Abstract

Today, in every organisation personnel orchestrating as an activity is

compulsory. It is a consequential part of an organisation. Human Resource
Orchestrating is a vital ingredient for the prosperity of the organisation in the
long run especially with companies having Ecumenical presence. Integration
within departments is very paramount so as to have efficacious manpower
orchestrating. There are certain ways that are to be followed by every
organisation, which ascertains that it has right number and kind of people, at
the right place and right time, so that organisation can achieve its
orchestrated objective.

For every organisation it is consequential to have a right person on a

right job. Recruitment process plays a vital role in this situation. Shortage of
skills and the utilization of incipient technology are putting considerable
pressure on how employers go about Recruiting staff for departments across
geographies.

Recruitment and Cull are simultaneous process and are incomplete

without each other. They are consequential components of the organisation
and are different from each other. With reference to this context, this project
is been prepared to put a light on Recruitment and Cull process at Sutherland
Global Services.

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 Introduction

Background:

‘Right person for the right job’ is the fundamental principle in recruitment and cull. Every
organisation should give attention to the cull of its manpower, especially its managers. The
operative manpower is equipollently consequential and essential for the orderly working of
an enterprise. Every business organisation/unit needs manpower for carrying different
business activities smoothly and efficiently and for this recruitment and cull of felicitous
candidates is essential. Recruitment deals with magnetizing job seekers into the company.
Staffing function deals with allocating internal resources to sundry projects.

Recruitment and cull are two of the most paramount functions of personnel
management. Recruitment precedes cull and avails in culling a right candidate. Every
organisation needs to look after recruitment and cull in the initial period and thereafter as and
when supplemental manpower is required due to expansion and development of business
activities.

It has become more and more arduous to visually perceive the world around us in a
uni-dimensional way and to utilize only single criteria when judging what we optically
discern. Looking to this aspect it is consequential that managers have to analyse each
situation opportunely and saliently to achieve multiple goals and objectives in the best
interest of the company

RESEARCH METHODOLOGY OF STUDY:

The project is a systematic presentation consisting of the enunciated problem, formulated

hypothesis, collected facts of data, analyzed facts and proposed conclusion in form of
recommendations

The data has been collected from both the sources primary and secondary sources

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Objectives:

The objective of the study is to critically analyse and understand the recruitment process in
the BPO sector.

I: To understand the recruitment process.

II: To know the source of recruitment at various levels and variour jobs

III: To critically analyse the functioning of recuitement procedures.

IV: To identify the probable area of improvement to make recruitment procedure more
effective

LIMITATIONS OF THE STUDY:

1: A Limited understanding of the company:

When a candidate is culled from an external recruitment process, there is a possibility that the
candidate might have less chance of understanding the environment of the company. And this
lesser understanding can make an astronomically immense difference in the future activities
of the company.

Consequently, there is some remotely issues with an external process which needs to be
rectified for a better understanding of the company environment.

2: Higher risk:

There is a possibility that the candidate culled for the post is not worthy of the position
offered and he/she can capitalize on their position in the company.

This type of peril is very much mundane in an external recruitment process as most of the
candidates applied for the job are total strangers to the company. And that is why it is
considered one of the higher risk processes of recruitment.

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3: Time-consuming:

The main disadvantages of external recruitment are that it is time-consuming as most of the
companies post an advertisement for their company recruitment drive.

Then there is a quite possible chance of receiving a higher number of applicants for the post
and the recruiter need to be very conscientious with their decision of culling the best
candidate for each round cull process.

These different rounds of cull take remotely longer than the internal recruitment process as it
involves a number of processes.

4: Agencies are not trusted:

By recruiting candidates through external recruitment, recruitment agencies play a role where
they do not have adequate knowledge about the culture of the organization and their intrinsic
qualities. They also do not care much about the key requirements of the post.

