Of course, consultancy is at fault.
Generally, when you start recruitment through a consultancy, it should be made clear that you believe in good quality candidates who are not job hoppers. In this case, it's not only your loss but also the consultancy's because if you have a replacement clause, then the consultancy will be replacing that candidate. However, try to clarify your expectations to the consultant again and try to assess these things during the interview.
All the best.
From India, Chandigarh
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3Generally, when you start recruitment through a consultancy, it should be made clear that you believe in good quality candidates who are not job hoppers. In this case, it's not only your loss but also the consultancy's because if you have a replacement clause, then the consultancy will be replacing that candidate. However, try to clarify your expectations to the consultant again and try to assess these things during the interview.
All the best.
From India, Chandigarh
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Hi, as far as my understanding goes, there is a written contract between the company and the consultancy. Usually, consultancies are paid when a referral has worked for a minimum of 3 months. If the employee leaves before 3 months, they provide a replacement for free.
From India, New Delhi
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From India, New Delhi
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Thank you for the replies received so far!
Nimesh,
As mentioned by you - "correct pay scale on the basis of employee ability."
I believe that the factor of knowing an employee's ability will come into the picture only after seeing him perform. Just going by market standards and offering a huge pay because others are, is not what we indulge in. And when a high pay in a huge MNC is offered, nobody will stick to a company of 40 people.
Also, if the applicant thinks he is not offered well as per his ability/capability and any such factors, it is better for us if they do not join at all and are directly rejected.
Viral,
The core reason for leaving is mentioned in my reply to Nimesh above.
Nagaraj,
In a way, I haven't understood your point. The beginning of your post explains ethics. The end says, "at the end ultimately the candidate has chosen what he wants; let the company look forward to a better candidate, instead of post-mortem and learning lessons from such incidents."
Where are your ethical issues in the beginning pointing towards?
Most of the replies received so far to my post state about free replacement from consultancy. But, this would not be the answer to the situation. A few have mentioned verification and background checks of the resource, which could be considered as an option of finding out about the applicant.
Anyways, this looks like a general trend of backing off after accepting the offer or leaving within a week after joining. Moreover, when a big company offers you lucratively, the applicant opts to move out of the company that has only 40 people.
In such cases, why does he not ignore or reject the offer at the beginning if he thinks he is worth something more? My answer would be the resource himself is not confident and therefore surrenders himself to minor problems, leading to joining somewhere in haste.
I pity such people. And it's good that they leave; at least one month's salary is saved instead of paying such people.
From India, Mumbai
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Nimesh,
As mentioned by you - "correct pay scale on the basis of employee ability."
I believe that the factor of knowing an employee's ability will come into the picture only after seeing him perform. Just going by market standards and offering a huge pay because others are, is not what we indulge in. And when a high pay in a huge MNC is offered, nobody will stick to a company of 40 people.
Also, if the applicant thinks he is not offered well as per his ability/capability and any such factors, it is better for us if they do not join at all and are directly rejected.
Viral,
The core reason for leaving is mentioned in my reply to Nimesh above.
Nagaraj,
In a way, I haven't understood your point. The beginning of your post explains ethics. The end says, "at the end ultimately the candidate has chosen what he wants; let the company look forward to a better candidate, instead of post-mortem and learning lessons from such incidents."
Where are your ethical issues in the beginning pointing towards?
Most of the replies received so far to my post state about free replacement from consultancy. But, this would not be the answer to the situation. A few have mentioned verification and background checks of the resource, which could be considered as an option of finding out about the applicant.
Anyways, this looks like a general trend of backing off after accepting the offer or leaving within a week after joining. Moreover, when a big company offers you lucratively, the applicant opts to move out of the company that has only 40 people.
In such cases, why does he not ignore or reject the offer at the beginning if he thinks he is worth something more? My answer would be the resource himself is not confident and therefore surrenders himself to minor problems, leading to joining somewhere in haste.
I pity such people. And it's good that they leave; at least one month's salary is saved instead of paying such people.
From India, Mumbai
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Nice posting and nice replies. These seem to be the most thought-provoking. If one employee (direct recruitment) joined and left the job within 4/5 days, is the company liable to pay that 4/5 days' salary or need not to pay (if there is no agreement)? If the company wants to deal with that employee, what can be done? Please clarify.
With regards,
Sudheer
From India, Hyderabad
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With regards,
Sudheer
From India, Hyderabad
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Generally, the contract/agreement you have with a Placement Agency contains a clause which stipulates that payment for placing an employee would be released only after a certain specified period. It can be one month or even three months after the employee joins the company. Different companies have different rules in this regard.
There is a Free Replacement Clause which is incorporated in the agreement with a Placement Agency which takes care of such unfortunate "accidents."
Well, if you do not have any agreement with the Placement Agencies empanelled with your company, then you could ask them to arrange for a free replacement and request them to raise a bill for the new person after they join your company.
Best Wishes,
Vasant Nair
From India, Mumbai
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There is a Free Replacement Clause which is incorporated in the agreement with a Placement Agency which takes care of such unfortunate "accidents."
Well, if you do not have any agreement with the Placement Agencies empanelled with your company, then you could ask them to arrange for a free replacement and request them to raise a bill for the new person after they join your company.
