Guru:
Thats fine let me fit myself into your shoe for some time now, is this the right way of doing? you tell me; there are many ways to see about the company there is no need to get the offer and then you start getting to know about that company isnt it
when you get a call from one company for any position, it is your duty to see what company is into all about and what is their work how is that they are growing in the industry etc etc, it is not that once you have cleared all the rounds and took the offer then started hunting for the info ... this is not gonna work ...
i want others to give their views as well
- Mirza
From Saudi Arabia, Jiddah
18Thats fine let me fit myself into your shoe for some time now, is this the right way of doing? you tell me; there are many ways to see about the company there is no need to get the offer and then you start getting to know about that company isnt it
when you get a call from one company for any position, it is your duty to see what company is into all about and what is their work how is that they are growing in the industry etc etc, it is not that once you have cleared all the rounds and took the offer then started hunting for the info ... this is not gonna work ...
i want others to give their views as well
- Mirza
From Saudi Arabia, Jiddah
Hi Pragya,
The situation you are experiencing here is a very common and almost incurable problem. D. Mallick has provided the main reasons already. To be frank there is no clear cut solution for this problem.
Some solutions can be like maintaining a good rapport with the candidate by being constantly in touch with him professionally on a high frequency so that at least before dropping the offer he would inform you in advance thus giving you an amount of time to rectify the situation before it's too late.
Another is eventhough an offer has been made, go for back ups like one or two in the pipeline, especially when dealing with the IT industry. It sounds cruel, but still it keeps the numbers steady.
From India, Bangalore
The situation you are experiencing here is a very common and almost incurable problem. D. Mallick has provided the main reasons already. To be frank there is no clear cut solution for this problem.
Some solutions can be like maintaining a good rapport with the candidate by being constantly in touch with him professionally on a high frequency so that at least before dropping the offer he would inform you in advance thus giving you an amount of time to rectify the situation before it's too late.
Another is eventhough an offer has been made, go for back ups like one or two in the pipeline, especially when dealing with the IT industry. It sounds cruel, but still it keeps the numbers steady.
From India, Bangalore
Hi Pragya,
I think as a recruiter the we should follow a transparent process right from the point of engaging with a potential employee till he/she comes on board.
1 : Be clear and explicit in the job description and the company's business and website etc. This is your sales kit.
2 : Be clear and explicit about the competencies, skills required and the level of proficiency required.
3: Get the experience requirements clear and communicate.
4: Communicate your budget(range) to the placement agency.
Make sure that points 1 to 3 are clearly documented and given to the consultant/placement agencies(if outsourced). Once 1-3 is done there is no going back unless hiring decision is withdrawn.
Ask the placement agency to commit themselves in fulfilling this requirement. They should not merely cut and paste your requirements and send as an email. They should not merely forward your emails. Because they are your ambassadors to the potential hire. Ask them to run through a checklist against 1-3. They should do the first level screening of the willingness/seriousness about the change. Most seasoned recruiters will find out this in 10-15 minutes of a phone call. Check with them on the candidates expectation on compensation and if it falls within range they should proceed with next steps.
4: Once the CV is shortlisted against 1-4 schedule an interview.
4: Once a mutually agreed date and time is scheduled for the interview, never reschedule this. Managers often cite lame excuses like telecons, customer visit, travel etc etc . Any rescheduling done by the company reflects poorly on the company's image.
5: The interview MUST start on time and end ON TIME. (Communicate the selection process a priori to the candidate). Don't select the interview panel when the candidate is waiting and reading magazines at your reception.
6: Make sure that the documents as in steps 1-3 are provided to the interview panel and the candidates CV is provided to the panel at least a day in advance to prepare them for interview. YES, preparation is required from the panel as well. This is the most overlooked step in most companies as most managers feel that they know it all. This will avoid the embarassing moment of reading the CV of the candidate in front of him. This cue is picked up by most smart people and they conclude that the company does not care about people.
