Hi All,
I need urgent help. My senior management wants me to display HR activities on Facebook, LinkedIn, etc., and also on the company's website for the purpose of promotion and attracting good employees. However, I have no idea what should be done for the same.
They are asking for this because despite using the services of 6-7 consultants at a time and posting jobs on a leading job portal, we are struggling to fill a vacancy for a technical position.
Please provide your valuable advice.
From India, Delhi
1I need urgent help. My senior management wants me to display HR activities on Facebook, LinkedIn, etc., and also on the company's website for the purpose of promotion and attracting good employees. However, I have no idea what should be done for the same.
They are asking for this because despite using the services of 6-7 consultants at a time and posting jobs on a leading job portal, we are struggling to fill a vacancy for a technical position.
Please provide your valuable advice.
From India, Delhi
Every PF error is a lawsuit waiting to happen. Our HRMS closes every gap?automatically. See It In Action - Book Your Demo
The company needs to be seen as a progressive place to work and grow. Probably, you can post news about the employee engagement activities being practiced in your organization. This can include pictures of fun times, as well as pictures and write-ups on awards and achievements (duly vetted for accuracy). These kinds of inputs can give a proper image of your organization.
From India, Pune
From India, Pune
Hi Neha,
Prasha Solutions can provide you the desired candidates. However, in connection to your post I'd suggest the following points.
1) Click the events (photographs) and share them
2) Explain your Incentive and bonus schemes
3) Ask your Happy Employees to write good testimonials
4) Share weekend social event pictures and videos.
5) Explain your work culture through stories and case studies.
There are many ways you can do the said thing.
Thanks & Regards,
Sameer Sinha
Manager- Business Development
Global Resourcing Division,
An Innovative Service Consulting by Ex-IITians
Prasha Solutions Private Limited,
New Delhi, INDIA.
Contact:+91-9654354983(M)
Landline Number: +91-111-45523453
“A rendezvous for job seekers and employers…â€
From India, Delhi
Prasha Solutions can provide you the desired candidates. However, in connection to your post I'd suggest the following points.
1) Click the events (photographs) and share them
2) Explain your Incentive and bonus schemes
3) Ask your Happy Employees to write good testimonials
4) Share weekend social event pictures and videos.
5) Explain your work culture through stories and case studies.
There are many ways you can do the said thing.
Thanks & Regards,
Sameer Sinha
Manager- Business Development
Global Resourcing Division,
An Innovative Service Consulting by Ex-IITians
Prasha Solutions Private Limited,
New Delhi, INDIA.
Contact:+91-9654354983(M)
Landline Number: +91-111-45523453
“A rendezvous for job seekers and employers…â€
From India, Delhi
“If there is a will, then there is a way”. At the age of 62, I am doing digital marketing of my skills through Linkedin and Facebook. Instead of thinking that it is yet another undesirable office task, do it as a fun way of using modern tools and technology for the benefit f your organisation and also developing your own skills as well. Just visit these two platforms, see what and how others are using and try to improve upon the same for your organisation. Take the help of your system administrator or IT head in this direction. In 1987, when I got my first Desktop, there was nobody to teach or guide. I learnt everything by myself. Now, so many opportunities are there but people are not willing to experiment and learn ! This is the sign of the times, perhaps…..
From India, Bengaluru
From India, Bengaluru
You don't necessarily need to have an HR page on your website. You can rename it as "Careers" or "Life @" etc. I have tried to give it a simple attention-grabbing link as "careers". Only job seekers go through your Career site, so make it attractive for your job seekers or potential employees.
Make a simple page that contains everything. No one is interested in clicking multiple links, going to different places, and getting lost. Keep it simple and available in one place. That will make things easy.
http://brdcarworld.com/careers
From India, Thrissur
Make a simple page that contains everything. No one is interested in clicking multiple links, going to different places, and getting lost. Keep it simple and available in one place. That will make things easy.
http://brdcarworld.com/careers
From India, Thrissur
Dear Nehaa Singh,
Giving incomplete information and asking for suggestions is the bane of this forum. By providing your incomplete post, you have made it even more baneful.
What is the nature of your industry? What is your financial turnover? Are you a private limited or public limited company? What is your designation? What employee-friendly practices do you have? What kind of candidates are you unable to attract?
