Hi Team,
Greetings!!
I have recently joined this group. Although I have put in five years of HR experience, I have found one peculiar problem with my current company.
Our company is a CMMI Level 5 company, and we're the major vendors for a big MNC.
We source manpower for them, and they do the initial selection and the fitment interview.
Process:
1. Initial Selection: They meet the candidate face-to-face and then send us a request for hiring. We accordingly hire the resource for them.
2. Fitment: After the hiring is done, the candidate has to undergo the fitment interviews of that particular client's client.
Problem:
The problem lies in the candidate's transition between 1 and 2 (above).
The resource has to resign from his earlier company and has to join the new company (us). When they attend fitment interviews and fail in them, they have to be told, "Sorry, you have been rejected on performance issues."
Now, what does the resource do?? He cannot join his earlier company, nor is he on the new company's rolls. Any ideas on how this should be solved??
I have my own answers... but then... your opinion is also sought.
Regards,
Kumarpal Jain
Bangalore.
From India, Bangalore
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Greetings!!
I have recently joined this group. Although I have put in five years of HR experience, I have found one peculiar problem with my current company.
Our company is a CMMI Level 5 company, and we're the major vendors for a big MNC.
We source manpower for them, and they do the initial selection and the fitment interview.
Process:
1. Initial Selection: They meet the candidate face-to-face and then send us a request for hiring. We accordingly hire the resource for them.
2. Fitment: After the hiring is done, the candidate has to undergo the fitment interviews of that particular client's client.
Problem:
The problem lies in the candidate's transition between 1 and 2 (above).
The resource has to resign from his earlier company and has to join the new company (us). When they attend fitment interviews and fail in them, they have to be told, "Sorry, you have been rejected on performance issues."
Now, what does the resource do?? He cannot join his earlier company, nor is he on the new company's rolls. Any ideas on how this should be solved??
I have my own answers... but then... your opinion is also sought.
Regards,
Kumarpal Jain
Bangalore.
From India, Bangalore
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Hi Kumarpal Jain,
- Create a bench for the company by paying a percentage of salary.
- Tell them not to quit until they get a job assurance.
- Ask employers for the minimum lead time for resources to be settled.
- What is your company exactly into?
What do you say?
Regards,
Scare_crow
From India, Mumbai
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2- Create a bench for the company by paying a percentage of salary.
- Tell them not to quit until they get a job assurance.
- Ask employers for the minimum lead time for resources to be settled.
- What is your company exactly into?
What do you say?
Regards,
Scare_crow
From India, Mumbai
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Hi Jain,
Though I'm not from the IT industry, I believe that when the MNC outsourced its recruitment to you, they should not be rechecking the quality of the candidates recruited by you. Currently, it seems they are re-recruiting the candidates by putting them through the interview process. You can suggest that they randomly recheck the quality of the candidates, but not all of them. Alternatively, you can make the final offer to the candidates after your client has seen and approved of the candidature.
Thanks,
AP.Justin
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Though I'm not from the IT industry, I believe that when the MNC outsourced its recruitment to you, they should not be rechecking the quality of the candidates recruited by you. Currently, it seems they are re-recruiting the candidates by putting them through the interview process. You can suggest that they randomly recheck the quality of the candidates, but not all of them. Alternatively, you can make the final offer to the candidates after your client has seen and approved of the candidature.
Thanks,
AP.Justin
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Hello Kumarpal:
The resource has to resign from his earlier company and has to join the new company (us). When they attend fitment interviews and fail in them, they have to be told a curt "Sorry, you have been rejected on performance issues".
Oh my, that is a bad business practice for at least two reasons.
1. It is unfair to the new hire.
2. Future job applicants, if they learn of the practice, may refuse job offers.
Now, what does the resource do? He cannot join his earlier company, neither is he on the new company's rolls.
Business managers often shift the burden of poor decisions onto other people. When new hires fail to become successful employees, that is an indictment of management; they don't know how to evaluate job applicants for their job suitability.
Any ideas on how this should be solved?
Yes, start matching the qualified job applicants to the demands of the job before the job offer is made. Turnover decreases while productivity increases.
Be aware that some hiring managers prefer to hire applicants they like rather than the applicants who will become successful employees.
From United States, Chelsea
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The resource has to resign from his earlier company and has to join the new company (us). When they attend fitment interviews and fail in them, they have to be told a curt "Sorry, you have been rejected on performance issues".
Oh my, that is a bad business practice for at least two reasons.
1. It is unfair to the new hire.
2. Future job applicants, if they learn of the practice, may refuse job offers.
Now, what does the resource do? He cannot join his earlier company, neither is he on the new company's rolls.
Business managers often shift the burden of poor decisions onto other people. When new hires fail to become successful employees, that is an indictment of management; they don't know how to evaluate job applicants for their job suitability.
Any ideas on how this should be solved?
Yes, start matching the qualified job applicants to the demands of the job before the job offer is made. Turnover decreases while productivity increases.
Be aware that some hiring managers prefer to hire applicants they like rather than the applicants who will become successful employees.
From United States, Chelsea
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Hi Kumarpal,
You can reduce the chance of the person not moving to the next level by taking the required tests before he is given the actual offer letter. I believe that no person quits a company if he does not have an offer letter in his hand.
As already stated by somebody, maintaining a bench is the best idea. Although you can substantially reduce the chance of rejection by the client, it cannot be totally eliminated. In such a case, the person might then be put into some other project based on his skill sets.
From India, Ahmadabad
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You can reduce the chance of the person not moving to the next level by taking the required tests before he is given the actual offer letter. I believe that no person quits a company if he does not have an offer letter in his hand.
As already stated by somebody, maintaining a bench is the best idea. Although you can substantially reduce the chance of rejection by the client, it cannot be totally eliminated. In such a case, the person might then be put into some other project based on his skill sets.
From India, Ahmadabad
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Hi Kumarpal,
I am from the BPO industry. We have faced the same issue that you have notified in your input.
It is unfair to ask an employee to resign from the organization due to the non-clearance of the selection procedure of the client and give a bad image to the industry about your company and its procedures.
To avoid:
1) You can get closure on the shortlisting procedure of the client where you can understand the client's requirements, so you can select the proper profile.
2) You can speak to the client that after you select the candidate, the candidate will be on the roll for a minimum particular period, either the candidate clears his/her test or not. This will avoid some misconceptions.
The final option, as per Mr. Scare_Crow:
3) Ask the employee not to quit the other organization before he gets his job confirmation from the client (this will be critical and may lead to legal procedures against dual employment, even if he is on training).
4) We can have a bench where we can keep the employees provided the client gives approval.
From India, Pune
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I am from the BPO industry. We have faced the same issue that you have notified in your input.
It is unfair to ask an employee to resign from the organization due to the non-clearance of the selection procedure of the client and give a bad image to the industry about your company and its procedures.
To avoid:
1) You can get closure on the shortlisting procedure of the client where you can understand the client's requirements, so you can select the proper profile.
2) You can speak to the client that after you select the candidate, the candidate will be on the roll for a minimum particular period, either the candidate clears his/her test or not. This will avoid some misconceptions.
The final option, as per Mr. Scare_Crow:
3) Ask the employee not to quit the other organization before he gets his job confirmation from the client (this will be critical and may lead to legal procedures against dual employment, even if he is on training).
4) We can have a bench where we can keep the employees provided the client gives approval.
From India, Pune
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Employee Interview Form.XLS
Employee Exit Interview Form.doc