates.
Selection- This is the screening step of staffing in which the solicited applications are screened
out and suitable candidates are appointed as per the requirements.
Orientation and Placement- Once screening takes place, the appointed candidates are made
familiar to the work units and work environment through the orientation programmes. Placement
takes place by putting right man on the right job.
Training and Development- Training is a part of incentives given to the workers in order to
develop and grow them within the concern. Training is generally given according to the nature of
activities and scope of expansion in it. Along with it, the workers are developed by providing
them extra benefits of in depth knowledge of their functional areas. Development also includes
giving them key and important jobs as a test or examination in order to analyse their
performances.
Remuneration- It is a kind of compensation provided monetarily to the employees for their
work performances. This is given according to the nature of job- skilled or unskilled, physical or
mental, etc. Remuneration forms an important monetary incentive for the employees.
Performance Evaluation- In order to keep a track or record of the behaviour, attitudes as well
as opinions of the workers towards their jobs. For this regular assessment is done to evaluate and
supervise different work units in a concern. It is basically concerning to know the development
cycle and growth patterns of the employees in a concern.
Promotion and transfer- Promotion is said to be a non- monetary incentive in which the
worker is shifted from a higher job demanding bigger responsibilities as well as shifting the
workers and transferring them to different work units and branches of the same organization.

10

PROCESS FLOW FOR STAFFING

ACTIVITY

SUB ACTIVITY

11

What Are the Benefits of Staffing Agencies?

Staffing agencies perform recruitment and selection processes for organizations that dont have
the time, expertise or resources necessary to manage the employment processes. Some staffing
12

agencies provide temporary workers, and others provide candidates for temp-to-hire
arrangements. Regardless of the employment type, there are certain advantages to employers' use
of staffing agencies, including expertise, cost, availability of workers and employee retention.
Expertise
Staffing agencies often have a level of expertise that far exceeds some employers human
resources departments. Hiring recruiters, employment specialists and an employment or
recruiting manager to supervise staff could require a lengthy recruiting period to find qualified
employees. Staffing agencies provide services that rival the best qualified recruiters and
employment specialists, usually at a lower cost. Employees of staffing agencies generally have a
higher level of expertise related to job knowledge, employment trends and recruitment practices
by virtue of continuous placement of employees. They also have industry expertise if they work
for staffing agencies that specialize in certain fields, such health care providers.
Cost
Using staffing agencies can result in lower costs associated with hiring adequate staff to recruit
applicants. However, because staffing agencies manage the entire employment process, they also
relieve employers of costs related to pre-employment testing, background investigations and
drug screening. In addition, employers save money related to the expense of payroll processing
and benefits administration. Small employers find that they can rely on staffing agencies to
provide them with qualified employees at remarkable savings.

Network
Staffing agencies have a larger network of available workers than do many employers.
Employers looking to hire seasonal workers, for example, would need to advertise job openings,
interview candidates and process new hire documentation for a relatively short period of
13

employment. Staffing agencies, on the other hand, may have relationships with workers theyve
already identified as dependable, reliable and conscientious and who can fill a vacancy in a
matter of days, or even hours. The network that staffing agencies maintain is a broad one from
which they can tap potential employees who can fill any position an employer might have or
anticipate
Retention
Employers that engage the services of staffing agencies for temporary employees get an
opportunity to observe employee performance, qualifications and work habits before offering the
temporary worker a permanent job. This can cut down on turnover once the trial period is
complete and both the employee and employer are satisfied the job is a good fit. Using staffing
agencies for high-volume placements can result in tremendous savings related to turnover,
training costs and the intangible costs of turnover, such as employee morale.

RECRUITMENT:RECRUITMENT is the first step in the process of filling a vacancy. Recruitment is the
generating of applicants for specific positions to be filled up in the organization. In other words,
it is a process of searching for and obtaining applicants for jobs so that the right people in right
number can be selected.
According to Dale Yoder, Recruitment is the process to discover the sources of manpower to
meet the requirements of the staffing schedule and to employ effective measures for attracting
that manpower in adequate numbers to facilitate effective selection of an efficient working
force.

TEMP STAFFING:Temporary employment is a situation when the employee offers his services to the employer for
a fixed period of time and is expected to leave after the completion of such fixed period.
14

Temporary employees are often called as contractual or casual staff and may work full-time
or part-time depending upon the need.
A temp is a temporary worker with an organization who is on a third-party (staffing company)
payroll. A well-accepted norm in global companies, many large Indian organizations are now
hiring a part of their workforce from employee leasing firms.
Temporary staffing firms recruit people for their clients by using various sources of recruiting
available. These firms source the candidates and conduct initial screening by using different
methods so that they select and place the right kind of people for the right kind of job.
Objective of my study is to understand the procedure of recruitment on Temp Staffing followed
by ADECCO INDIA

15

CHAPTER-2
COMPANY PROFILE

COMPANY PROFILE

Better work better life

16

The Adecco Group, based in Zurich, Switzerland, is the worlds leading provider of HR
solutions. With over 32,000 employees and 5,500 offices, in more than 60 countries and
territories around the world, Adecco Group offers a wide variety of services, connecting more
than 700,000 colleagues with over 100,000 clients every day. The services offered fall

into

the broad categories of temporary staffing, permanent placement, outsourcing, consulting and
outplacement. The Adecco Group is a fortune Global 500 company.
Adecco Vision and Mission
Adecco seek those motivated to make change and know that, as partners we can help them to
shape and achieve their personal and professional goals. It offers life skills, career progression
and specialized expertise. It continually seeks new approaches and it partner with the best
trainers. Adecco use technology to create real advantages. It wants its associates and clients to
truly benefit from working with them and it continually invest to sustain its position as innovators.
Adeccos responsibility is to connect people both globally and locally. To accomplish this, it is easily accessible
by their clients and associates at all times. Adecco is confident that, it will help to inspire their
colleagues, clients and associates to achieve better work, better life.
Adecco inspire individuals and organizations to work more effectively and efficiently, and create
greater choice in the domain of work, for the benefit of all concerned. Adecco aim is to give
everyone involved with Adecco the opportunity to improve their situation, be it at work, at home,
in leisure activities or in life. Adecco is the world leader in connecting people both globally and
locally with the talent they need and the work that they want

Adecco India An Overview

Adecco India, headquartered in Bangalore, is a leading end-to-end HR solutions company with a
focus on Executive Search, Recruitment, Training & Learning and Temporary Staffing services
17

to client organizations. With a national presence in 40 branches across India and the Middle East,
Adecco is the fastest growing HR Company in India

Rapid growth with the largest branch network of 40.

Over 70,000 associate on assignment every day, nationally.
Distinguished list of over 1000 clients across all segments.
Placement of around 4000 candidates per month, across India.
Over 800 trained and specialized consultants to customize your HR solutions.

Adecco India is the Indian arm of the $22 Billion Adecco Group. Adecco is the world's No. 1 HR
Services Company, with 6,000 offices in 72 countries and over 50 years of experience in the HR
Solutions industry. Adecco has 30,000 permanent colleagues worldwide, ranks No. 1 or No. 2 in
10 of the world's top 13 staffing markets, providing a flexible workforce for clients and a valued
career option for Associates. Adecco has the highest market share, revenue, cash flow and market
capitalization in the industry and serves around 125,000 Clients and up to 700,000 associates
each day.