A part of your post states, "despite taking services of 6-7 consultants at a time and posting jobs on a leading job portal, we are having a tough time filling a vacancy for a technical position." The root cause of your problem lies in this statement. However, to overcome this issue, it remains to be seen how helpful social media will be. All you can do is create a page on Facebook and LinkedIn. However, how many job aspirants will follow this page?
If you are unable to attract candidates, it is nothing but a reflection of your company's brand image in the job market. "Why should I join you?" When a candidate asks this question, you should have a valid and reasonable reply. Furthermore, "What differentiates employees who work in our company?" You need to have a reply ready for this question as well.
What about your existing employees on board? Are they satisfied with the company? Do they act as positive spokespersons in the job market or do they discourage others from joining? Leaders at the top often have a disconnect from the ground reality on these questions. They live in an ivory tower and believe that throwing money should attract good job candidates. However, the challenge of the 21st century is that employees have become choosy, and the economic benefits that worked in the 20th century no longer do. Many HR departments know the truth, but they pretend everything is rosy and echo the leadership.
You may hire an ad agency to create a page on FB or LinkedIn, but they can only create a page and nothing more. The effectiveness much depends on the type of posts you upload. Will these posts help promote the brand image in the job market?
What your HR Head needs to do is conduct a brainstorming session on how to create brand pull in the job market. Your employees are the ones who will provide the best ideas. If your house is not in order, you will not be able to attract job candidates no matter what.
By creating pages on FB or LinkedIn or elsewhere, you may establish your presence on social media. However, mere existence on social media is not enough to create a brand pull. It is far more comprehensive, and you have to work hand in hand with the marketing department. Whatever your designation is, your seniors have delegated this task to you. Is the delegation of this assignment a reflection of their mindset?
All the best
Dinesh Divekar
From India, Bangalore
Giving incomplete information and asking for suggestions is the bane of this forum. By providing your incomplete post, you have made it even more baneful.
What is the nature of your industry? What is your financial turnover? Are you a private limited or public limited company? What is your designation? What employee-friendly practices do you have? What kind of candidates are you unable to attract?
A part of your post states, "despite taking services of 6-7 consultants at a time and posting jobs on a leading job portal, we are having a tough time filling a vacancy for a technical position." The root cause of your problem lies in this statement. However, to overcome this issue, it remains to be seen how helpful social media will be. All you can do is create a page on Facebook and LinkedIn. However, how many job aspirants will follow this page?
If you are unable to attract candidates, it is nothing but a reflection of your company's brand image in the job market. "Why should I join you?" When a candidate asks this question, you should have a valid and reasonable reply. Furthermore, "What differentiates employees who work in our company?" You need to have a reply ready for this question as well.
What about your existing employees on board? Are they satisfied with the company? Do they act as positive spokespersons in the job market or do they discourage others from joining? Leaders at the top often have a disconnect from the ground reality on these questions. They live in an ivory tower and believe that throwing money should attract good job candidates. However, the challenge of the 21st century is that employees have become choosy, and the economic benefits that worked in the 20th century no longer do. Many HR departments know the truth, but they pretend everything is rosy and echo the leadership.
You may hire an ad agency to create a page on FB or LinkedIn, but they can only create a page and nothing more. The effectiveness much depends on the type of posts you upload. Will these posts help promote the brand image in the job market?
What your HR Head needs to do is conduct a brainstorming session on how to create brand pull in the job market. Your employees are the ones who will provide the best ideas. If your house is not in order, you will not be able to attract job candidates no matter what.
By creating pages on FB or LinkedIn or elsewhere, you may establish your presence on social media. However, mere existence on social media is not enough to create a brand pull. It is far more comprehensive, and you have to work hand in hand with the marketing department. Whatever your designation is, your seniors have delegated this task to you. Is the delegation of this assignment a reflection of their mindset?
All the best
Dinesh Divekar
From India, Bangalore
Hello Nehaa Singh,
I agree to a large extent with what Dinesh Divekar mentioned.
Displaying HR activities in social media portals and your company's homepage serves a totally different purpose than what is being intended here—to fill a particular position. All the displays do is to project an impressive image of the company, but they have to be backed by actual ground realities.
