Hi,
It is no use asking the management to raise the salary. It is a small unit, and it may not be in a position to pay a high salary. We should accept this fact. However, they should reduce the bond period. Convince them to make it one year. But, you cannot ask the candidate to deposit the original certificates with you.
As a friend indicated above, you can seek the help of some portals. You will certainly get good candidates. There are many of them still unemployed.
Good luck.
PAVITHRAN
From India, Thanjavur
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4It is no use asking the management to raise the salary. It is a small unit, and it may not be in a position to pay a high salary. We should accept this fact. However, they should reduce the bond period. Convince them to make it one year. But, you cannot ask the candidate to deposit the original certificates with you.
As a friend indicated above, you can seek the help of some portals. You will certainly get good candidates. There are many of them still unemployed.
Good luck.
PAVITHRAN
From India, Thanjavur
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Hi Sheela,
Hello everyone, this is the first time I am answering the queries. It's been a month since I joined a recruitment firm, and I have found out that recruitment is the toughest job for HR as the workforce is the pillar of the organization, and it's the responsibility of HR to ensure they recruit the right person for the right job.
In simple words, you should convince your management that by increasing the pay scale and removing unnecessary conditions such as a 2-year bond, you could attract a quality workforce who can deliver higher quality work in less time compared to needy, incompetent, and unsatisfied employees.
Another thing to consider is that compelling employees to sign a bond may be illegal (I am not sure about this, but please verify the facts).
Regards,
Neha M.
From India, Mumbai
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Hello everyone, this is the first time I am answering the queries. It's been a month since I joined a recruitment firm, and I have found out that recruitment is the toughest job for HR as the workforce is the pillar of the organization, and it's the responsibility of HR to ensure they recruit the right person for the right job.
In simple words, you should convince your management that by increasing the pay scale and removing unnecessary conditions such as a 2-year bond, you could attract a quality workforce who can deliver higher quality work in less time compared to needy, incompetent, and unsatisfied employees.
Another thing to consider is that compelling employees to sign a bond may be illegal (I am not sure about this, but please verify the facts).
Regards,
Neha M.
From India, Mumbai
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Give peanuts, get monkeys.
From all the past commenters I have seen, they are talking about giving an appropriate salary structure to candidates/employees.
Again, even VIGSYSJESU is talking perfectly practical, that for non-performer hired staff, what is the solution by making bonds. It is a complete loss for the company, like paying to non-performing assets (actually a liability).
Another thing, BONDS clearly indicate the company is not good in the market with a strong brand or is worried about retaining staff in the organization, which creates doubts and insecurity for any wise candidate about his/her future.
If you believe in your brand/market reputation and you are giving at least the best and competitive salary in the market, then definitely nothing to worry about additional clauses for staff.
Remember, your future staff is an asset of your company and should be a performing asset. If you try to lock them in a number of rules, regulations, and obligations, they will work like a machine and not from within a creative mind.
And these staff only make your brand/reputation very strong in the market by job satisfaction and income satisfaction.
In the end, it is all in your management's hands.
Whether to take monkeys with peanuts or intellectual staff.
Rajesh
From Thailand
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From all the past commenters I have seen, they are talking about giving an appropriate salary structure to candidates/employees.
Again, even VIGSYSJESU is talking perfectly practical, that for non-performer hired staff, what is the solution by making bonds. It is a complete loss for the company, like paying to non-performing assets (actually a liability).
Another thing, BONDS clearly indicate the company is not good in the market with a strong brand or is worried about retaining staff in the organization, which creates doubts and insecurity for any wise candidate about his/her future.
If you believe in your brand/market reputation and you are giving at least the best and competitive salary in the market, then definitely nothing to worry about additional clauses for staff.
Remember, your future staff is an asset of your company and should be a performing asset. If you try to lock them in a number of rules, regulations, and obligations, they will work like a machine and not from within a creative mind.
And these staff only make your brand/reputation very strong in the market by job satisfaction and income satisfaction.
In the end, it is all in your management's hands.
Whether to take monkeys with peanuts or intellectual staff.
Rajesh
From Thailand
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Sheela,
The problem you are facing isn't new to an HR person who is into recruiting, and neither will it be the last time.
