BUSINESS INTELLIGENCE IN RECRUITMENT

IT recruitment is caught in a paradoxical situation. On the one hand companies are eager to induct new hires, while on the other the right candidate often proves elusive. On the other hand, hundreds (even thousands) of hopefuls who have sent in their particulars wait anxiously for an interview call. The twain seldom meet to their mutual satisfaction.
Data analysis can go a long way in making the hiring process faster and more efficient. This is where the application of business intelligence (BI) has a considerable impact on the hiring process.
BI relates to the tools and systems that play a key role in the strategic planning process of an organisation by gathering, storing and accessing data. Traditionally used by companies to solve problems related to distribution, sales, marketing and logistics, the next step is to use BI to supercharge the hiring process.
To make 250 offers, our team met 5,000 people and went through 20,000 biodatas.

Kris Lakshmikanth Managing DirectorHeadhunters India
BI tools can be used to track blacklisted candidates. It becomes easier to weed them out

Rajaram Agarwal Managing DirectorTalentAhead India
Bangalore-based Headhunters India has been using an in-house-developed proprietary BI tool for the last two years. Says Kris Lakshmikanth, its founder and managing director, “Search or recruitment companies like ours conduct recruitment day-in and day-out. In December, we generated over 250 offers with an average CTC of over Rs 3.5 lakh.” As a rule of thumb, Headhunters India would have to meet 5,000 people in order to make 250 offers. To meet 5,000 people, its team would have gone through 20,000 biodatas. “This is a massive task anytime, so BI tools are useful to us,” says Lakshmikanth. For executive search companies, whose earnings are solely dependent on the joining of the candidate, the BI tool is vital for converting offers into hires.

BI can help recruiters:
Identify cities, companies or media from where they can recruit talent.
Find the right recruitment company to partner with.
Pick the college campuses that must be targeted.

Experts agree that the hiring process can be made more efficient by analysing data regarding existing employees to create a hiring profile. An organisation also needs to know the right mix of skills needed to achieve its business goals. Nirupama V G, executive vice-president, TeamLease Services, points out that some employers use data mining techniques to understand the characteristics of their top performers. “By understanding the characteristics of this group and rating them on parameters such as education, years of experience, skills and personality traits, a hiring profile can be established to recruit individuals who possess similar characteristics,” she says, adding that while this technique has been used many times, one must realise that the profiling is based on historical data which may not always successfully indicate who will be a top performers in the future as changes in social, economic and environmental conditions can throw a spanner in the works.

Student Placement Policy

Student Placement Policy

Rationale and Objective(s)

1.1. The policy will ensure that:
there is appropriate consistency and Quality Assurance in the management and administration of placements across the University;
placements achieve their educational outcomes;
reasonable steps are taken to ensure that the health and safety of students are not jeopardised by activities undertaken during placement;
reasonable steps are taken to ensure that the University is not rendered liable for any conduct by either a student or placement supervisor during an external placement; and
reasonable accommodations are made for students with disabilities.

2. Definitions and Acronyms

In the context of this policy:
Course Coordinator means the member of the University’s academic staff designated by the Head of School as responsible for planning and coordinating the delivery of a Course and for ensuring its appropriate assessment, in consultation with the Program Convenor and with the Head of School, who has the final responsibility. The Course Coordinator may also be the/a placement supervisor;
misconduct means unacceptable behaviour that includes but is not limited to conduct that:
engages in unlawful or criminal activity on the premises of the placement agency; o r
disrupts, interferes with, or is detrimental to the conduct of the agency; or
obstructs any officer or employee of the placement agency in the performance of their duties; or
damages or wrongfully deals with any property on a location where a student is present under the auspices of the University; or
disobeys, without reasonable cause, any instruction of an officer of the University or the placement agency, including the failure to leave any building or part of a building when directed to do so; or
refuses, withholds, or fails to identify oneself truthfully or furnishes false personal information to any officer of the placement agency; or
disobeys or fails, without reasonable cause, to observe any policy, procedure, or regulation of the placement agency; or
assaults or threatens a person, or causes others to fear for their personal safety; or
breaches confidentiality or privacy requirements or obligations in respect of the placement agency, its staff, or other relevant parties.
placement means a clinical placement, practicum, internship and any other like form of professional, industrial or vocational experience included in a course or required for a program;
placement supervisor means a member of the University’s academic staff responsible for the supervision and assessment of students undertaking placements included in a course;
placement agency means any agency or body which provides placements for students of the University;
placement agency supervisor means a member of staff of a placement agency who is responsible for supervising and/or contributing to the assessment of students on placement;
Pro Vice-Chancellor means the Pro Vice-Chancellor of the Faculty which offers the placement .
unprofessional conduct means behaviour that is not characteristic of or befitting the profession; it includes but is not limited to conduct that:
is unethical,;
departs from the standards set by the profession;
uses language that is unacceptable in the presence of co-workers; supervisors of clients; or
demonstrates a lack of respect or sensitivity to clients.