Also, please note that even if you post the slickest display, everyone— notably techies—only read it for the preliminary inputs. They aren't taken as the gospel truth—let's be realistic: no company ever says it's a lousy company to work for...right?
You haven't mentioned the level of seniority of the position that you have tried to fill, except that it's a technical position. Usually, mid and senior-level persons really don't care what the companies write about themselves on their websites—except for the preliminary data. They have their own ways of sifting out the facts from fiction.
Being in the field of recruiting for quite a few tough-to-get skills in a wide range of domains/sectors, I can say that you may need to focus on analyzing the reasons for not being able to fill this position. It may not really have anything to do with the company's image. It could have to do with the job role and responsibilities, the CTC, or possibly some sort of adverse comments over the internet. The job description could have been improperly done to put off, rather than attract, the right talent. For the 'adverse comments' part, I suggest going through sites like mouthshut.com, etc., to check if your company figures in any of the postings by some disgruntled ex-employees.
If you are in a field/sector that's very niche—meaning not many companies in that sector—like Dinesh mentioned, and you haven't mentioned this aspect too, you can be sure that word spreads out very fast among the limited number of people working in that field. Any amount of rosy postings/displays in social media won't neutralize the effect of word-of-mouth.
If you are interested, please mail me the job details in a private message—I can see if there's anything we can do to handle this better.
Regards,
TS
From India, Hyderabad
I agree to a large extent with what Dinesh Divekar mentioned.
Displaying HR activities in social media portals and your company's homepage serves a totally different purpose than what is being intended here—to fill a particular position. All the displays do is to project an impressive image of the company, but they have to be backed by actual ground realities.
Also, please note that even if you post the slickest display, everyone— notably techies—only read it for the preliminary inputs. They aren't taken as the gospel truth—let's be realistic: no company ever says it's a lousy company to work for...right?
You haven't mentioned the level of seniority of the position that you have tried to fill, except that it's a technical position. Usually, mid and senior-level persons really don't care what the companies write about themselves on their websites—except for the preliminary data. They have their own ways of sifting out the facts from fiction.
Being in the field of recruiting for quite a few tough-to-get skills in a wide range of domains/sectors, I can say that you may need to focus on analyzing the reasons for not being able to fill this position. It may not really have anything to do with the company's image. It could have to do with the job role and responsibilities, the CTC, or possibly some sort of adverse comments over the internet. The job description could have been improperly done to put off, rather than attract, the right talent. For the 'adverse comments' part, I suggest going through sites like mouthshut.com, etc., to check if your company figures in any of the postings by some disgruntled ex-employees.
If you are in a field/sector that's very niche—meaning not many companies in that sector—like Dinesh mentioned, and you haven't mentioned this aspect too, you can be sure that word spreads out very fast among the limited number of people working in that field. Any amount of rosy postings/displays in social media won't neutralize the effect of word-of-mouth.
If you are interested, please mail me the job details in a private message—I can see if there's anything we can do to handle this better.
Regards,
TS
From India, Hyderabad
Dear Dinesh Divakar ji,
Hi, I am working as an HR Executive in our small IT company, which has 18-20 employees. We are currently looking to fill an executive-level position requiring at least 1 year of experience.
Despite receiving a good number of candidates for interviews who meet our criteria, none of them seem to succeed. The feedback from the interviews indicates that they lack basic knowledge.
I am making every effort to bring in candidates strictly based on the criteria, but the senior management is placing the blame on me.
Hello Nehaa Singh,
I agree to a large extent with what Dinesh Divekar mentioned. Displaying HR activities on social media portals and your company's homepage serves a different purpose than filling a specific position. While these displays project an impressive image of the company, they must be supported by actual ground realities.
Even if you post polished content, individuals, especially tech professionals, primarily use it for preliminary information. They do not take it as the ultimate truth, as no company openly admits to being unfavorable to work for.
You have not specified the level of seniority for the position you are trying to fill, other than it being a technical role. Typically, mid and senior-level candidates may not rely heavily on what companies publish on their websites, except for initial data.
Having experience in recruiting for challenging skills across various domains, I suggest analyzing the reasons for the difficulty in filling this position. It may not necessarily relate to the company's image but could be due to the job role, responsibilities, salary package, negative online comments, or an inadequately defined job description that repels suitable candidates.