CORPORATE STRUCTURE:Adecco India

Recruitment
Solutions

Staffing
Solutions

Learning
Solutions

The industries Adecco provide HR Solutions to:

18

Executive
Search

Information Technology

IT Enabled Services

Agriculture and Agri-based Organizations

Telecom, Media & Entertainment

Engineering, Process & Infrastructure

Consumer Services & Retail

Banking, Financial Services & Insurance

Adecco Services

Staffing Solutions
Recruitment Solutions
Professional Staffing
Talent Management Solutions
Assessment Solutions
Payroll Management Services
Managed Services
Recruitment Process Outsourcing

19

ADECCO INDIA VALUES:

Integrity
Inclusivity
Handwork
Commitment
Customer Centric
Trust
Respect
Transparency
Innovativeness

20

Process
Team

ORGANIATIONAL STRUCTURE:

Circle Head

Zonal Manager

Regional Manager

Branch Manager

Recruitment
Accounts

Team
Managers

SERVICE OFFERINGS:Recruitment Support

Migration
Structured On Boarding
Associate Training
Payroll Management

Supervisor

 Compliance
Adecco Support Centre
Customized Solution.

Adecco reaches new milestone

Adecco India, the Indian arm of the 14.8 billion Adecco Group, the global HR
services firm, today announced that it has become the first HR firm in India ever to
scale the 100,000 peak in the number of temporary staff on its rolls. The company
crossed

the

number.

The firm meanwhile, also unveiled its plans to scale up from 80 offices across India
to 120 by 2011 to expand its presence. The network will enable the company to
source the right talent and provide JIT (just-in-time) workforce to over 1,500
customers, in the metros and Tier-II and III cities, enabling the company build on its
leadership positioning in the space. These 100,000 associates are placed across
verticals like infrastructure, IT, retail, logistics, telecom, FMCG, engineering,
banking

and

financial

services

among

others.

Sudhakar Balakrishnan, MD and CEO, Adecco India, said, "With the network of 80
branches, we are closer to our clients and associates across geographies. This enables
our customers to further expand their services and business to Tier II and III cities as
Adecco can provide them a head start to penetrate cities with the right talent." The
staffing industry penetration is today about 0.3-0.5 per cent among the organised
workforce compared to developed economies where the penetration levels are around
2.5

per

cent

to

per

cent

of

the

workforce.

With the acceptance of temping, the industry is getting organized and there is a
possibility of the penetration level to go up to 1.5-2 per cent of the organized
workforce over the next 5 years. Government regulations will have a positive impact
on the industry, Balakrishnan added.

Adecco looks at big Indian play:-

Adecco India, the Indian arm of the 4.8 billion Adecco Group, a global HR services
firm said it plans to scale up its operations to 120 offices from its present 80 centers
by 2011. This will enable the company to source the right talent and provide timely
workforce to over 1,500 customers, not only in the metros but also in tier II and III
cities. Adecco also announced that it has been successful in employing 100,000
temporary

staff

to

work

on

daily

basis.

Expanding our network will help our customers to further expand their services and
business to tier II and III cities by providing them a head start to penetrate these
cities with the right talent. According to Balakrishnan flexible employment has
witnessed positive growth in the last couple of years and has had great acceptance by
candidates and employers. This can change the future of work in India for good and
positively impact the economy, he added. The Bangalore-based company said that as
a result of urbanization, it is estimated that there will be 70 cities with population of
over 1 million in the next 10 years. About 140 million people are expected to move
to cities by 2020 and about 700 million by 2050. Indias most prized resource is its
workforce and the labour market comprises about 540 million people, of which only
100 million make up for the organized workforce, Balakrishnan pointed out

TOP consulting or staffing companies:-

 Adecco

Adecco is Indias fastest growing HR Company. It provides end-toend HR solutions focusing on executive recruitment and temporary
staffing services. Apart from the 80,000 plus professionals that it
has placed at client sites, it also has an in-house team of 800
specialists to customize HR solutions. The sectors covered are IT
and IT-enabled services, Telecom, Media, Consumer Services and
Financial Services.

Manpower

MANPOWER Services India Private Limited is a 100% subsidiary of Manpower

Inc. USA. It places people in permanent positions, temporary positions, contract jobs
and volume hire services for India. Recognizing that every industry is different and
has specific needs, Manpower has expertise in manufacturing, infrastructure,
healthcare, technology and consumer services to provide clients with value added
recruiting solutions.

Kelly services

Kelly is credited with founding the staffing industry in 1946. It has maintained its
position as a leader since. Recognizing that people are its key resource, Kelly invests
heavily in them. Providing in-depth solutions across all sectors, Kelly serves clients
around the globe as well as in India for both permanent and temporary positions.

Ma foi Randstad

Ma Foi is a part of Randstad, the worlds second largest HR services company, and
has over 20 years of experience in Human Resource Management and Consulting.
Understanding that human capital is a very valuable asset, they identify the best
possible candidates and connect them with their clients. Other than staffing and HR
services, Ma Foi also focuses on payroll outsourcing, back office recruiting,
corporate training and content writing.

 Genius Consultants Ltd.

Genius Consultants was started primarily as a Recruitment Consulting Organization

but has grown to enter other areas such as Temporary Staffing, Permanent Staffing,
Payroll Processing, Background Screening & Investigation and Compliance
Management. It is aimed at being a one-stop shop for all the problems a client may
have. Genius has placed around 55,000 middle and senior level executives in sixteen
countries. They also manage the payroll for 18,000 employees and have done 34,000
background checks.

CHAPTER-3

LITERATURE REVIEW

LITERATURE REVIEW

RECRUITMENT:Recruitment is the process of searching for prospective employees and stimulating

them to apply for jobs in the organization. When more person apply for the job there
will be a scope of recruiting better persons. Recruitment is a linkage activity bringing
together those with jobs and those seeking jobs.

According to YODER, Recruitment is the Process to discover the sources of

manpower to meet the requirements of the staffing schedule and to employ effective
measures for attracting that manpower in adequate numbers to facilitate effective
selection of an efficient working force.

According to Flippo, Recruitment is the process of searching for prospective

employees and stimulating and encouraging them to apply for jobs in an
organization.

PROCESS OF RECRUITMENT:Applican
ts Pool

Screenin
g

Selecti
on


Personnel

Planning

Job Vacancies

Job Analysis

Employer
Requisition

Recruitment
Planning
Number
Types

Searching
Activation
Selling
-Message
-Media

Strategy
Development
Where
When

Applicants
Population

Evaluation
And
Control

The Steps of the Recruiting Process and How to Identify

Failure Points

It might surprise you to know that the average

recruiter cannot name the distinct steps in the recruiting process, nor the goals or
common failure points for each step. Even among recruiting leaders, its common for
them to realize that their hiring process is failing but be unaware of which steps in
the process are causing the problem.