In a way, Mahesh & (Cite Contribution) have suggested better practical solutions.
Please try to figure out what's in YOUR hands and then go about attempting to better them.
The Bond or the certificates-taking isn't in your hands—no point blaming the management (they would have their reasons to put such rules into place—past experience regarding attrition being just one of them) OR wasting your time trying to convince them to do away with such rules. You will have to bring about the change by actions/steps where they themselves will feel their methods have served their purpose and aren't necessary anymore.
And I also firmly believe that there's NOTHING called a 100% 'perfect' solution or 100% 'imperfect' solution—it all depends on the situation.
Suggest you try the following: First, make a list of ALL the factors [however silly] that are causing PROBLEMS in your hiring the right people (I am sure the Bond & certificates will be on the TOP 😊, but frankly, I don't think they are the ONLY ones). Then make a list of ALL the factors that you think are the ADVANTAGES of working in this Company [again, however silly/small]. This is what I usually call "The PROs & CONs List" of a situation.
Take it from me, Sheela—no 2 people will have an identical set of priorities. And also, you will be surprised to find how important/useful some PRO aspect that you thought is downright 'silly' will be to some people (candidates). When you search/source for resumes, try to match mentally—going by their personal profiles more than the technical angle—if any of your PROs will appeal to him/her. If yes, go ahead and take the process forward.
I won't say your hit-rate will be 100%—but take it from me, Sheela: it will definitely be far, far better than what it has been so far. Except that it will take some time to see the unsaid in the resumes while you match YOUR PROs to their NEEDS.
The reason for my confidence? We are right now servicing for a company whose TOTAL strength is 15, and the packages not very high (no certificates issues here though)—with a reasonably good hit rate. In a single line: Focus on the matching of 'company strengths' vis-a-vis 'candidate needs' rather than on the 'company limitations' (I won't say 'weaknesses' for a few specific reasons).
ALL THE BEST.
You can reach me at
if you need any assistance.
TS
From India, Hyderabad
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The problem you are facing isn't new to an HR person who is into recruiting, and neither will it be the last time.
In a way, Mahesh & (Cite Contribution) have suggested better practical solutions.
Please try to figure out what's in YOUR hands and then go about attempting to better them.
The Bond or the certificates-taking isn't in your hands—no point blaming the management (they would have their reasons to put such rules into place—past experience regarding attrition being just one of them) OR wasting your time trying to convince them to do away with such rules. You will have to bring about the change by actions/steps where they themselves will feel their methods have served their purpose and aren't necessary anymore.
And I also firmly believe that there's NOTHING called a 100% 'perfect' solution or 100% 'imperfect' solution—it all depends on the situation.
Suggest you try the following: First, make a list of ALL the factors [however silly] that are causing PROBLEMS in your hiring the right people (I am sure the Bond & certificates will be on the TOP 😊, but frankly, I don't think they are the ONLY ones). Then make a list of ALL the factors that you think are the ADVANTAGES of working in this Company [again, however silly/small]. This is what I usually call "The PROs & CONs List" of a situation.
Take it from me, Sheela—no 2 people will have an identical set of priorities. And also, you will be surprised to find how important/useful some PRO aspect that you thought is downright 'silly' will be to some people (candidates). When you search/source for resumes, try to match mentally—going by their personal profiles more than the technical angle—if any of your PROs will appeal to him/her. If yes, go ahead and take the process forward.
I won't say your hit-rate will be 100%—but take it from me, Sheela: it will definitely be far, far better than what it has been so far. Except that it will take some time to see the unsaid in the resumes while you match YOUR PROs to their NEEDS.
The reason for my confidence? We are right now servicing for a company whose TOTAL strength is 15, and the packages not very high (no certificates issues here though)—with a reasonably good hit rate. In a single line: Focus on the matching of 'company strengths' vis-a-vis 'candidate needs' rather than on the 'company limitations' (I won't say 'weaknesses' for a few specific reasons).
ALL THE BEST.