In case there are any negative comments online, I recommend checking platforms like mouthshut.com to see if any disgruntled former employees have posted about your company.
If your field is niche, where word spreads quickly among a limited circle, it is crucial to address any negative perceptions that may overshadow positive social media content.
If you are interested, please email me the job details privately, and I can explore if there are ways to improve the recruitment process.
Regards,
TS
From India, Delhi
Hi, I am working as an HR Executive in our small IT company, which has 18-20 employees. We are currently looking to fill an executive-level position requiring at least 1 year of experience.
Despite receiving a good number of candidates for interviews who meet our criteria, none of them seem to succeed. The feedback from the interviews indicates that they lack basic knowledge.
I am making every effort to bring in candidates strictly based on the criteria, but the senior management is placing the blame on me.
Hello Nehaa Singh,
I agree to a large extent with what Dinesh Divekar mentioned. Displaying HR activities on social media portals and your company's homepage serves a different purpose than filling a specific position. While these displays project an impressive image of the company, they must be supported by actual ground realities.
Even if you post polished content, individuals, especially tech professionals, primarily use it for preliminary information. They do not take it as the ultimate truth, as no company openly admits to being unfavorable to work for.
You have not specified the level of seniority for the position you are trying to fill, other than it being a technical role. Typically, mid and senior-level candidates may not rely heavily on what companies publish on their websites, except for initial data.
Having experience in recruiting for challenging skills across various domains, I suggest analyzing the reasons for the difficulty in filling this position. It may not necessarily relate to the company's image but could be due to the job role, responsibilities, salary package, negative online comments, or an inadequately defined job description that repels suitable candidates.
In case there are any negative comments online, I recommend checking platforms like mouthshut.com to see if any disgruntled former employees have posted about your company.
If your field is niche, where word spreads quickly among a limited circle, it is crucial to address any negative perceptions that may overshadow positive social media content.
If you are interested, please email me the job details privately, and I can explore if there are ways to improve the recruitment process.
Regards,
TS
From India, Delhi
Hello Nehaa Singh,
As I guessed it, looks like there's a serious mismatch between the JD given to you and what the interviewers are looking for. I have seen this happen quite often in small IT companies—more so when the company culture is more about 'finding the scapegoat' than resolving the problem. I am not sure whose brainwave in your company it was to display the issue about the company on social media—it seems more like a diversionary tactic than a step towards resolution.
Please post the JD that you are using to find the candidates here so that suggestions can be given to better focus and improve the results of your efforts.
Regards,
TS
From India, Hyderabad
As I guessed it, looks like there's a serious mismatch between the JD given to you and what the interviewers are looking for. I have seen this happen quite often in small IT companies—more so when the company culture is more about 'finding the scapegoat' than resolving the problem. I am not sure whose brainwave in your company it was to display the issue about the company on social media—it seems more like a diversionary tactic than a step towards resolution.
Please post the JD that you are using to find the candidates here so that suggestions can be given to better focus and improve the results of your efforts.
Regards,
TS
From India, Hyderabad
JD for PHP Developer
1+ years of software development experience in Core PHP.
Understanding of open-source projects like Joomla, Drupal, Wikis, osCommerce, etc.
Demonstrable knowledge of web technologies including HTML, CSS, JavaScript, AJAX, etc.
Good knowledge of relational databases, version control tools, and of developing web services.
Experience in common third-party social APIs (Google, Facebook, eBay, etc).
Experience in common third-party payment gateway APIs (PayPal, Payza, Authorize.net, Ipayout, STP, etc).
Experience in phone gap technologies.
Passion for best design and coding practices and a desire to develop new bold ideas.
BE, B. Tech, BCA, MCA degree in Computer Science, Engineering, or a related subject.
Out of these, the first line is the most important criterion for shortlisting candidates.
Also, please let me know that I am the only HR person here, so is it my work to improve or edit JD, as it is a technical profile, and I am not from a technical background.
From India, Delhi
1+ years of software development experience in Core PHP.
Understanding of open-source projects like Joomla, Drupal, Wikis, osCommerce, etc.
Demonstrable knowledge of web technologies including HTML, CSS, JavaScript, AJAX, etc.