5: Licit risks:

There are chances for licit issues when external recruitment is carried on. When hiring intact
teams, top hiring aptitudes are recruited with non-compete recruitment which may lead to
licit issues.

Literature Review:

In business process outsourcing (BPO) employer outsources or transfers all or part of its
recruitment activities to an external accommodation provider.RPO may involve the
outsourcing of all or just part of recruitment functions and process. The external
accommodation provider may accommodate as a virtual recruiting department by providing a
consummate package of skills, implements, technologies and activities (Johnson et al,
2014).The recent trend of incrementation in the authoritative ordinance for hard-to-find
adeptness sets, coupled with the overarching aptitude crisis, has worked in vigorous favour
for the BPO industry bellwethers who were able to transition themselves from being
transactional, low-cost providers to strategic HR partners — though it left other RPO
providers in the dust. The shift in what customers want from their RPO providers has caused
a dramatic vicissitude in the industry makeup over the past five years.

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Research Questions:

Keeping in mind the research objectives, and the detailed literature review, the following research
questions need to be addressed through this research paper.

1. What is the impact of outsourcing recruitment effects on corporate brand of the organization?

2. How outsourcing recruitment influences the perception of the new hired employees and
strengthen the corporate brand?

Company Overview

About the Company:-

Sutherland Global Services is a multi-national technology-enabled BPO Services

Company headed by Dilip R. Vellodi. It provides integrated Platform-based and Analytics
enabled business-cycle support solutions for major Industry Verticals and global industry
leaders.

Having started operations in 1986 in Rochester, New York, Sutherland now employs over
33,000 professionals offering RightSourcing™, seamlessly blended services from its 33
delivery centres in Bulgaria, Canada, Colombia, Egypt, India, Mexico, Philippines, the
United Arab Emirates, the United Kingdom, and the United States. By integrating highly
trained people with state-of-the-art technology and proven business methodologies,
Sutherland collaborates with clients to help them excel in their industry and maximize their
customers’ lifetime value.

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 Recruitment process at Sutherland Global Services

Recruitment at Sutherland Ecumenical Accommodations is handled by team

kenned as ‘Global Professional Recruitment Team’ operates from two locations i.e.
Mumbai and Chennai. It is sole responsible for recruitment solutions across
distribution centres for the company though it is not responsible for recruitment
solutions for its clients which is again handled by other team

1. Requisition:-
Recruitment process at Sutherland Ecumenical Accommodations works on
software ‘ICIMS.’ It is integrated software, functional for all departments wherein all
departments raise their requisite for manpower. It engenders a ‘req’ which is made
visible to recruitment team across geographies. ‘Req’ has to be filled with other
details as in number of manpower required, desired joining date, job description, roles
and responsibilities, emolument offered. Being an ecumenical company, details of job
location was additionally as consequential. Recruitment team operates from two
locations i.e. Mumbai and Chennai both in India. It handled recruitment for all 33
distribution centres across 10 countries and 5 continents.

2. Allocation:-
Once recruitment team receives requisite from sundry centres and
departments, allocation is done i.e. job positions are allocated to members of the team
as per its skills, erudition, expertise and experience. Once allocation is done, then
member goes through categorical requisites and commences finding right candidate as
per exigency.

3. Sourcing/ Searching:-
Once requisites are allocated, members of GPR team source candidates from
sundry job portals. Some of the most used job portals are ‘naukri’ and ‘monster’.
Members have to put right keywords and other details as to find right candidate. Other
details include experience, current emolument, company, sector, functional area,
edifying details, technical qualifications, current location or job location and other. It
should have correct coalescence of criteria. Any error made in search criteria can

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 show erroneous result i.e. error in culling right candidate. So probing through job
portals, one need to be very correct and it can provide an abundance of candidate
database.