Having advised a number of organizations seeking to improve their function, I have

developed a process for identifying the weak elements of a recruiting process, which
I call Recruiting Failure Point Identification or Recruiting FPI. There are three
different FPI approaches that organizations can use to identify the key failure
points in any hiring process. They include.

Auditing each of the distinct steps in the recruiting process to identify failure points

Using a yield model to identify failure points

Using surveys to identify whats working and whats not working in the process

In this article Ill focus on the first approach, covering the other two in subsequent
articles.

It may seem surprising, but many organizations realize significant benefit just from
mapping out what they currently do and do not do, often realizing things they
thought were being done were not. The mapping also allows participants to realize
the big picture and the interrelationships between each of the individual steps.
Having a mapped process also enables construction of a yield model that enables
organizations to predict what volume of applicants would be needed to successfully
close a projected volume of requisitions.

The 19 Steps in an Effective Recruiting Process

In this section Ill list each of the 19 distinct steps in the recruiting process, as well as
the primary goal and the common cause of failure for each.

Step #1 Determine your ideal recruiting target the goal of this step is to
determine precisely who recruiting efforts should target, including performance
level, experience level, and whether or not they are actively looking for a job. If
youre targeting top performers or poaching from competitors, the remaining steps of
the recruiting process must be designed to fit the needs in the job search process of
your targeted candidate if you expect to even gain their attention. At this step many

firms prioritize their jobs, so that they focus resources on jobs with the highest
business impact. Common reason for failure: defining your target but failing to
design the approaches used in a way capable of recruiting and hiring that type of
target.

Step #2 Understanding your targets decision criteria a significant part of

any recruiting process is attracting desired talent, which you cannot do effectively
without understanding what your targets consider important. This step focuses on
identifying the key factors, known as job acceptance criteria, that are necessary in
order to convince a qualified prospect to apply for and eventually accept a job at
your firm. Common reason for failure: omitting this step altogether and producing
messages based on what the recruiting team finds compelling versus what the target
talent needs to hear about.

Step #3 Knowing where your target hangs out having defined your target
and their decision criteria, the next step aims at identifying where you are most likely
to find the target talent, including what communication channels would be effective
for recruitment messages. If you dont accurately identify where they spend their
time, there will be a low probability of you placing compelling information about the
company and the opportunity in a place they will find or pay attention to. Common
reason for failure: omitting this step altogether and deploying employment branding
and recruitment marketing to channels that are easiest to deploy to.

Step #4 Employment branding driving a pipeline of talent is the role of

employment branding, a science-driven discipline that produces a consistent flow of
qualified talent interested in some day working for your organization. The goal of
this step is proactively developing and deploying content about what makes your
organization a desirable place to work in the minds of your target talent populations.
Obviously, if qualified individuals havent ever heard of your firm or they dont
really think that your firm offers any positive or compelling features, you wont get
many direct applicants. Common reason for failure: firms present their employer
brand message in a perfect corporate format that is not judged to be authentic or
believable by the target audience.

Step #5 Learning your targets job search process at this step you
implement a process designed to identify the typical process that your target
audience uses once they begin a job search. The goal is to better understand precisely
how they look for jobs, so that you can engineer your approach to advertising
opportunities to make your jobs visible to them. If for example you learned that top
talent often start job searches using Boolean search strings entered into a major
search engine versus visiting a major job board, you may focus your attention on
making your jobs listing search-engine acceptable and optimized, versus
broadcasting to macro and micro job boards. Common reason for failure: again,
many recruiting processes omit this step and as result, rely on luck or coincidence in
order to be at the right place at the right time.

Step #6 posting jobs for active candidates because active candidates are
proactively seeking out job openings, it doesnt take a lot to make your job postings
visible. During this step, the goal is to write position postings and place them where
active candidates can easily find them. Obviously if the descriptions are written so
that they are unappealing or they are placed where your active candidates wouldnt
likely see them, you would have a low percentage of active candidates applying.
Common reason for failure: many firms refuse to gather data, so they are forced to
guess where active candidates look for job openings.

Step #7 Directly sourcing non-active prospects because non-active

prospects are not in job search mode, they are unlikely to read any job postings or to
visit your corporate career site. Instead, recruiters (or your employees through the
referral program) will have to identify them, contact them, build a relationship, and
eventually convince them to apply through direct sourcing. Common reason for
failure: many recruiting functions do little direct sourcing and as a result, they are
forced (often without realizing it) to select from a pool of primarily active
candidates.

Step #8 providing prospects with additional information at these step

potential candidates have decided to consider your firm but want additional
information before they decide to actually apply. The goal of this step is to make it
easy for potential candidates to find positive information about your firm and its

jobs. Many will visit your corporate website for additional information, opting not to
apply if what they find isnt immediately compelling. Smart prospects will also look
for information about your firm and what its like to work there in places you cant
control, including blogs, ratings sites, and via social media. The best firms identify
trusted information sources and work proactively to influence information on them.
Common reason for failure: lack of interest in identifying what information
candidates are most interested in and delivering a candid set of information.

Step #9 the job application process by this step, potential candidates have
been convinced to apply for a position, so the goal is for a large percentage of the
qualified individuals who visit the site to complete the application process. Common
reason for failure: most application processes are tedious or frustrating and there is
no feedback mechanism to find out why applicants drop before they complete the
process.

Step #10 Sorting applications by job once applications are received, the goal
is to ensure that the highest quality applications are sorted relevant to the most
appropriate jobs (manually or via software). Common reason for failure: no metric or
feedback mechanism to measure the percentage of applications that were routed to
the wrong job.

Step #11 The initial screening of applications and resumes at this step
applications are screened to see if they meet minimum qualifications for the job. The
goal is to successfully qualify the applicants so that qualified applicants are not
sorted out and that only a small percentage of unqualified candidates make it to the
next step. Common reason for failure: the absence of a metric or feedback
mechanism to measure the percentage of applications that were misclassified or that
advanced without meeting minimum standards.

Step #12 The initial phone screen having screened resumes, the next step
involves screening the individual behind the application. The goal of this step is to
gather additional information on the candidates qualifications and fit, which
should help you more accurately determine which candidates advance to an

interview. Common reason for failure: no metric or periodic testing to determine the
accuracy of the screening process.

Step #13 interviewing and selling qualified applicants in this step the most
qualified candidates advance to formal interviews and other assessment activities.
The primary goal is to rank order the candidates by level of desirability, with a
secondary goal of providing a positive candidate experience that effectively sells the
best candidates on this job. Common reason for failure: the absence of a feedback
mechanism to identify problems and candidate dissatisfaction with the process that
leads to top talent opting out before the process is completed.

Step #14 The final interview the goal of this step is to confirm your initial
desirability ranking and set expectations among those most likely to receive an offer.
Common reason for failure: the very best candidates have been previously screened
out by mistake or voluntarily dropped out of the process, so remaining choices are
mediocre.

Step #15 The reference checking process with your short list vetted and
expectations for an offer set, the next step validates the perception of your
assessment team using references. The goal is to gather additional information on the
finalist(s) and ensure information provided is not erroneous. Common reason for
failure: the reference checking process is underfunded and no one is accountable for
demonstrating effectiveness.