Good knowledge of relational databases, version control tools, and of developing web services.
Experience in common third-party social APIs (Google, Facebook, eBay, etc).
Experience in common third-party payment gateway APIs (PayPal, Payza, Authorize.net, Ipayout, STP, etc).
Experience in phone gap technologies.
Passion for best design and coding practices and a desire to develop new bold ideas.
BE, B. Tech, BCA, MCA degree in Computer Science, Engineering, or a related subject.
Out of these, the first line is the most important criterion for shortlisting candidates.
Also, please let me know that I am the only HR person here, so is it my work to improve or edit JD, as it is a technical profile, and I am not from a technical background.
From India, Delhi
"I am putting in efforts to bring in candidates strictly based on the criteria, yet the senior management is blaming me.
Blaming the HR person for candidates not showing up for interviews or accepting job offers is ridiculous. HR facilitates the recruitment of suitable candidates based on the qualifications and requirements outlined by the specialist sections. As an HR person, you may not be able to create a job description for a technical role.
When a person decides to join a company, they look for opportunities for growth, good pay, and a positive working atmosphere. If a company offers these qualities, there will be a large number of candidates interested in job opportunities.
Blaming HR is often the easiest way out. As an HR professional, provide your expert input on job descriptions, industry-standard pay, and benefits, and fulfill your HR duties by coordinating interviews, verifying documents, and scheduling interview times with candidates.
Whether a candidate chooses to accept an offer or is deemed suitable for a position is not solely within your control. Focus on performing your HR responsibilities effectively, and the company will recognize any shortcomings compared to competitors, prompting them to make necessary adjustments or lower their requirements."
From India, Pune
Blaming the HR person for candidates not showing up for interviews or accepting job offers is ridiculous. HR facilitates the recruitment of suitable candidates based on the qualifications and requirements outlined by the specialist sections. As an HR person, you may not be able to create a job description for a technical role.
When a person decides to join a company, they look for opportunities for growth, good pay, and a positive working atmosphere. If a company offers these qualities, there will be a large number of candidates interested in job opportunities.
Blaming HR is often the easiest way out. As an HR professional, provide your expert input on job descriptions, industry-standard pay, and benefits, and fulfill your HR duties by coordinating interviews, verifying documents, and scheduling interview times with candidates.
Whether a candidate chooses to accept an offer or is deemed suitable for a position is not solely within your control. Focus on performing your HR responsibilities effectively, and the company will recognize any shortcomings compared to competitors, prompting them to make necessary adjustments or lower their requirements."
From India, Pune
This is the problem, sir. They are not trying to see that there could be other things responsible for this issue. For every recruitment-related matter, they are accusing me.
When I mention that I have posted the job opening on a leading job portal, but still, not many applications are coming in, perhaps because the posting has been there for the last 3 months. This reduces efficiency. They question, "What do you think, are people not applying on the job portal?"
Moreover, when I explain that we are working with 5 consultancies simultaneously and have a good lineup (approximately 80+ people interviewed in the last 20 days), they criticize the consultancies, claiming they waste our time and have become a weakness.
The most concerning part is the HR activities they want me to showcase on social media are non-existent in the office. They dismiss this by saying many companies fabricate HR activities, implying it's not an issue.
"I am putting in efforts to attract candidates based strictly on the criteria, yet the senior management blames me," is a sentiment expressed by many HR professionals. Holding HR accountable for candidates not showing up for interviews or joining is unreasonable. HR facilitates recruitment based on specialized criteria defined by respective departments. As an HR professional, framing the job description of a technical role may not be within your expertise.
Individuals seek growth, fair compensation, and a positive work environment when considering a job offer. Companies embodying these qualities naturally attract a high volume of applicants. Blaming HR seems like an easy way out.
As an HR representative, offer professional insights on job descriptions, industry-standard compensation, and benefits. Manage interview arrangements, document verification, and coordinate with candidates for interview schedules. The decision to accept an offer rests with the candidate, beyond HR's control. Focus on executing your HR responsibilities competently, and the company will recognize its shortcomings compared to competitors, prompting necessary adjustments or revisions in requirements.
