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RECRUITING- THE

CISCO WAY
Presented by-
Ø Vivek Dudeja
Ø Rahul Verma
Ø Krishna Joshi
Ø Deepak Pandey
Ø Jagriti
Baranwal
What is
Recruitment?
Process of searching for prospective
candidates and stimulating them to apply for
the job.

Positive process because it increases the


selection ratio by attracting a large volume of
applicants for the job
Purpose of
To
Recruitment
increase the size of the applicant
pool at minimum cost

To identify and prepare potential job


applicants

To increase success rate of selection


process by reducing over and under
qualified applicants
Recruitment process
Department Manager
(Requires new members of staff)

AD JD
Dashboard

PS

AD. Dept. Personal Dept.

jobseekers jobseekers
Introduction of
The case- Cisco
The case examines various changes brought about by global
networking major.

History-
It was founded in 1984 by a group of computer scientists at Stanford,
who designed an operating software called IOS (Internet Operating
System)

In 1985, the company started a customer support site from where


customers could download software over FTP and also upgrade the
downloaded software. It provided technical support to its customers
through emails
In 1995, global networking major, Cisco, found that despite hiring
an average of 1,000 people every three months during the year, the
company still had hundreds of openings.

Cisco hired more than 1,000 employees every quarter – around 10


percent of the total jobs generated through Internet in the Silicon
Valley.

In 2001, the company recruited around 40-50% of its employees


through ‘Make a friend @ Cisco’ online program and other such
initiatives

In 1995, global networking major, Cisco, found that despite hiring


an average of 1,000 people every three months during the year, the
company still had hundreds of openings.
Recruitment at
Cisco
Since the most sought after employees were not accessible, Cisco deviced a
strategy to lure them.

As part of its strategy to attract the best talent, Cisco changed the way it used
wanted advertisements in newspapers. Instead of listing specific job openings, the
company featured its Internet address in its ads and invited prospective candidates
to apply.

The company learned to attract happily employed people through focus groups.
For example, it was found that most professionals like to watch movies in their
free time, websites on ‘corporate cartoon Dilbert’ were extremely popular and
most professionals hated job hunting.

Cisco linked its website to the Dilbert web page, which registered around 2.5
million hits per day, mainly from engineers and Internet-savvy managers..
The focus group’s exercise made Cisco realize that a candidate would
approach the company if he had been informed by a friend about better
opportunities at Cisco.

Cisco also reached out to potential applicants through a variety of routes


which were unusual in recruiting. It began frequenting art fairs, beer
festivals and certain annual events in which people from Silicon Valley
participated. These places proved to be very ‘fruitful hunting venues’ as
they attracted young achievers from various successful InfoTech
companies.

By 1999, about one third of new recruitments were made through the
Friends program, Cisco launched a tool called Profiler on the employment
page of its website to accelerate and standardize online resume submission.
To avoid applicants from being caught by their current employers while
using Profiler, Cisco designed each screen with an escape button that
opened web page about gift suggestions for co-workers.

To speed up the hiring process, Cisco hired in-house headhunters to


identify qualified candidates for managers

Cisco also encouraged internal referrals for recruitment through a program


called ‘Amazing People.’ This system allowed Cisco employees to refer
their friends, acquaintances for positions in Cisco. Employees were given
bonus if the company hired the person they referred.

Every new recruit was assigned a ‘buddy’ who clarified all doubts and
answered questions about Cisco and work in general
.
Recruiting Yield
Pyramid
50 New
hires
100 Offers made (2 :
1)

150 Candidates interviewed (3 :


2)
200 Candidates invited (4 :
3)
1,200
Leads generated (6 :
1)
“SWOT
Analysis”
Strengths
Use of revolutionary technique that is internet

Inexpensive method which covers large volume

Recruiting team’s effort to identify and study job hunting

Style of potential candidates

Advertising website at cyberspace and linking it to other

Important websites

Formation of focus groups for passive job seekers


Weakness
Factors like higher salary, incentives etc which may lure passive job
seeker haven't been included .

Internal referrals may cause conflicts and may divert employees


attention to get bonus for referring.

As Cisco target top level employees, excessive recruitment will be


useless and less focused
Opportuni
ties

Unusual but fruitful recruitment techniques like art fairs, beer


festivals and certain annual events etc are frequently done; where
potential candidates can be easily contacted and informed.
Threats

Other competitive firms can soon follow similar


recruitment techniques with additional lucrative features
like higher pay scales , better working atmosphere etc
Achievement of Cisco
Amazing growth in Calls ; from 3000 to 12000 only within one year
Rapid increment in the no. of total transaction
in mid 2000, it entered into distribution agreement with FedEx to
manage
The world’s biggest Internet economy industrial parks is “The Cisco
City” with around 13,000 employees spread over 40 buildings in the
campus.
There was a world wide presence of Cisco-
Continents Countries
Australia Australia, New Zealand
Asia China, India, Hong Kong, Japan,
Europe Malaysia, Finland,Denmark,
Austria,Belgium, Korea, Taiwan,
UK,
N. America Russia,
France, Israel etc.
Croatia,
USA, Canada, Bulgaria, Greece,
Mexico
S. America Italy, Spain,Argentina,
Peru, Chile, etc. Brazil,
Africa Venezuela,
Ecuador, S. Costa
AfricaRica, Colombia
Conclusio
n
According to our SWOT analysis we would like to
conclude that Cisco's recruitment technique is very
beneficial, cost effective and innovative but it seems to be
a bit unidirectional as its objective is to hire top
networking people but its not significantly fulfilled they
have just made the recruitment technique smooth and easy
but not attractive specially for passive job seekers.
THANK
YOU!!