After probing a pool of candidates, member of team needs to find a pertinent

candidate which matches the job criteria. Once germane candidates are found,
recruiter has to call candidates and verify details with candidates and withal check the
interest level of the candidates. Details like job description, location, emolument
offered, roles and responsibilities have to discussed and homogeneous information
have to be put in the database. It is additionally considered as primary telephonic
interview

4. Aptitude test:-
Once candidates are culled they have to appear for aptitude test online.
Candidates are sent link and candidates who score above 70 out of 100 are only
culled. Candidates who score in range of 60-70 requires a approbation to process
further

5. Screening:-
Once sourcing of candidates is done, fascinated and culled candidates are
processed further to screening round. Resume of candidates are updated on ‘ICIMS’
and then co-ordinating with screener, candidates are processed for screening round. In
screening round a preliminary interview is taken.

6. Post -Screening round:-

Once screening of candidates is done. Candidates are processed further for
further round of interviews. Depending on level of job, interview sessions are
orchestrated in particular. Higher the caliber in terms of job, the more rounds of
interview and conclusively being recruited in the organisation. If particular ‘req’ is
not filled recruitment process is to be reiterated until job is filled.

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 Roles and Responsibilities performed:-

 Making database of all BPO(Business Process Outsourcing) employees working in

United Kingdom from monster UK ( job portal)

 Sourcing of candidates from popular job portals of India for recruitment for multiple
locations in India

 Call the appropriate candidates and discussing the job opportunity and explain the
responsibilities to be performed on the job with professional telephonic proficiency

 Branding the company by discussing the details of the company and its current and
future operations around the world and India

 Amass their interest level of candidates for job opening. Withal note down other
paramount information. Like their current emolument, years of experience, current
company, key responsibilities on the current or precedent job, verify information as
mentioned by the candidates thus conducting primary interview

 Send mails to candidates as and when required with professional look on behalf of the
company

 Follow up with candidates as when required

 Send daily reports to Reporting Manager and taking feedback of candidates forwarded
by me to Hiring Manager of multiple locations

 Upload candidate resume and their details on ‘icims’ (an internal MIS software)

 Follow up with candidate and screener for suitable time for HR Screening round

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  Making soft copy of Joining Booklet for automation of process

 Soft copy shared for India operations

Skills refined

 Acquired confidence level when talking to unknown but potential candidates for the
company

 Gained professional telephonic proficiency

 Identifying and judging true and honest candidates from telephonic conversation

 Identifying suitability on part of candidates as well as company

 Managing multiple tasks i.e. from sourcing people to scheduling interview to update
on ‘ICIMS’

 Working in team as well as taking individual responsibility

 Corporate behaviour and code of conduct

 Knowledge gained on various work functionalities in BPO industry

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 Synopsis

Synopsis of recruitment done on various positions across locations in India for Sutherland
Global Services in 2 weeks

Work/ Responsibility Location Level Job Description

Solving queries of
HR-HELP DESK Velachery, Executive employees of the
EXECUTIVE Chennai organisation on HR
and other policies
RTM (Real Time Airoli, Navi Scheduling and
Management) Mumbai Executive forecasting agents and
make reports
COPS- WFM Executive Making various reports
(Centralised Operations- Velachery, for mangers and clients
Workforce Management) Chennai in excel and advanced
excel
Scheduling and
WFM Velachery, Executive forecasting agents and
Chennai make reports
Making various reports
MIS Thane Executive for mangers and clients
in excel and advanced
excel
Manager of team of
TEAM LEADER Malad, Mumbai Managerial agents for international
process
Airoli, Navi Manager of team of
TEAM LEADER Mumbai Managerial agents for international
process
Interface between
clients and marketing
RELATIONSHIP Malad, Mumbai Managerial and sales department.
MANAGER Co-ordinate with

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 various managers,
attend meeting,
interaction with clients

COMMUNICATION Cochin Executive Giving training to

TRAINER agent on voice and
accent
Task given by Head-
SOFT COPY- JOINING N/A N/A Hr. (India Operations)
BOOKLET Back support for
automation process of
joining formalities

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