From India, Delhi
When I mention that I have posted the job opening on a leading job portal, but still, not many applications are coming in, perhaps because the posting has been there for the last 3 months. This reduces efficiency. They question, "What do you think, are people not applying on the job portal?"
Moreover, when I explain that we are working with 5 consultancies simultaneously and have a good lineup (approximately 80+ people interviewed in the last 20 days), they criticize the consultancies, claiming they waste our time and have become a weakness.
The most concerning part is the HR activities they want me to showcase on social media are non-existent in the office. They dismiss this by saying many companies fabricate HR activities, implying it's not an issue.
"I am putting in efforts to attract candidates based strictly on the criteria, yet the senior management blames me," is a sentiment expressed by many HR professionals. Holding HR accountable for candidates not showing up for interviews or joining is unreasonable. HR facilitates recruitment based on specialized criteria defined by respective departments. As an HR professional, framing the job description of a technical role may not be within your expertise.
Individuals seek growth, fair compensation, and a positive work environment when considering a job offer. Companies embodying these qualities naturally attract a high volume of applicants. Blaming HR seems like an easy way out.
As an HR representative, offer professional insights on job descriptions, industry-standard compensation, and benefits. Manage interview arrangements, document verification, and coordinate with candidates for interview schedules. The decision to accept an offer rests with the candidate, beyond HR's control. Focus on executing your HR responsibilities competently, and the company will recognize its shortcomings compared to competitors, prompting necessary adjustments or revisions in requirements.
From India, Delhi
@nathrao
They are not open to any change, sir. They think they are absolutely fine; it's just that I am less capable in hiring. If I go to them with any concerns regarding the lack of support from any colleague in the hiring process (once the team lead simply rejected a candidate without interviewing them, even though that candidate had cleared all rounds of interviews; once I asked him to approve a written test for candidates, to which he never replied), they simply deflect the issues towards me, saying, "What can be done with just 1 candidate? There should be at least 3-4 to make a choice."
There are a bunch of employees who have been working here for the last 3-4 years (the team lead is one of them), and the senior management never addresses their mistakes. I am fed up with these situations, and every evening, I have to report to the senior management about the day's status of lined up and turned-up candidates. Then, they try to show me how incapable I am in my work.
From India, Delhi
They are not open to any change, sir. They think they are absolutely fine; it's just that I am less capable in hiring. If I go to them with any concerns regarding the lack of support from any colleague in the hiring process (once the team lead simply rejected a candidate without interviewing them, even though that candidate had cleared all rounds of interviews; once I asked him to approve a written test for candidates, to which he never replied), they simply deflect the issues towards me, saying, "What can be done with just 1 candidate? There should be at least 3-4 to make a choice."
There are a bunch of employees who have been working here for the last 3-4 years (the team lead is one of them), and the senior management never addresses their mistakes. I am fed up with these situations, and every evening, I have to report to the senior management about the day's status of lined up and turned-up candidates. Then, they try to show me how incapable I am in my work.
From India, Delhi
Hello Nehaa Singh,
When you receive such job descriptions (JDs) from the tech team, suggest and insist on clear and measurable parameters. Also, don't go to the techies with problems. While you may not be able to offer solutions (strictly speaking, the Team Lead should do that), you can ask for more streamlined information and inputs.
Here are some points regarding the generalizations made by your tech team about the JD:
1. 1+ years of experience: What's the upper limit? Insist on specifying an upper limit to focus on the best-fit candidates. A person with 1 year of experience is similar to a fresher but slightly more experienced.
2. Understanding of open source projects like Joomla, Drupal, Wikis: Clarify what 'understanding' means. Are theoretical knowledge or hands-on experience required? Ask the tech team to categorize these skills as 'Must Have', 'Desirable/Nice-to-have', and specify the affordable upper CTC range.
3. HTML, CSS, Javascript, AJAX: While the first three skills are common in the PHP area, not everyone needs Ajax. Determine if Ajax falls under 'Must Have' or 'Desirable/Nice-to-have' category.
4. Specifications regarding APIs and PhoneGap may require more experience, possibly in the 3+ years range. Candidates with expertise in PhoneGap and APIs, especially in Payment gateway APIs, can be expensive.
5. The first line is crucial for shortlisting candidates, but it may not be the most important criteria. Ensure a clear categorization of 'Must Have' and 'Desirable/Nice-to-have' skills for each requirement.