7: Once the panel (Technical) shortlists, HR should interview and assess the fitment into the organisation. Also HR should find out if any promises were made during the earlier interviews and should cross check with the technical panel. Often candidates are promised onsite assignments just to get them into the organisation which is not correct. Make sure that this is vetted else communicate transparently to the candidate.
8: Once the offer is made and the offer is accepted, make sure that you get a signature as a token of acceptance on a copy of the letter. THis ensures that there is a MORAL binding on the candidate. It is also better to get the date of joining in this letter.
9: Subsequent to this the challenge starts and it is the job of all the stakeholders to ensure that the candidate joins. The methods that we follow are
1: Once in a week/fortnight the HR calls the candidate and check with him on the progress of his relieving from the current organisation.
2: The would be boss calls the candidate and gives some details(very minimal) on the kind of project he/she would be working on. This will create a sense of urgency in the candidate.
NEVER provide a second offer to the candidate just because some one else has offered more. You might lose the candidate but your are doing good for the industry in general. If every organisation follows this we will have some order in the chaotic atmosphere that prevails now. This will also ensures that a FAIR MARKET VALUE is arrived at the competencies that are available in the market. Otherwise we will go into auctioning mode and small time firms/ startups/Indian companies. will never be able to survive in this sector.
If we follow the above religiously I am sure you will be able to get the right fit for the vacancy.
Another channel of recruitment which is quite successful is employee referral. Here apart from the moral binding from the letter of acceptance, there is a moral binding from the employee who referred the person to ensure he joins. This is more often the true reflection of the perception of your company from outside. If the present employee is not advocating your company, I am not sure what is the motivation for a placement company to advocate apart from the money.
These are my personal experiences/methods which we employed when I joined a startup and helped HR to build the teams.
Regards
Srivathsa
From India, Bangalore
I think as a recruiter the we should follow a transparent process right from the point of engaging with a potential employee till he/she comes on board.
1 : Be clear and explicit in the job description and the company's business and website etc. This is your sales kit.
2 : Be clear and explicit about the competencies, skills required and the level of proficiency required.
3: Get the experience requirements clear and communicate.
4: Communicate your budget(range) to the placement agency.
Make sure that points 1 to 3 are clearly documented and given to the consultant/placement agencies(if outsourced). Once 1-3 is done there is no going back unless hiring decision is withdrawn.
Ask the placement agency to commit themselves in fulfilling this requirement. They should not merely cut and paste your requirements and send as an email. They should not merely forward your emails. Because they are your ambassadors to the potential hire. Ask them to run through a checklist against 1-3. They should do the first level screening of the willingness/seriousness about the change. Most seasoned recruiters will find out this in 10-15 minutes of a phone call. Check with them on the candidates expectation on compensation and if it falls within range they should proceed with next steps.
4: Once the CV is shortlisted against 1-4 schedule an interview.
4: Once a mutually agreed date and time is scheduled for the interview, never reschedule this. Managers often cite lame excuses like telecons, customer visit, travel etc etc . Any rescheduling done by the company reflects poorly on the company's image.
5: The interview MUST start on time and end ON TIME. (Communicate the selection process a priori to the candidate). Don't select the interview panel when the candidate is waiting and reading magazines at your reception.
6: Make sure that the documents as in steps 1-3 are provided to the interview panel and the candidates CV is provided to the panel at least a day in advance to prepare them for interview. YES, preparation is required from the panel as well. This is the most overlooked step in most companies as most managers feel that they know it all. This will avoid the embarassing moment of reading the CV of the candidate in front of him. This cue is picked up by most smart people and they conclude that the company does not care about people.
7: Once the panel (Technical) shortlists, HR should interview and assess the fitment into the organisation. Also HR should find out if any promises were made during the earlier interviews and should cross check with the technical panel. Often candidates are promised onsite assignments just to get them into the organisation which is not correct. Make sure that this is vetted else communicate transparently to the candidate.