3. Scope

3.1. This policy relates to all clinical, professional, industrial or other placements that form part of a course or program coordinated by the University1 and for which
students will be assessed; and/or
a grade is awarded; and/or
completion is required for an award of the University.

4. Provisions

4.1. Placement supervisors, placement agency supervisors and students will be provided with appropriate preparation for undertaking placement which will include information regarding their role and responsibilities before, during and after the placement (refer the Guidelines attached to this policy).

4.2. Documentation for each placement will provide a clear statement regarding:
the procedures for allocation of placements;
criteria for determining eligibility to undertake placement if any, for example, completion of required courses or program schedule requirements;
the completion by students of any additional requirements, for example, vaccinations, first aid certificate, essential criteria or course requisites;
the provision by students of any required documentation, for example, Criminal Record Check, Prohibited Employment Declaration or health checks;
procedures for students with disabilities seeking to negotiate adjustments (refer Procedures attached to this policy);
the roles and responsibilities of placement supervisors, placement agency supervisors and students before, during and after the placement;
how the placement fits into the learning objectives of the course and program;
whether the placement is required to comply with relevant professional accreditation;
the specific learning objectives of the placement;
how the placement is to be assessed including the means by which assessment will measure the achievement of the learning objectives;
requirements for complying with privacy legislation within the agency in which the placement is to be undertaken;
procedures for dealing with absences, conflict or other difficulties encountered during the placement, including breakdown of the placement due to student performance and /or other unforeseen circumstances (refer Procedures attached to this policy);
an indication of the cost involved in the placement and clear advice that the cost must be borne by the student; and
the date determined by the Head of School and advised in the Course Outline after which a student may not withdraw from a course containing a placement without academic penalty other than in exceptional circumstances and with approval from the Head of School.

4.3. All students undertaking a placement will be supervised by a professional in the field preferably with at least two years professional experience, or a designated individual supervisor of equivalent clinical/professional/industrial experience.

4.4. All students undertaking a placement will be in regular communication with agency and/or University supervisors.

4.5. All students undertaking a placement will be provided with feedback during the placement regarding their progress towards the learning objectives of the placement.

4.6. Placement agencies and placement agency supervisors will be provided with the necessary information, training and support to enable them to fulfil their role and responsibilities to the satisfaction of the University, the placement agency and students

.
4.7. Placement agencies, placement agency supervisors, placement supervisors and students will be advised of their responsibilities under Anti Discrimination, OH&S and Privacy legislation and the University’s risk assessment policy.

Interviewing Skills: Conducting an Interview

Conducting an Interview

Types of difficult Interviews

Some interviewees demand a particularly focused interviewing techniques.
In order to get an accurate assessment of a candidate’s ability, the interviewer’s ability to handle different types of candidate is very important
Before Interviewing, develop an understanding of the following types of candidates:
Nervous candidate
Uncommunicative candidate
Talkative candidate

Handling a nervous candidate

Give them an especially warm greeting
Engage in more small talk than usual
Point out various facilities or areas of interest within your organization
Start with specific , fact-based questions that are easy for the candidate to answer and unlikely to be stressful
Speak slowly in a relaxed, informal manner

Handling an uncommunicative candidate

Many reserved or uncommunicative candidates simply need to be encouraged to share their thoughts
Using silence can be effective
If the candidate is having trouble in answering questions related to their strengths and weaknesses, tell them that you will give them some time to think about it and come back to the question later

Handling a talkative candidate

Candidates who talk too much , often about things unrelated to the job or interview can be challenging,
Tell the candidate that you will be following a structure, and stress on the time available for each section of the interview,
When necessary, remind the candidate of the time limits,
Redirect the conversation as politely as possible,

Job Fairs

Job Fairs - create a lasting impression at job fairs

Job fairs. Speed dating for job seekers and employers! Or like a cattle market.

Most Colleges and Universities organise job fairs round about graduation time to allow students to meet new employers - it's a fairly common method of recruiting recent graduates.

Job seekers can use job fairs to find out a bit more information about employers, working life and general industry information. This is what most people use job fairs for.

However, the opportunity exists for job seekers to use the brief few minutes they have with employers to create a lasting impression (er, a "good" lasting impression!) and sell themselves, for job fairs are also an opportunity for the cream of the crop to rise to the top!

So who are those people hanging about the tables?
Employers and recruiters tend to send HR personnel along to job fairs to either weed out unsuitable candidates or pick out some young potentials from the crowd.

