Kindly share a policy note on Campus Recruitment process. Thanks Shilpa
From India, Pune
From India, Pune
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Hello Shilpa,
Campus Recruitment Drive means the colleges invite IT or Non-IT companies to visit their colleges for the purposes of recruitment. The employer company would visit colleges to select potential employees. Each of these companies would have its own selection criteria such as students maintaining a continuous 65% and above and possessing excellent communication skills (both oral and written) etc. They will conduct first, written tests, then group discussions, and finally one-on-one interviews. This is the recruitment process.
Another aspect is how to attract these employer companies to our colleges. The college Placement Officer would handle this task. He will visit these companies in person, trying to convince the HR representatives of these companies about his college. The key point that would interest the HR personnel is the selection ratio. If he can secure one out of every twenty students, it is deemed acceptable. To support this trend, the Placement Officer would showcase his college website or brochure, highlighting the infrastructure facilities, labs, training departments, activities, the potential of high-achieving students, and their accomplishments. If the HR is convinced that a visit to the college is worthwhile, they will plan the visit. The college will then arrange and facilitate their visit, extending hospitality to the recruitment team. This outlines the recruitment process. If you have any further clarifications, please feel free to contact me. Thanks and regards,
From India, Hyderabad
10Campus Recruitment Drive means the colleges invite IT or Non-IT companies to visit their colleges for the purposes of recruitment. The employer company would visit colleges to select potential employees. Each of these companies would have its own selection criteria such as students maintaining a continuous 65% and above and possessing excellent communication skills (both oral and written) etc. They will conduct first, written tests, then group discussions, and finally one-on-one interviews. This is the recruitment process.
Another aspect is how to attract these employer companies to our colleges. The college Placement Officer would handle this task. He will visit these companies in person, trying to convince the HR representatives of these companies about his college. The key point that would interest the HR personnel is the selection ratio. If he can secure one out of every twenty students, it is deemed acceptable. To support this trend, the Placement Officer would showcase his college website or brochure, highlighting the infrastructure facilities, labs, training departments, activities, the potential of high-achieving students, and their accomplishments. If the HR is convinced that a visit to the college is worthwhile, they will plan the visit. The college will then arrange and facilitate their visit, extending hospitality to the recruitment team. This outlines the recruitment process. If you have any further clarifications, please feel free to contact me. Thanks and regards,
From India, Hyderabad
While campus placement is an end result, you need to understand the ingredients that are required to obtain that particular result. Skills like professional ethics, communication, self-learning ability, and then core technical skills are what can get any company to a campus. There is a process that needs to be followed to develop quality engineers, and only then can you expect campus placements.
From India, Bangalore
From India, Bangalore
That is a very nice discussion. I would love to give my inputs so that the HRs involved in "campus recruitment for core industries" get a feel of it.
Core industry isn't growing in the manner we would love it to. That being the fact, we are faced with another problem of rapidly growing engineering colleges under the syllabus of UGC/AICTE/University... whatever.
In the whole affair, there is a mismatch of university produce and industry requirement. It's actually alarming. The facts reveal that 70% of engineers are not even trainable!
Colleges do what they can and should as an enterprise. They have their limitations in terms of who they can recruit to produce engineers. Unfortunately, the college management gets to pick from the crowd of left-out resources available, which have not made it to higher grounds in their careers.
The industry doesn't see the wow factor in institutions, and leaving alone hunting for talent, the industry hardly makes an effort to extend its expertise to do something about it. The effort doesn't seem like a good bargain to the industry.
But then, under some of their other social obligations, the industry takes and trains these engineers from basic engineering, only to see them do their "vanish and found elsewhere" act. This is a serious and real problem.
The recruitment process is simple, can be intellectualized - salt and pepper added to taste - but the crisis at hand is not with HR recruitment agencies or HR officers. It rests in the hands of the powers that be who run this valueless process of designing and delivering engineers!
The issue with the IT segment may not be all that bad. It's still a baby, and it doesn't need learned skills; it needs the ability to learn skills. So at least, that's not a problem, thankfully.
From India, Hyderabad
Core industry isn't growing in the manner we would love it to. That being the fact, we are faced with another problem of rapidly growing engineering colleges under the syllabus of UGC/AICTE/University... whatever.
In the whole affair, there is a mismatch of university produce and industry requirement. It's actually alarming. The facts reveal that 70% of engineers are not even trainable!
Colleges do what they can and should as an enterprise. They have their limitations in terms of who they can recruit to produce engineers. Unfortunately, the college management gets to pick from the crowd of left-out resources available, which have not made it to higher grounds in their careers.
The industry doesn't see the wow factor in institutions, and leaving alone hunting for talent, the industry hardly makes an effort to extend its expertise to do something about it. The effort doesn't seem like a good bargain to the industry.
But then, under some of their other social obligations, the industry takes and trains these engineers from basic engineering, only to see them do their "vanish and found elsewhere" act. This is a serious and real problem.
The recruitment process is simple, can be intellectualized - salt and pepper added to taste - but the crisis at hand is not with HR recruitment agencies or HR officers. It rests in the hands of the powers that be who run this valueless process of designing and delivering engineers!
The issue with the IT segment may not be all that bad. It's still a baby, and it doesn't need learned skills; it needs the ability to learn skills. So at least, that's not a problem, thankfully.
From India, Hyderabad
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