Step #16 The offer process the goal of this step is to put together an offer that
is within the companys boundaries and that meets as many of the candidates job
acceptance criteria as possible. The process should have the sales and influence
component that work to improve the likelihood of top candidates accepting.
Common reason for failure: no one is held accountable for this step and there is
seldom an effective mechanism to analyze failures and to provide feedback on how
the offer process can be improved.

Step #17 The post-offer acceptance process once an offer is accepted, it

doesnt ensure the candidate will actually show up for work! The goal of this step is
to ensure those that accept our offers dont back out (as a result of a counteroffer or

second thoughts). That often means continuous communications with the new hire
and providing more ties that closely link the individual to the firm prior to their start
date. Common reason for failure: this step is often left to chance or is omitted.

Step #18 The on boarding process contrary to popular belief, the primary
goal of on boarding is not to get employees enrolled in benefits, but rather to provide
resources and information that enable new hires to become productive as fast as
possible. Common reason for failure: failures often occur because of the week
handoff between the recruiting and onboarding functions and no defined budget for
onboarding.

Step #19 Feedback and new hire monitoring if the ultimate goal is
continuous improvement of the recruiting process, then this step is the most
important of all. The goal of this step is to assess the performance of new hires and to
use that performance information to validate or prove that the overall recruiting
process is producing quality hires. If a high percentage new hires fail, quit, or are
poor performers, you will know that the hiring process needs significant
improvement. A secondary goal is using new hires to determine what elements of the
recruiting process were and were not effective. Some organizations also consider it a
goal for recruiters to work individually with new hires to improve retention.
Common reason for failure: this step is skipped altogether.

Criteria for Assessing a Recruiting Failure Point

After mapping each of the steps of the recruiting process, the next thing to do is to
determine if there are any indicators that point to an activity as a possible failure
point. An individual step becomes an automatic candidate for closer examination as
a key failure point if it meets one or more of the following six characteristics:

1. The step is absent if a step is nonexistent, it cant make its contribution to the
overall hiring process!

2. The step has no defined goals without published clear and measurable goals, it is
unlikely that any activity will purposely produce desirable results.
3. Performance measures do not exist without feedback mechanisms to provide data
or metrics to monitor the output of the step, the probability of failure increases
dramatically.
4. Handoffs are not aligned the handoff between preceding and subsequent
activities is not aligned. If they are not aligned, the outputs of one step will not easily
mesh with the inputs of the next step.
5. No individual is accountable if no individual owns the step, there is less
likelihood that errors will be caught.
6. The step has no defined funding without a defined budget, there is no need to
justify the existence and the performance of the step.

Final Thoughts

One of the quickest and cheapest ways to identify potential failure points is to make
a simple list of the steps in the hiring process. For each step, list the primary goals,
how you measure performance of the activities in the step, and who is accountable. If
you find missing steps, unclear goals, missing metrics or lack of accountability, you
know what weaknesses may be leading to poor performance.

In my next article, Ill discuss yield models and how they can further help you
identify failure points in your recruiting process.

SOURCES OF RECRUITMENT:The various Sources of Recruitment are classified into 2

broad categories, namely:-

1. Internal Sources

2. External Sources

The Sources included under Each Category are Depicted in the following Figure:

SOURCES OF RECRUITMENT

External Sources
Internal
Sources

1. Employment Exchanges
1. Present
Employees

2. Advertisement
2. Employee
Referrals

3. Employment Agencies
3. Former Employees

4. Professional
4. Previous Applicants

Associations
5. Campus Recruitment

6. Deputation

7. Word of Mouth

8. Job Portals

Methods of Recruitment

Dunn and Stephens summaries the possible recruiting

methods into three categories, namely:1: Direct method
2: Indirect method
3: Third party method

DIRECT METHOD

The direct method includes sending of the recruiters to different educational and
professional institutions, employees contact with public, and mannered exhibits. One
of the widely used methods is sending the recruiters to different colleges and
technical schools. This is mainly done with the cooperation of the placement office
of the college. Sometimes, firms directly solicit information form the concerned
professors about student with an outstanding records.

Other direct methods include sending recruiters to conventions and seminars, setting
up exhibits at fairs, and using mobile offices to go the desired centres.

INDIRECT METHOD

Indirect method involves mainly advertising in newspapers, on the radios, in trade

and professional journals, technical magazines and brochures. Advertisements in
newspapers and or trade journals and magazines are the most frequently used
methods. Senior post is largely filled with such methods. Advertising is a very useful
for recruiting blue color and hourly worker, as well as scientific, professional, and
technical employees.

Local newspaper can be good sources of blue collar workers, clerical employees, and
lower level administrative employees.

The main point is that the higher the position in the organization the more dispersed
advertisement is likely to be. The search for the top executive might include

advertisement in a national periodical, whereas the advertisement of the blue color

jobs usually confine to the daily newspaper.

According to the Advertisement tactic and strategy in personnel Recruitment,

three main points need to be borne in the mind before an advertisement in inserted.

First, to visualize the type of applicants one is trying to recruit.

Second, to write out a list of advantages the company offers, or why should the
reader join the company.

Third, to decide where to run the advertisement , not only in which area, but also in
which newspaper having a local, state or a nation- wide circulation.

THRID PARTY

These include the use of commercial or private employment agencies, state agencies,
and placement offices of schools colleges and professional associations recruiting
firms, management consulting firms, indoctrination seminars for college professors,
and friends and relatives.

Private employment agencies are the most widely used sources. They charge a small
fee from the applicant. They specialize in specific occupation; general office help,
salesmen, technical workers, accountant, computer staff, engineers and executives.

Factors affecting Recruitment:There are two types of factors that affect the Recruitment of
candidates for the company.
1: Internal factors: These includes:- Company pay package

- Quality of work life

- Organizational culture

- Company size

- Company product

- Growth rate of the company

- Role of trade unions

- Cost of recruitment

- Employment rate

- Labour market condition

- Political, legal and government factors

- Information system

2: External factors: These include:- Supply and demand factors

Theories Regarding Recruitment

Recruitment is two way street: it takes a recruiter has a choice whom to recruit, same
way the prospective employee also has taken the decision whether or not to apply for
the given job vacancy. The individual take the decision usually on three different
basic:

1: The objective factors

2: The critical contact

3: The subjective factor

1. The objectives theory views that the process of organizational choice as being one
of weighing and evaluating set of measurable characteristic of employment offers,
such pay, benefits , location, opportunity for advancement, the nature of job to
performed, and education opportunities

2. The critical contact theory suggests that the typical candidates is unable to make a
meaningful differentiation of organizations offers in terms of objective or subjective
factors, because of his limited or very short contact with the organisation. Choice can
be made only when applicant can readily perceive the factors such as the behaviour of
the recruiters, the nature of the physical facilities, and such as the efficiency in
processing paper work association with the application.

3. The Subjective Theory Emphasizes The Congruence. Here The Choices are made on
Highly Personal and emotional basis.

PHILSOPHIES OF RECRUITEMT:Basically there are two Philosophies of recruitment. These are as follows:

1: REALISTIC JOB PREVIEWS (RJP)

Realistic Job Previews provides complete job related information to the applicants so
that they can make the right decision before taking up the jobs. It includes positive
and the negative aspects of the job.