8: Once the offer is made and the offer is accepted, make sure that you get a signature as a token of acceptance on a copy of the letter. THis ensures that there is a MORAL binding on the candidate. It is also better to get the date of joining in this letter.
9: Subsequent to this the challenge starts and it is the job of all the stakeholders to ensure that the candidate joins. The methods that we follow are
1: Once in a week/fortnight the HR calls the candidate and check with him on the progress of his relieving from the current organisation.
2: The would be boss calls the candidate and gives some details(very minimal) on the kind of project he/she would be working on. This will create a sense of urgency in the candidate.
NEVER provide a second offer to the candidate just because some one else has offered more. You might lose the candidate but your are doing good for the industry in general. If every organisation follows this we will have some order in the chaotic atmosphere that prevails now. This will also ensures that a FAIR MARKET VALUE is arrived at the competencies that are available in the market. Otherwise we will go into auctioning mode and small time firms/ startups/Indian companies. will never be able to survive in this sector.
If we follow the above religiously I am sure you will be able to get the right fit for the vacancy.
Another channel of recruitment which is quite successful is employee referral. Here apart from the moral binding from the letter of acceptance, there is a moral binding from the employee who referred the person to ensure he joins. This is more often the true reflection of the perception of your company from outside. If the present employee is not advocating your company, I am not sure what is the motivation for a placement company to advocate apart from the money.
These are my personal experiences/methods which we employed when I joined a startup and helped HR to build the teams.
Regards
Srivathsa
From India, Bangalore
i agree with Mirza on this one point. the DOJ shld be asap.
also the recruitment process shld be faster.dont give them time to even think.we cannot crib that people go job shopping now.
just like a salesman sell your company to him.
In a sense highlight your good points, the good policies and procedures. dont be too uptight in your approach,coz after al you represent the company.
over all emphasis shld be given on what we will give them that they have not been gtin.
also the recruitment process shld be faster.dont give them time to even think.we cannot crib that people go job shopping now.
just like a salesman sell your company to him.
In a sense highlight your good points, the good policies and procedures. dont be too uptight in your approach,coz after al you represent the company.
over all emphasis shld be given on what we will give them that they have not been gtin.
@ Rohita2208 and MIRZA
Why dont u understand that when a candidate has to join u he has to resign somewhere, so if you ask to join him ASAP, what you expect him to do, are u ready to pay his notice period pay??? what if he has 3 month notice period.
Even if he joins and tomorrow he gets a good offer, you would tell the same thing to him that u cant releive him soon, but his new employer again would want him ASAP.. Here all companies are not ready to releive their candidates soon, but want the new joinees to join ASAP,,
This common sense does not anyone recoganise or understand.
till what time this will go on like this , :? :? :? :? :? :?
From India, Pune
Why dont u understand that when a candidate has to join u he has to resign somewhere, so if you ask to join him ASAP, what you expect him to do, are u ready to pay his notice period pay??? what if he has 3 month notice period.
Even if he joins and tomorrow he gets a good offer, you would tell the same thing to him that u cant releive him soon, but his new employer again would want him ASAP.. Here all companies are not ready to releive their candidates soon, but want the new joinees to join ASAP,,
This common sense does not anyone recoganise or understand.
till what time this will go on like this , :? :? :? :? :? :?
From India, Pune
Hi Pragya,
Hope you're doing quite well. I 've enclosed a document which contained the answers for you questions i.e, Why the candidates rejects offers and How to put a stop to it.
Please find the Enclosed word document and .
Thanks & Regards,
K.Sridharan. MBA, MHRM, MA, D.L.L
From India, Madras
Hope you're doing quite well. I 've enclosed a document which contained the answers for you questions i.e, Why the candidates rejects offers and How to put a stop to it.
Please find the Enclosed word document and .
Thanks & Regards,
K.Sridharan. MBA, MHRM, MA, D.L.L
From India, Madras
Hi Srivathsa,
Thanks for the detailed insight.