In general, suggest the following plan of action:
- List out the skills mentioned in the JD and categorize them with the technical team.
- Specify the required experience for each skill.
- Have candidates rate themselves on these skills and verify their experience through live project examples.
- Establish clear guidelines for the minimum and maximum CTC range.
Avoid job postings for now and opt for advanced searches targeting specific criteria. Focus on candidates who meet the specified parameters. Review your selection process from resume sourcing to interviews for any potential loopholes.
If these strategies do not yield results, it might be time to consider moving on.
Best regards,
TS
From India, Hyderabad
When you receive such job descriptions (JDs) from the tech team, suggest and insist on clear and measurable parameters. Also, don't go to the techies with problems. While you may not be able to offer solutions (strictly speaking, the Team Lead should do that), you can ask for more streamlined information and inputs.
Here are some points regarding the generalizations made by your tech team about the JD:
1. 1+ years of experience: What's the upper limit? Insist on specifying an upper limit to focus on the best-fit candidates. A person with 1 year of experience is similar to a fresher but slightly more experienced.
2. Understanding of open source projects like Joomla, Drupal, Wikis: Clarify what 'understanding' means. Are theoretical knowledge or hands-on experience required? Ask the tech team to categorize these skills as 'Must Have', 'Desirable/Nice-to-have', and specify the affordable upper CTC range.
3. HTML, CSS, Javascript, AJAX: While the first three skills are common in the PHP area, not everyone needs Ajax. Determine if Ajax falls under 'Must Have' or 'Desirable/Nice-to-have' category.
4. Specifications regarding APIs and PhoneGap may require more experience, possibly in the 3+ years range. Candidates with expertise in PhoneGap and APIs, especially in Payment gateway APIs, can be expensive.
5. The first line is crucial for shortlisting candidates, but it may not be the most important criteria. Ensure a clear categorization of 'Must Have' and 'Desirable/Nice-to-have' skills for each requirement.
In general, suggest the following plan of action:
- List out the skills mentioned in the JD and categorize them with the technical team.
- Specify the required experience for each skill.
- Have candidates rate themselves on these skills and verify their experience through live project examples.
- Establish clear guidelines for the minimum and maximum CTC range.
Avoid job postings for now and opt for advanced searches targeting specific criteria. Focus on candidates who meet the specified parameters. Review your selection process from resume sourcing to interviews for any potential loopholes.
If these strategies do not yield results, it might be time to consider moving on.
Best regards,
TS
From India, Hyderabad
Sir,
The salary range is always kept vague or as per industry norms. Initially, they were not disclosing it to me also. When I asked repeatedly, they said 15k to 25k and try to keep it under 30k. They have rejected candidates who ask for approx more than 27-28k, saying that the money they are asking is not worth their knowledge.
The selection process followed is:
The same JD is given to the Consultants. They shortlist & line up candidates according to that.
When they come for an interview, they give a small written test of 10 questions. Those who score more than 5 are taken for an F2F interview. After clearing the F2F, they have to appear for a system test for approximately 1-2 hours.
Qualifying candidates are interviewed by the Team lead (which is rarely happening these days because candidates are not reaching till that phase).
There are 2-3 interviewers. The reason for the rejection of the candidates by one particular interviewer is the same in almost 98% of cases. For example, one interviewer always rejects candidates, saying that their knowledge in the Database is poor. So, I think that there is a need to check the interviewers also, to know what they are asking and what system tasks they are assigning.
From India, Delhi
The salary range is always kept vague or as per industry norms. Initially, they were not disclosing it to me also. When I asked repeatedly, they said 15k to 25k and try to keep it under 30k. They have rejected candidates who ask for approx more than 27-28k, saying that the money they are asking is not worth their knowledge.
The selection process followed is:
The same JD is given to the Consultants. They shortlist & line up candidates according to that.
When they come for an interview, they give a small written test of 10 questions. Those who score more than 5 are taken for an F2F interview. After clearing the F2F, they have to appear for a system test for approximately 1-2 hours.
Qualifying candidates are interviewed by the Team lead (which is rarely happening these days because candidates are not reaching till that phase).