2: JOB COMPATIBILITY QUESTIONNAIRE: (JCQ)

Job compatibility Questionnaire was developed to determine whether an applicants

preference for the work match the characteristic of the job. The JCQ is designed to
collect information on all aspects of the job which have a bearing in on employee
performance .absenteeism, turnover and job satisfaction. The underlying assumption

of JCQ is that, greater the compatibility between an applicants preference for the job
and characteristic of the job as perceived by the job seeker, the greater the probability
of employee effectiveness and longer the tenure

CHAPTER-4
TEMP STAFFING

TEMP STAFFING:-

Temporary employment is a situation when the employee offers his services to the
employer for a fixed period of time and is expected to leave after the completion of
such fixed period. Temporary employees are often called as contractual or
casual staff and may work full-time or part-time depending upon the need.

Rising costs and stiff competition are forcing firms to focus on their core businesses
to improve efficiency. Thus companies have started outsourcing workforce in noncore areas to third party employers or temporary staffing firms. A temporary work
agency or temporary staffing firm finds and retains workers. These staffing firms
deploy temporary employees on different assignments of other companies who are in
need of the temporary workforce. Temporary staffing firms are distinct from
recruitment firms, who seek to place permanent employees for clients. In case of
temporary employment through a staffing firm while the principal employer is the
client where the temporary employee works, staffing firm is the contractor which
takes care of the payroll of the temporary employee.

Temporary Staffing in India

In India, labour market is highly fragmented where unorganized workforce accounts

for almost 80% of the total workforce. India has around 90 million temp workforces
of which only 0.5 million work in organized sector. The temp staffing industry is
growing at a rate of around 20% per annum and the current market is estimated to be
around Rs.17, 000 Crore. The major industries employing temp staff are Agriculture,
Power & Energy, Consumer Durables,Automobile, Information Technology,
Hospitality, Health care, Telecommunication and Retail. The major domains
employing temp staff are Sales & Marketing, Engineering, Human Resources, IT,
Support Services etc. The sectors which are growing rapidly in temp staffing are
Manufacturing, Automobile, Agriculture and FMCG.

Temporary Staffing in an organization may be done at any level ranging from

operational to higher management but is majorly done for blue-collar staff with

salary ranging from Rs.5,000-8,000, white-collar staff for generic front-end retail and
technical staff.

Why are India companies opting for temp workers?

Indian companies are home to many unique projects and solutions. Many of these
require people with specific skill sets to deliver them. Hence, organizations are often
faced with the requirement of knowledge workers to facilitate the delivery of such
projects. This has led to the growth of what is called short-term project-based
hiring or temping. Simply put, organizations hire contract workers for a short
time, typically till a project lasts. Contracts range from a period of 2 months to 15
months.

While large global organizations follow this recruitment mechanism, in India it is

gradually gaining popularity.

Small and medium sized organizations are employing temp workers. These
organizations are opting for temping for many reasons some of which are:

Temps or contract workers are on the payrolls of a third-party staffing organization

and as such organizations do not need to worry about employment, recruitment and
even replacements!.

They save on the cost of training as the staffing form typically sends in batches of
knowledge workers according to the project.

They can drastically cut down non-productive staff costs especially when they do not
have the visibility of a similar project in future.

They can reduce the number of staff on bench and hence save on salaries.

They can pay relatively more to contract workers and get work done rather than
recruiting them for long-term and paying them perks and retirement benefits besides
huge salaries.

But the question is - will this trend be a sustained one? In India, job security is still
considered essential for a career. As such, how are professionals coping with the risk
element associated with working on short-term assignments?

Temping professionals maintain that in this rapidly changing economic environment,

the very survival of organizations is unpredictable. Permanent job assurance is now
pass as downsizing can happen any time. Many temps also like the exposure to a
wide range of applications and organizations.

Temping will not suit people who are risk averse and believe in permanent roles with
clearly marked paths for personal and professional development. Surprisingly
enough, HR pundits and industry watchers believe that this new HR trend is here to
stay.

Advantages of Temporary Staffing

Recently many companies have started opting for temporary staffing because of the
benefits provided by it. Temporary staffing not only benefits the companies but also
the temporary staff or associates and is thus growing rapidly in India.

The advantages to companies are as follows:

Focus on core activities This is one of the most important reasons why companies
go for temporary staffing. By outsourcing the HR functions, the permanent employees
can focus on core business of the firm thus improving the efficiency.

Easy recruitment and replacement A lot of resources are spent on recruitment

activities in companies. Temporary staffing firms through their expertise, provide
assistance in sourcing and recruitment of both temporary and permanent staff.

Legal and Statutory issues Many organizations opt for temporary staffing to reduce
legal hassles and statutory complexities.

Cost reduction Companies reduce costs by opting for temporary staffing because
they save on difference in benefits provided to permanent and temporary staff.
Reduction in lawsuits and operational efficiency also help in cost savings.

Flexibility in staffing Temporary staffing helps in fulfilling short term requirements

of firms. It not only helps in providing immediate specialized staff but also easy exit
of temporary staff without many legal hassles. Thus, companies hire temporary staff
to match seasonal peaks, to cover for leave vacancies and to perform one-off tasks.

Disadvantages of Temporary Staffing

There are several advantages of temporary staffing as stated above which prompt
firms to opt for it but there are several challenges which organizations face due to
temp staffing and these must be kept in mind before taking any strategic decision.
These are as follows:

No job security This is one of the biggest disadvantages of temporary staffing.

Because temporary staff is employed to meet short term needs, they are always under
a constant threat of being axed.

Less motivation & productivity Temporary employees do not have much emotional
connect with the principal employer which affects their motivation to work and in
turn affects the productivity.

High Attrition Less job security and emotional connect with the principal employer
results in very high turnover rates especially at operational levels because employees
constantly search for newer and better employment opportunities.

Less benefits It is a common practice in Indian industries that temporary employees

are being paid less than their permanent counterparts and are also provided with lesser
benefits. Temporary employees in a hope to become permanent employees keep
working for lesser benefits and many companies exploit this condition.

WHY TEMP STAFFING??

TEMP Staffing purpose to the Organisation:The opportunity for organizations to focus on core Areas.
Flexibility of employment
Ease of Recruitment and Placement
Long term cost advantage

TEMP Staffing Purpose for Employee and Employer: People Choose a temporary job as they could not find a permanent job.
Flexible Schedule
To be able to quit or if they are looking to work for short periods.

CHAPTER :-5
ADECCO TEMP STAFFING SOLUTION

ADECCO TEMP STAFFING SOLUTIONS:-

People are the most powerful asset of a Company and the ability to choose the right
people is more strategic for any company, Today Companies across the globe lay
critical emphasis on their human Resource and in the process, newer methods have
evolved to enable them to get the right people for the right job at the right time.

Some of the underlying reasons that have made Companies opt for Temp
Staffing:-

Improve Focus on Core/Critical Activities.

Seasonal Nature of Business.
Business Uncertainties.
Scale up or Scale down of Business.

