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Technology changing the face of recruitment in Goa

Technology changing the face of recruitment in Goa

The pressure on human resource personnel as well as agencies to deliver as per expectations can very well be imagined. For any post advertised, there may be hundreds or thousands of applications or emails received by the advertiser. For very senior positions like the recruitment of a vice president or GM, the process involved is equally elaborate.
Raj Chodankar of Naukri Goa said there were systems in place now for selection of candidates. Tests, he said were given subtly during the course of the entire process to ascertain the reliability, ability and focus of the candidate.
Raj said “At times we keep the candidate waiting between interview calls to check how he or she will react. Sometimes we keep the candidate waiting in the office for quite a while before we call him or her in. this is of course done at mid level recruitment.”
Reference checks he said were mandatory with corporate’s not willing to take chances. Recruiting the wrong candidate can according to industry data hurt the company in terms of relationships with valued customers etc.
Raj said his company as well as the client would occasionally have two people interviewing candidates who they felt had potential. One would be the calm collected individual ensuring everything moved peacefully while the other would ask tough questions and be generally very aggressive. This would give them an idea if the candidate would be able to stay calm. There we he said guidelines given by each and every company for each and every position.
With regards to Goa, he said certain skill sets were not available amongst local candidates for senior positions. This meant a candidate from outside the State was usually selected. Interactions would be conducted over skype or similar platforms. Psychometric testing for par for the course and industry personnel revealed that various head hunting firms had developed internal matrices to evaluate personnel especially those being considered for senior positions. They turned coy when asked for details of these matrices claiming they were proprietary.
Another headhunting firm with a presence in Goa and Mumbai, Resource Management Group Plus Pvt Ltd headed by Merwyn Sequeira was of the opinion that head hunters had systems in place and conducting handwriting analysis and using psychometric tools were par for the course.
He said “With experience, one gains a better insight into the candidate. At the end of the day it is about performance. Knowledge can be gained over time or taught but attitude is very important. These tools help us and the client gain an understanding into the working of the candidates mind.”
As technology continues to evolve, it plays an increasingly important role in the way companies approach the talent search and the hiring process. A manager said that twenty years ago the resumé was a piece of paper but now it’s a collection of all [candidate] data that can be found online, like participation in online communities, conferences and meet-ups. These indicators she said could help them assess whether a person would fit, and learn if he or she had the right skills for a job.
As companies globalise and look for more specialized skills, the role of the recruiter becomes more and more important. The highest-performing companies are now pushing more and more responsibility onto the shoulders of hiring managers (training them how to interview) and letting recruiters focus on high-powered sourcing and initial screening. The more ‘assessment’ we push to hiring managers the better.
At Oracle, the company specializes its recruiters on narrow job areas and gives them administrative support for social networking, ad management, and scheduling. The recruiters are very senior and they are measured on their ability to strategically source and attract passive candidates, often from competitors. Hiring managers play a major role in the process and partner with recruiters on sourcing and assessment.
Today smart companies are looking at Corporate Talent Networks. The growth of Linkedin,Twitter, Facebook, companies have now evolved from a model of “candidate relationship management” to a model of building a ‘talent network’ from which to recruit. The ‘talent network’ is not just a place to post jobs, it’s a place to attract people: and it includes fans, candidates, employees, alumni, and even customers. The science of human assessment will never stand still. Tools like Myers-Briggs and hundreds of other personality or skills assessments have been around for decades. Today, driven largely by the power of the cloud, there seem to be an explosion of new assessment tools.
The days of an ‘employment brand’ are over. Today the real employment brand is walking out the door every evening, talking with their friends, posting information on Facebook, and possibly complaining about your company. Today’s high-powered recruiters work directly with the SVP of Marketing to create a research-based, authentic employment brand and promote it on the front page of the company website (not only in the ‘careers section’). A large percentage of the people who visit your company online are looking for jobs – so you want to grab them quickly.
It may take time but when done right, the effect is dramatic and can change the fortunes of a company.

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