Unlike trade shows (which have basically the same format), job fairs aren't "staffed" by marketing people - they aren't trying to sell you anything. They are there to be sold by YOU! (the obvious exception is where you are such an attractive prospect, you get them chasing you, but let's face it - if that was the case, then you wouldn't be reading this!)

You are a salesman competing for business amongst hundreds of others. You could leave your CV with the recruiter. Would they remember you?

Dress for an interview!
Yes, job fairs are interviews and you should treat them as such.

Simply sauntering along in jeans and a t-shirt to see what's going on isn't going to get you anywhere, regardless of your skills and abilities. There are literally hundreds of other people there with the same aim as you - finding meaningful employment!

So, go along to job fairs and be prepared to make an impression!

Do your homework on the fly!
You see those glossy brochures the recruiters have strewn all over their little tables? And the posters on the walls? And the conversation the recruiter is having with the other jobseeker next to you?

This is all valuable information! And you NEED to use it to make your impression!

Find out about the company. Find out about the jobs they are offering or their graduate programme. Listen to the questions the recruiter asks other people and the information he or she gives out.

If you wander on up and ask some vague question about health plan or holidays, the recruiter is simply going to answer you and will soon be distracted by someone else. There it was. That was your chance. It's gone now.

You need to engage the recruiter - not simply hold a one sided conversation with them! At a job fair, a conversation is your best friend, because the longer you spend talking with the recruiter, the more likely they are to remember you.

At least....
The least you should leave a job fair is with some background about your industry (an idea of the types of jobs available), and some information about employers. At best you leave having made a positive impression on several employers and have a few job prospects to look forward to!

Interview Tips for Employers

Interview Tips for Employers:I

Even the potential employer can update himself with a few interview tips. In order to tap the right kind of human resource for a company, the employer can make crucial use of an interview. 

He needs to be a good listener and can prepare a list of questions to ask the interviewees. 

You can have a set of common questions to compare the potential employees and fix an equal amount of time for each interview. 

The employer can begin the interview by a short introduction. 

You can choose a place suitable for the interview and offer tea or coffee to make the candidate feel comfortable. 

While asking questions, the interviewer should give a fair hearing to the candidate. 

The interviewer also needs to update himself on each applicant's resumé and other details so that he can shoot specific question relevant to a particular interviewee. 

For knowing more the candidate's career plan and attitude, you need to build up a rapport with him and gain his confidence during the interview. 

It is recommended that you inquire of his potential and inherent qualities by inviting him for self-assessment. 

Before you conclude, ask the interviewee to ask questions. 

You can formally round up an interview while informing the candidate how and when he or she can be contacted in case he is selected for the job. 

As you gather several tips for appearing in an interview, you can get the best deal from your recruiter! 

Even an employer can browse through our site for interview tips and make the perfect recruitment for his company.

Objective Placement of Disabled Through Job Analysis

Objective Placement of Disabled Through Job Analysis

Employers--and employees--often have preconceived ideas about jobs. Ask three people to describe the most important requirements for being successful in a particular job and you are likely to get three very different responses. Similarly, employers may have preconceptions about the capabilities of handicapped persons. Mistaken assumptions about the skills required to perform a particular job or about an individual's limitations can result in inadvertent discrimination against workers with disabilities.

How does an employer know whether a worker , who is disabled can perform a particular job?

 Often, if the individual is referred by a rehabilitation agency, a worker profile is provided that outlines the prospective employee's medical condition and limitations, as well as his or her physical and work skills. This information, although valuable, does not answer an employer's question of whether the individual will be able to perform the job successfully. One way that an employer can answer this question is by having a written job analysis. Such an analysis provides a useful means for objectively measuring the fit between a worker with a disability and a given job.

Job Analysis

The technique of job analysis has been a proven tool in industry for many years. A job analysis is not a job description; it goes well beyond the one- or two-page subjective "description" of a particular job. A job analysis systematically identifies the specific tasks involved, the frequency of the tasks, and their importance to successful job performance. It identifies specific background experience and skills that an applicant may need in order to learn, for example, how to operate equipment used in the job. In addition, the prevalent working conditions and the worker skills and behaviors critical for successful performance of the job are spelled out.

From the job analysis, an employer can develop a worker profile of the skills, characteristics, and experience that are required for successful job performance. This profile can be used in recruiting and interviewing to match applicants--disabled and non-disabled--to jobs for which they are qualified. By making job qualifications relevant to job performance, a job analysis can help eliminate preconceptions about what is and is not required. It can also be used to determine what, if any, modifications can be made in the job and to uncover working conditions that should be changed for safety or environmental reasons.

The job analysis also provides an employer with relevant information for setting performance criteria and ascertaining training needs. It often highlights similarities and differences in jobs that can be used in adjusting wage and salary rates. In fact, job analysis provides significant information about a job that goes well beyond the issues involved in hiring.