The Staffing Solution Division of Adecco India is a leading provider of end-to-end

solution in Temporary Staffing and operates through the Largest Company Owned
branch network across 70 cities/Town

ADECCO BUSINESS LINES:-

Industrial
Staffing

Adecco staffing solutions

Staffing

General
Staffing

Value Added Services

Profession
al staffing

Payroll management Services

IT Staffing

Compliance Management Services

Technical
Staffing

MIS Management

Employee Assessment

Training

ADECCO SOURCING PROCESS:Defining the job Description

Transition

Recruitment Consultant:
Screening the Resumes

Completing the Formalities Such as

HRIS Form, ID Cards, Insurance
Account No etc.

Short Listing Candidates

Offer
Client Interview

Selection

Acceptance

Reporting

CONTRACT
SIGN-UP

The

stuffing

cycle starts with

signing

up

contract with the

Client Company.

ADECCO signs up contract that consists of all the terms and conditions along with their
fees for their services. Account Manager or the Branch manager sings up the contract.

TRANSFER / RECRUIT
This is the next step in cycle. The Client Company decides whether a temporary
worker presently working in the company will be transferred to ADECCO or not. If the
worker is transferred then the service fees according to the contract will be charged. The
Client Company may also recruit fresh temporary staffs.

RECRUITMENT/ SELECTION & CO-SOURCING

The process in detail includes:

Phase I

On receipt of job order from the Client Company, the portfolios are assigned to the
Recruitment team.

Based on the job requirement, potential candidates from the available rich database,
industry referrals & respondents to our advertisements are short listed.

Short-listed candidates are made to undergo initial screening by the recruitment

consultants.

Recruitment team conduct pre-selection interviews (Personal/ Telephonic), before

sending the candidates names to clients office.

Phase II

Short listed candidates are called for interview.

Here they are interviewed by the selection panel /or by representatives of the clients
company.

Telephonic or live interviews are arranged at different locations depending upon the
specific demand of the job profile.

Phase III

Once candidates are selected by the client, reference check is conducted.

On receipt of Appointment letters, all documents required are processed immediately.

Individual files are maintained using specialized Recruitment tool Hire Craft for all
selected candidates.

Constant co-ordination is maintained between client's offices to ensure that

candidates are mobilized in the shortest possible time.

At the end of this Recruitment and Selection process the sourcing fees is charged
accordingly to the contract signed up with the Client Company.

Work of the Recruitment Team

Handling End to end recruitment and induction process.

Responsible for executing a flawless and timely interviewing process, working with
the technology discipline to understand business and profile requirements, and gain a
solid understanding of the same.

Screening resumes matching the requirements from the existing database, Staffing
partners, job portals, campus, etc.

Scheduling Face to Face or Telephonic interviews for candidates.

Checking candidate's adaptability/ aptitude for the specific assignment, inducting
them about the requirements, matching their profiles and organizations expectations
& evaluating their suitability

Conducting preliminary interviews for all the candidates and thereafter-organizing

technical interviews. Scheduling & coordinating interviews as when required.

Maintaining Market Intelligence Report for current requirements.

Offer Follow-ups until their joining date.

Maintaining Database like Recruitment database using Hire Craft.

Carrying out such other activities as may be assigned by the Management.

Example:-

Industry = Telecom

Mandate shared by the team leader

Analysis of Job Evaluation

Job description
Job Title:
Business Development Executive (BDE)
Date of interview:
07-05-2012

Reports to: Channel Sale Manager

Division/Dept:

Institutional Sales

Job Purpose

Will increase the reach and penetration of telemedia products-Voice,

DSL, Data and dongles(4G & 3G) through new account penetration
and cross selling in existing accounts

New account acquisition-Identify and pitch telemedia products to

prospective customers and close sales

Follow the daily sales discipline and the sales processes to close voice
and DSL orders

Driving data and dongle business

Job specification

Experience-2 - 4 YEARS in B2B Market in Sales in telecom, internet

bandwidth, office automation, hardware sales etc.

Educational Qualification- MBA (Marketing)

Others-

o Presentable
o Good communication Skills
o Convincing skills
o Analytical skills
o Go getter

Vacancy= 20

Sourcingo Referrals
o Job portals

JOINING PROCESS

PROCESS TEAM

Monthly informations are collected from the client.

Handling monthly payroll & preparing salary sheet.

Maintaining leave record.

Calculating Incentives, reimbursements and other allowances.

Ensures to update the A/c no. for salary transaction.

Ensuring the monthly payout on time.

COMPLIANCE

Submitting the EPF & ESI forms to compliance department.

ESI cards delivery on time.

Facilitating the employees with medi-claim facility providing by TPT vendors.

Assisting the employees in their Provident Fund withdrawal process.

ON BOARDING

Collecting information from the client.

According to the information given by the client making the salary break-up by
considering minimum wages rate.

Issuing Appointment letter to employee deputed at client places.

Maintaining Database like Employee profiles on software (E-Wrapper).

CHAPTER-6

DATA ANALYSIS

DATA ANALYSIS:

Number of temporary employees staffed by ADECCO

Salt Lake branch

Number of temporary employees staffed by ADECCO (Salt lake Branch)

2500
2000
1500

No. of temporary employees sourced by ADDECO

1000
500
0
2010
Year


From the graph we can see that in 2010 the number of temporary employees
staffed by Adecco was 1900 and in 2011 it is 2230.So there is an increase in number of
temporary employees.

Average salary

Y
Averag
e
e
a
Salary/
r
month
2
0
1
4500
0
2
0
1
5000
1

Average Salary
6000
5000
4000
Average Salary

3000
2000
1000
0
2010

2011
Years

The average salary of a temporary staff sourced by ADECCO Salt

Lake branch was Rs 4500 in 2010 which increased to 5000 in 2011.

Classification By Education:-

Characteristics of temporary employees staffed by ADECCO Salt lake

Branch according to Educational Qualification
Educational
Percentage
qualificatio
n
of Employees
HS
35%
Graduation
50%
Post
15%
Graduation

Chracteristics of temporary staffs according to Educational Qualification

0.6
0.5
0.4
0.3
0.2

Percentage of Employees

0.1
0

Educational Qualification

Classification through job Experience:

Job
Experie
nce
Freshers
1 year
1-5
years
More
than 5
years

Percentage
Employees
25%
25%

20%

30%

Characteristics of temporary staffs according to

job experience

0.35
0.3
0.25
0.2

Percentage Employees

0.15
0.1
0.05
0

Job Experience

Number of walk in candidates:-

Month

J
u
n
e

J
u
l
y

A
u
g
u
st

No. of
Candidates

7
8
0

7
5
5

7
0
0

Chart Title
800
780
760
740
NO OF WALK IN
CANDIDATES

720
700
680
660
640
Series 3

JUNE

JULY

CHAPTER-7
CONCLUSION & SUGGESTION

.
CONCLUSION:-

FINDINGS:

REASONS BEHIND GROWING POPULARITY FOR

STAFFINGSOLUTIONS:
COST EFFECTIVESS:This is one of the biggest advantages that a company can derive byusing the services of a
staffing organization. Recruitment process is an elaborate one and ispreceded by
formulation of a detailed talent acquisition plan. Companies, generally appoint a
hiring manager and a hiring team so as to ensure that the process gets completedsmoothly.
Undertaking the elaborate process demands resources. By using the services
of staffing organization, the companies may save cost and make better use of
working capital.