You can reach me at
TS
From India, Hyderabad
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Hi TS,
Thank you for your suggestions. I will definitely make a list of pros and cons. The main issue is that our company is not spending any amount on sourcing resumes. I need to post jobs on free job posting sites and utilize internal references, but it's not yielding the results I expected. Therefore, I will continue to post on free websites.
Thanks,
Sheela
From India, Coimbatore
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Thank you for your suggestions. I will definitely make a list of pros and cons. The main issue is that our company is not spending any amount on sourcing resumes. I need to post jobs on free job posting sites and utilize internal references, but it's not yielding the results I expected. Therefore, I will continue to post on free websites.
Thanks,
Sheela
From India, Coimbatore
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Your organization should review the rule for bond and also revise the salary structure in order to have efficient people. You may also engage good HR consultant for this purpose. M.L. Barber
From India
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From India
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Dear Madam,
I would suggest you go for hiring a fresher candidate. A fresher candidate with some training inputs can work wonders in the company because they are fresh blood full of zest. Motivate them to work. Regarding the bond, a fresher will not mind taking a bond because they are in need of the job. When recruiting them, make them realize the importance of stability and try to use attractive tools like performance-based bonuses or an annual bonus system. I think this way, you can balance both your problems.
This is just my perspective, and practicality may differ. I hope my words will be helpful to you.
Thank you.
WITH WARM REGARDS,
Samom
HR Executive
I am working in a small company with around 40 employees. In our company, we are planning to hire a few candidates for Software Engineer and Sales Manager. The main issue is that we have a 2-year bond where we will retain the original degree certificates from the candidate; if they break it, they have to pay 50k. Currently, management needs candidates, but no one is willing to accept the bond, and the pay structure is lower compared to other companies. Please guide me on how to attract candidates.
Regards,
Sheela
From India, Delhi
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I would suggest you go for hiring a fresher candidate. A fresher candidate with some training inputs can work wonders in the company because they are fresh blood full of zest. Motivate them to work. Regarding the bond, a fresher will not mind taking a bond because they are in need of the job. When recruiting them, make them realize the importance of stability and try to use attractive tools like performance-based bonuses or an annual bonus system. I think this way, you can balance both your problems.
This is just my perspective, and practicality may differ. I hope my words will be helpful to you.
Thank you.
WITH WARM REGARDS,
Samom
HR Executive
I am working in a small company with around 40 employees. In our company, we are planning to hire a few candidates for Software Engineer and Sales Manager. The main issue is that we have a 2-year bond where we will retain the original degree certificates from the candidate; if they break it, they have to pay 50k. Currently, management needs candidates, but no one is willing to accept the bond, and the pay structure is lower compared to other companies. Please guide me on how to attract candidates.
Regards,
Sheela
From India, Delhi
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Hi Sheela,
We are also into software and have a bond criteria for 2 years for employees. However, it is not so tough to recruit people. You need to be very smart in how you represent your company and its work culture. Always emphasize the positive and strong points of the company's work culture in comparison to other companies. You can persuade candidates by discussing appraisals for good performance. If you are not offering the highest salaries, you can still provide good appraisals based on their performance. This can be an attractive point for them to consider joining. To implement this, you will need to discuss with your management the possibility of providing good appraisals for exceptional performance.
Thank you,
Meenu
From India, Delhi
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We are also into software and have a bond criteria for 2 years for employees. However, it is not so tough to recruit people. You need to be very smart in how you represent your company and its work culture. Always emphasize the positive and strong points of the company's work culture in comparison to other companies. You can persuade candidates by discussing appraisals for good performance. If you are not offering the highest salaries, you can still provide good appraisals based on their performance. This can be an attractive point for them to consider joining. To implement this, you will need to discuss with your management the possibility of providing good appraisals for exceptional performance.
Thank you,
Meenu
From India, Delhi
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Dear Sheela,
Please let me know the vacancies that are available in your company. I will help you with the recruitment. There are some people who are solely looking for experience, so I can assist you with this issue to the best of my ability.
Regards,
Abhi
From India
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Please let me know the vacancies that are available in your company. I will help you with the recruitment. There are some people who are solely looking for experience, so I can assist you with this issue to the best of my ability.
Regards,
Abhi
From India
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