Best Wishes,
Vasant Nair
From India, Mumbai
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Sudheer,
Whether direct or through a consultancy, the company need not pay the salary for those 4/5 days. The company can get in touch with the person and ask him what went wrong. Most of the time, it is due to having received a good offer from some X company. Or possibly because the person has joined the company in haste just because he wants to change or quit the current organization or for traveling inconvenience, and does not like it anymore.
From India, Mumbai
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Whether direct or through a consultancy, the company need not pay the salary for those 4/5 days. The company can get in touch with the person and ask him what went wrong. Most of the time, it is due to having received a good offer from some X company. Or possibly because the person has joined the company in haste just because he wants to change or quit the current organization or for traveling inconvenience, and does not like it anymore.
From India, Mumbai
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Would request all those posting on my query to kindly read all the replies and then comment. This would reduce the repetitive comments, and we can share and receive more different thoughts.
There are just 14/15 replies to my post till now, so I request you to take a look at the replies and then put forward your thoughts. Thanks
From India, Mumbai
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There are just 14/15 replies to my post till now, so I request you to take a look at the replies and then put forward your thoughts. Thanks
From India, Mumbai
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Dear Readers
Having worked as ITes BPO recruiter and have experienced this situations many times over. And I m sure that my colleagues here have worked as BPO recruiters at some point of their career. I may not go over listing all the challenges of BPO recruitment from consultancy point of view as most of you are aware of the challenges recruiters face. I would like to share certain approach I adopted to face this challenges. My Experience of facing these challenges has been limited to BPO recruitment; however I feel that the suggestions may be applied to any industry.
1) The recruiters have the pressure to present the lineup of candidates for interviews to Client’s HR representative. So this makes the sourcing a hurried task, this is where the problem starts. Sourcing and screening of candidates should be done so well that recruiter should be able to understand the thought flow of the candidate from his/her CV, preliminary face to face interview or telephonic interview. Recruiter shall get friendly and develop a rapport in order to understand the thought flow and his/her plans to make a career. Then we can ensure some stability in decision making process in candidate’s mind.
2) Research about the candidate from various sources which is rightly mentioned in the forum above like face book, orkut, LinkedIn, this social networking websites can help recruiters understand the personality and nature of the candidates, then on understanding the client organization culture you may evaluate the compatibility of the candidate & organization.
3) Assess or evaluate the candidate from a neutral and unbiased point of view, sometimes we recruiter get into halo effect of the candidate’s personality, good communication skills, presentable, well groomed, qualifications, bias favoritism etc, on the other hand discriminating them on basis of race, religion, color or appearance and over look certain aspects which would come back to trouble us if candidate ditches the commitment later on.
4) Evaluating candidate’s needs is equally important as client’s staffing requirements, also by this process we can screen and filter candidates just shopping around or one who are looking to warm up their interview skills.
Hope this was useful contribution to my fellow colleagues !
Best Wishes
Hussain
From Kuwait, Salmiya
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Having worked as ITes BPO recruiter and have experienced this situations many times over. And I m sure that my colleagues here have worked as BPO recruiters at some point of their career. I may not go over listing all the challenges of BPO recruitment from consultancy point of view as most of you are aware of the challenges recruiters face. I would like to share certain approach I adopted to face this challenges. My Experience of facing these challenges has been limited to BPO recruitment; however I feel that the suggestions may be applied to any industry.
1) The recruiters have the pressure to present the lineup of candidates for interviews to Client’s HR representative. So this makes the sourcing a hurried task, this is where the problem starts. Sourcing and screening of candidates should be done so well that recruiter should be able to understand the thought flow of the candidate from his/her CV, preliminary face to face interview or telephonic interview. Recruiter shall get friendly and develop a rapport in order to understand the thought flow and his/her plans to make a career. Then we can ensure some stability in decision making process in candidate’s mind.
2) Research about the candidate from various sources which is rightly mentioned in the forum above like face book, orkut, LinkedIn, this social networking websites can help recruiters understand the personality and nature of the candidates, then on understanding the client organization culture you may evaluate the compatibility of the candidate & organization.
3) Assess or evaluate the candidate from a neutral and unbiased point of view, sometimes we recruiter get into halo effect of the candidate’s personality, good communication skills, presentable, well groomed, qualifications, bias favoritism etc, on the other hand discriminating them on basis of race, religion, color or appearance and over look certain aspects which would come back to trouble us if candidate ditches the commitment later on.
4) Evaluating candidate’s needs is equally important as client’s staffing requirements, also by this process we can screen and filter candidates just shopping around or one who are looking to warm up their interview skills.
Hope this was useful contribution to my fellow colleagues !
Best Wishes
Hussain
From Kuwait, Salmiya
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Dear Ashlesha Dere, have u gone through with terms and condition of consultancy agreement ? That Agreement will provide you the right suggestion. Thanks & Regards Vipin Kumar HR Executive
From India, Chandigarh
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From India, Chandigarh
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Dear Vandana,
I do not agree with your reply. Consultancy doesn't have any fault. Can't the company's HR assume the right candidate? They conduct face-to-face interviews. The consultancy lines up candidates for the company, but now the consultancy has to provide replacements for those candidates.
Regards,
Vipin Kumar
HR Executive
From India, Chandigarh
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I do not agree with your reply. Consultancy doesn't have any fault. Can't the company's HR assume the right candidate? They conduct face-to-face interviews. The consultancy lines up candidates for the company, but now the consultancy has to provide replacements for those candidates.
Regards,
Vipin Kumar
HR Executive
From India, Chandigarh
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