FLEXIBILTY:
This is another major reason that drives the company towards using theservices of a
staffing organization. A project based requirement or seasonal requirement requires
manpower which is be available- just-in-time. Temporary staffing solutions givethe
companies

this

desired

flexibility

and

an

option

to

utilize

resources

without undertaking the staffing process directly.

Flexibility, to scale up and down and acquireresources to meet immediate demand is

what temp staffing can offer. The companies may want resources that generally hit the
ground running

and areONLY there while there is work to be done. All these requirements can be met
by going in for the temporary staffing solutions.

FOCUS ON CORE COMPETENCIES

Recruitment is not the core business of a company. Byoutsourcing this process or
certain parts of this process, the companies can focus on what is called thecore
business area.It ensures that the company does what it is supposed todo and focus on
its core competencies.

LACK OF IN-HOUSE COMPETENCY:

A start up firm or a small company may not have theinternal resources to undertake the
staffing process. Staffing solutions come as a boon forsuch companies. The expert services of
a staffing organization may be made use of whenthe in-house team is either absent or
lacks internal resources to handle the elaborateprocesses.

CHALLENGES FACED BY STAFFING COMPANIES

PRICING EQUATION:

Though the industry has tremendous potential of growth, there are certain aspects
that merit consideration as these aspects could pose challenges for the players in this
industry.This industry is an extremely price sensitive industry. Many companies still
differentiateone staffing company from the other on the basis of the price at which it offers the
services.Maintaining strict price discipline is extremely important for the players in
the industry.

SERVICE DIFFERENTIATION:

Staffing is a highly fragmented and a highly competitive industry. Differentiating

oneself onthe basis of customized and quality service offerings is another challenge.
Operationalexcellence, service/product innovation or developing niche on the basis
of skills,geographies or industries pose not only challenges but, put together becomekey tosuccess!

DETERIORATING GLOBAL ECONOMIC ENVIRONMENT:

The deteriorating global economic environment would significantly impact the

industry. In US, the temporary employment declined by 76,000 jobs in January 2009,
which happens to be the 24thmonthly reduction in temporary jobs over the last 25
months. In Canada, fell by 129,000 in January 2009, driving the unemployment rate
upto7.2%. In France too, the macroeconomic environment is weakening faster than
what was expected. The publicly traded staffing companies have seen their share
prices fall drastically. Global staffing companies feel that they are in a better position than
smaller companies to manage the crisis. Smaller staffing companies are more vulnerable
to economic recession as they depend on high margins to ensure profitability

What Are the Weaknesses of the Recruitment Process?

Recruitment is a human resource process whereby an organization proactively seeks

out candidates to fill job vacancies. Recruiting is intended to increase the quantity
and quality of applications for a position to improve the chances of getting a great fit
for the job. Some recruitment process weaknesses are of a general nature, but others
are specific to internal, external or online recruitment.

Inefficiencies

A main general weakness of recruitment processes is that some recruiters spend time
using search and recruiting tools that do not lead to better quality candidates. Instead,
they resort to common tactics such as job fairs, recruiting tables in public spaces and
cold calls. Often, the best candidates are already working in the industry for other
companies. Unfortunately, it is more difficult to get access to these employees.

Internal: Narrow Ideas

Companies that use internal-only recruitment restrict potentially better-qualified

candidates from outside the company. This may appease the desire from current
employees that promotions are internal. However, a company can miss out on
opportunities to get an infusion of new ideas or approaches to doing things that can
come with external hires. Also, excluding external candidates generally limits the
total talent pool, which may prevent the company from ultimately getting the best
person to fit the job.

External: Time and Expense

External recruitment processes typically take more time to complete and involve
more expense. Internal recruiting often takes place through emails and job board
postings at the company. To recruit externally, you have to invest money in
marketing and advertising for the position, as well as paying recruiters to actively
seek out the most-qualified external candidates. Additionally, the screening process
requires more diligence and thoroughness since you no less about external candidates
than you do about internal candidates.

Online: Cumbersome

Online recruiting has increased in prominence as the Internet has grown and more
online job boards have become available. Despite the larger pool of potential
prospects to recruit, many of the people that apply for positions on job boards do not
even meet the basic qualifications for the position. This requires recruiters to sort
through many useless applications just to get to some that are worthy of
consideration for an interview. Recruiters also have to research and evaluate different
job boards and recruiting sites to know where to list jobs

Seven Myths of recruiting

1.You can handle all recruiting online. Theres no question that the Web has made
it a lot simpler to reach hot prospects--and for them to reach you. It can also slash
recruiting costs dramatically. However, its not the only game in town. Recruiters
with solid industry connections are essential for finding candidates for senior- and
executive-level positions, and valuable for combing through piles of rsums for
many other positions. Whats more, paper-based rsums can yield impressive
results. If its not possible to process paper or scan it, its wise to at least send a
letter or e-mail to the individual asking that he or she head to the Web site to fill out
an electronic rsum. Otherwise, "an organization can see excellent candidates slip
through the cracks," notes Peter Weddle, a leading expert on online recruiting.
2. The software will find the best candidates. Its tempting to think that an

applicant-tracking system will mine all the rsums that stream in, monitor job
boards and land all the A-players your organization desires. Unfortunately,
switching on a totally automated system is a recipe for disaster. "It is essential to
have a sourcing strategy for driving hot prospects to your Web site," says Scott
Erker, a vice president at DDI, a Bridgeville, Pennsylvania, consulting firm.
"Otherwise, unless youre a brand-name company with incredible appeal, you may
wind up with a lot of candidates, but a lot of mediocre candidates."
Attract desirable candidates through a well-designed corporate Web site, job boards,
professional journals, job fairs and highly targeted advertising. And use recruiters-internally or externally--who understand the needs of the organization.
3. The computer will help an organization work faster and better.

Faster, yes. But better, only if you use the system effectively. Unfortunately, "too
many organizations take an entirely myopic approach to applicant-tracking
systems," says Weddle. "They wind up using them for ad hoc sourcing." Indeed, a
recruiter searches the database to find the candidates of the moment--usually the
first names that pop up on a list. A better approach, Weddle says, is to identify
prospects up front, communicate with them regularly and even pre-qualify them.
Then, when an opening occurs, its possible to speed up the hiring process and slot
them

into

position--with

much

higher

rate

of

success.

4. Todays applicant-tracking software doesnt require training.

One of the biggest mistakes, says Jim Holincheck, a research director at Gartner, is
unleashing human resources staff and recruiters on a system without adequate
training. That can lead to bad searches and interviews with unqualified applicants.
Simply typing in keywords is no guarantee of success. An applicant could be
studying for an MBA and play Chinese checkers as a hobby but appear on a search
for MBAs who speak Chinese. "Candidates are getting smarter and stuffing rsums
with keywords," says Scott Johnson, a human resources business consultant at
Household Finance, a Prospect Heights, Illinois, lender that receives more than
1,000 online rsums each day. "The software must have an artificial-intelligence
component, and recruiters and line managers must understand how to use it
correctly." With AI, the software can analyze word patterns in a rsum and discover

whether an applicant might qualify for a certain job, and do it better than a run-ofthe-mill

keywordsearchcan.