Few Points to Ponder:
I agree a rich interveiwing experience helps. But that doesn't seem to be a binding force for the Canididate.
Sometimes I may not hire directly for a project but for bench which is an integral part of the IT world now. What do I sell to these candidate?
Also when you say we should not make a second offer, are we taking about a counter offer?
There have been instances where a candidate did not join my org say six months back, but now wants to apply again. Do you think such reversals should be allowed. My experiience tells me that 72% of these Dropout reversals do work out.
Need your comments. Also tangent to the issue at hand, would be helpful if you could suggest the ER benifits that u suggest are helpful.
Regards,
Pragya
From India, Hyderabad
Thanks for the detailed insight.
Few Points to Ponder:
I agree a rich interveiwing experience helps. But that doesn't seem to be a binding force for the Canididate.
Sometimes I may not hire directly for a project but for bench which is an integral part of the IT world now. What do I sell to these candidate?
Also when you say we should not make a second offer, are we taking about a counter offer?
There have been instances where a candidate did not join my org say six months back, but now wants to apply again. Do you think such reversals should be allowed. My experiience tells me that 72% of these Dropout reversals do work out.
Need your comments. Also tangent to the issue at hand, would be helpful if you could suggest the ER benifits that u suggest are helpful.
Regards,
Pragya
From India, Hyderabad
Ravi:
You try and understand my previous posting and then talk something on that, i have clearly put accross that once the guy is clear of everything then he can attend the interviews and go till the offer otherwise there is no need to waste his and companies time - am i right
what you say on this - please comment
the basic fact is that one has to have the idea of what he is going to do, if he is clear about his goals and ambitions he would not go and attend all the interviews whichever company had called
so its better to have ethics in every one so that everything would go smooth - what you all say on this
about the DOJ and notice period, if mutually agreed then only we would come to a conclusion, if at all a company needs that guy definitely they will buy the notice period and it is happening and of course i have done it for my company
hope you are clear now
Thanks,
- Mirza
From Saudi Arabia, Jiddah
You try and understand my previous posting and then talk something on that, i have clearly put accross that once the guy is clear of everything then he can attend the interviews and go till the offer otherwise there is no need to waste his and companies time - am i right
what you say on this - please comment
the basic fact is that one has to have the idea of what he is going to do, if he is clear about his goals and ambitions he would not go and attend all the interviews whichever company had called
so its better to have ethics in every one so that everything would go smooth - what you all say on this
about the DOJ and notice period, if mutually agreed then only we would come to a conclusion, if at all a company needs that guy definitely they will buy the notice period and it is happening and of course i have done it for my company
hope you are clear now
Thanks,
- Mirza
From Saudi Arabia, Jiddah
Hi All !
I would like to know your views on recruiter paying for the notice pay to the candidate so that he can join immediately. Would you do this as recruiter?
Apart from ethical issue of the recruiting company allowing the candidate to discharge his duties with his existing employer, I would also like to discuss about how long would you like the employee who has resiged to attend your office?
OUr company follows the ploicy of releiving a manager withing one week of resignation. "A stale fruit in the basket will spoil others as well". While for junior position this is not done a full one month he is required to attend duties.
Recently for junior position we have taken a stand that even if the employee opts to pay the notice pay, he will be relived after one month only.
Your views.
- HIten
From India, New Delhi
I would like to know your views on recruiter paying for the notice pay to the candidate so that he can join immediately. Would you do this as recruiter?
Apart from ethical issue of the recruiting company allowing the candidate to discharge his duties with his existing employer, I would also like to discuss about how long would you like the employee who has resiged to attend your office?
OUr company follows the ploicy of releiving a manager withing one week of resignation. "A stale fruit in the basket will spoil others as well". While for junior position this is not done a full one month he is required to attend duties.
Recently for junior position we have taken a stand that even if the employee opts to pay the notice pay, he will be relived after one month only.
Your views.
- HIten
From India, New Delhi
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
Offer letter.pdf
Sample Internship Offer Letter.doc