There are 2-3 interviewers. The reason for the rejection of the candidates by one particular interviewer is the same in almost 98% of cases. For example, one interviewer always rejects candidates, saying that their knowledge in the Database is poor. So, I think that there is a need to check the interviewers also, to know what they are asking and what system tasks they are assigning.
From India, Delhi
Time to consider looking for a change at your own convenience.
A hurried and unplanned exit will create problems.
Keep your eyes and ears open for other opportunities while working sincerely with your present organization.
From India, Pune
A hurried and unplanned exit will create problems.
Keep your eyes and ears open for other opportunities while working sincerely with your present organization.
From India, Pune
Hello Nehaa Singh,
I suggest talking to the Team Lead and changing the Interview/Verification (I/V) Process.
Step 1: A small written test of 10 questions.
Step 2: System Test.
Step 3: Face-to-Face (F2F).
Step 4: Face-to-Face by Team Lead.
Right now, you have absolutely no way to assess the capability of the interviewer. Quite often, in small companies, most interviewers check whether the candidate knows what the interviewer knows and not what the candidate knows or doesn't know. This issue stems from the limited interviewing experience of the interviewer themselves. Naturally, no one would admit, "I don't know this or that." I hope you understand the point.
By placing the F2F after the system test, you have a benchmark rating (not by you but by the test results) to counter any random or vague rejections.
To persuade the Team Lead or whoever is involved in the F2Fs, you want to save their time (you are doing them a favor... right?). Therefore, placing the System Test before they spend time with the candidate in a F2F aligns with basic human nature—regardless of the level or qualifications. This is an apt example of what Narendra Modi mentioned on 15 August 2014 ("Mera kya, mujhe kya" syndrome)—except that here, you are utilizing it for the good of the organization (and also simplifying your life). I hope you understand the point.
Regarding your statement, "The same job description is given to the consultants," they may respond in this manner to avoid offending you as a client, or perhaps they were unable to foresee what would happen after they sent the resumes. However, if it were me, I would rather "lose" such a client than accept requirements that lack clarity and are full of vague inputs. Situations like the ones you mentioned and are experiencing are bound to follow when a client cannot provide clear requirements, leading to a vague interviewing process.
All the best.
Regards,
TS
From India, Hyderabad
I suggest talking to the Team Lead and changing the Interview/Verification (I/V) Process.
Step 1: A small written test of 10 questions.
Step 2: System Test.
Step 3: Face-to-Face (F2F).
Step 4: Face-to-Face by Team Lead.
Right now, you have absolutely no way to assess the capability of the interviewer. Quite often, in small companies, most interviewers check whether the candidate knows what the interviewer knows and not what the candidate knows or doesn't know. This issue stems from the limited interviewing experience of the interviewer themselves. Naturally, no one would admit, "I don't know this or that." I hope you understand the point.
By placing the F2F after the system test, you have a benchmark rating (not by you but by the test results) to counter any random or vague rejections.
To persuade the Team Lead or whoever is involved in the F2Fs, you want to save their time (you are doing them a favor... right?). Therefore, placing the System Test before they spend time with the candidate in a F2F aligns with basic human nature—regardless of the level or qualifications. This is an apt example of what Narendra Modi mentioned on 15 August 2014 ("Mera kya, mujhe kya" syndrome)—except that here, you are utilizing it for the good of the organization (and also simplifying your life). I hope you understand the point.
Regarding your statement, "The same job description is given to the consultants," they may respond in this manner to avoid offending you as a client, or perhaps they were unable to foresee what would happen after they sent the resumes. However, if it were me, I would rather "lose" such a client than accept requirements that lack clarity and are full of vague inputs. Situations like the ones you mentioned and are experiencing are bound to follow when a client cannot provide clear requirements, leading to a vague interviewing process.
All the best.
Regards,
TS
From India, Hyderabad
This job description states that the person should have knowledge of E-commerce website/mobile-site development with experience in payment gateways. It's a very simple job description. I believe the main issue here is the compensation package offered to the candidates. Such candidates often demand higher compensation. However, you can try to attract such candidates on 'elance'. I suggest you talk to your Hiring Manager/CTO and ask them to segregate the required skills into mandatory skills and 'nice to have' skills for this job. This approach will make your job easier.
From India, Delhi
From India, Delhi
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