5. A good applicant-tracking system makes interviewing and background

checks less significant.

While an applicant-tracking system can generate a list of solid candidates, thats

only the starting point, Erker explains. "A company still has to be very good at
interviewing candidates, and it must use screening tools and background checks to
ensure that the person has the skills and integrity that are desired."
Without the right mix of systems and tools--and an appropriate understanding of
how to use them--line managers and others will likely find themselves hiring the
wrong applicants. An organization could find itself staring down the barrel of high
turnover, increased labor and recruiting costs, theft, drug use and an array of other
problems.
6. All systems are created equal. While many of todays applicant-tracking
software tools function in a similar way, there are significant differences
between various products.

"All organizations are somewhat idiosyncratic, and what works for one might not
work for another," Weddle explains. Whats more, some products are better for
certain types of organizations--or certain industries. Too much emphasis on the upfront price can torpedo ROI down the line. "Its often necessary to customize a
system to handle specific challenges or problems, and have special reports and
forms available," he adds.
Without the right product, a company can find itself boxed in and forced to use a
system that creates more problems than it solves.
7. A good recruiting and applicant-tracking system will force a company to put
effective business processes in place. Nothing could be further from the truth.

The most outstanding system in the world can wreak havoc if an organization
doesnt have solid practices in place to support recruiting and hiring. "Its important
that an organization understand the business problem and what it is trying to

accomplish," Holincheck observes. In fact, the underlying business issues affect not
only the decision about which product to purchase, but also how the entire process
of recruiting and hiring takes place. That can mean scrutinizing everything from job
descriptions to the formal requisition process. Johnson, from Household Finance,
adds: "Many companies believe that once they launch a program, they can sit back.
There are ongoing issues related to productivity, training, evaluation, metrics and
system compliance. In reality, its an always evolving and ongoing process."

8 Skills Recruiters Should Have

1. Strong sales skills if you havent figured it out by now, recruiting is sales. If you
disagree, you are in the wrong business. Not only do recruiters need to sell their
clients (internal or external), but they need to sell candidates on opportunities and be
able to articulate why company X is an employer of choice and why a particular
opportunity is not just a great opportunity, but how it is the opportunity of a lifetime.
2. Ability to cultivate and build relationships anyone can pull a name out of a
database and place a call. Its another thing to actually cultivate and build
relationships with the candidates we recruit. Perhaps knowing a little about what
makes them tick, what their hobbies are, engaging in a conversation rather than just
following a script, etc. Social media, smart phones, and other communication
platforms have built bridges straight into our personal lives. By creating a more open,
friendly, and communicative relationship with candidates, the candidate experience
will increase, making the recruiter and company stand out professionally and as an
employer of choice.
3. Hunters mentality there are so many ways to source for talent these days. There
is an abundance of sites, networks, tools, and platforms all built in some fashion to
make a recruiters life easier. But it is how each recruiter uses these tools that will
make the difference. It all starts with the mentality of the individual. Recruiters are
big-game hunters, and having the mindset to hunt and be relentless until the hunt is
done is a priceless skill set. If a recruiter is going to sit at a desk, log in to Monster
and keyword search all day that is not the hunter mentality you want. You want

someone who will use cold calling, social media, Boolean searches, networks, etc. in
order to find the strongest and most-qualified individuals.
4. Big-picture thinking simply focusing on single searches each day is great, but
having the ability to see how candidates can fit into an organization, the potential
value they can bring, or even knowing where a superstar candidate could fit in, even if
there is no immediate position available, is invaluable. Moreover, keeping an eye on
future tools, technology, and best practices and knowing what is coming down the
pipeline will keep your company well versed and competitive in a tough talent
market.
5. Strong follow-up skills probably the #1 topic that irks me the most about
recruiters follow-up skills. How hard is it to return a call or an email I will tell
you that it is not hard at all nor does it take a severe amount of time to update a
candidate, hiring manager, co-worker, etc. on events. I have heard all the horror
stories of a recruiter (agency or corporate alike) calling someone frantically, building
them up and setting them up to interview, only to never reach back out to the
candidate again. All that does is breed negativity and it is not part of the relationshipbuilding process what so ever.
6. Listening anyone else ever had the recruiter-talk-your-ear-off presentation about
how great they are, the database they have access to, successful placements, etc.?
Recruiters need to listen first and talk second. Recruiters must possess the uncanny
ability to listen and take a proper job order. Too many recruiters run their traps to no
end. Its annoying.
7. Consultative in nature recruiting is a science and there are methods and
processes. The majority of hiring managers need to be consulted on these procedures
and processes in order to build long-term success and proper process flow. Good
recruiters have the ability to advise and push back on their clients if need be. A good
recruiter will act as a trusted advisor for their clients, and in return, clients will respect
and act on given advice.
8. Personable and approachable how many times do candidates call or meet a
recruiter at a career fair and they are nervous on the other line or on the other side of

the table. I love taking an approach opposite that which a majority of other recruiters
take. I answer my phone calls and return emails. People will call me and are surprised
that I even answered my phone. They are even more surprised that I am in a good
mood, ask them how they are doing, thank them for their call, and take one minute of
my time to let them introduce themselves and follow up with me. My mother always
told me that I could catch more bees with honey than I can with vinegar.

RECOMMENDATION & SUGGESTION:

Before taking interview, they should provide details about ADECCO, because many
candidates have a wrong conception about ADECCO that it is a consultancy.

Before selecting the employee more emphasis must be laid on whether he/she is
capable of doing that particular job or not rather than if he/she fulfills the minimum
criteria to do that job.

Proper data must be maintained by each recruiter about the candidates who are not
shortlisted at any of the stage of recruitment, as this will increase the database, which
could be referred to whenever future requirement occurs for the similar or different
job profiles.

Proper data must be maintained by each recruiter about the candidates who have
already placed.

A central database should maintained rather than individual database.

At present there is no client in IT sector, they must appoint a IT sector company which
could help placing the B.Tech candidates.

LEARNING OUTCOMES:

My tenure as an intern with ADECCO, INDIA, Saltlake Branch has been a great
learning experience for me. I would like to summarize learning outcomes in the
following points:-

Assisting the recruitment consultants in filling the job positions exposed me to the
series of systematic steps that are undertaken while rendering the services to the client

companies.
The dedicated team of employees at ADECCO will be a source of inspiration for me.
Their commitment to quality, ability to manage work within time constraints and at
the same time maintaining positive atmosphere is something that contributes a lot

towards my overall learning experience.

Importance of Quality was a major aspect that drew my attention. I got to learn how
a successful and a global player like Adecco India is able to distinguish itself from
other players on the basis quality of work offerings.

BIBLIOGRAPHY:

www.adecco.co.in
www.citehr.com
www.wisdomjobs.com
Human Resource Management-V.S.P Rao