Skip to main content

Campus hiring- Like attracts like.

Hiring has changed a lot at campuses. It all started with Large Engineering companies who visited engineering campuses for selections. It was branch-based companies and selection process. Core and non-core companies. Core helped non-IT branches appear for the process and selected the best, mostly on acads and their performance in the interview rounds. All these processes where very very panel based and tested people without any bias. The only bias that we heard those days was, if there was any influential politician or official who wanted his ward to get some push. Max.
Things changed when IT hiring started for vanilla skills of logical reasoning, verbal ability and quant.
All branches invited. Infy, TCS, Wipro, Cognizant and other mass recruiters invited anyone with 60% and sometimes even 50% marks to appear for mass appti test. People offered in huge numbers. at each college had selection list of 300, 400 , 750 offers by these biggies. Hiring was called Spray and pray! Mass recruiters. Things started changing when recession hit. Offers rescinded, delayed, withdrawn, joining dates delayed, never confirmed and then the factory of engineers, the colleges woke up and started having focus back on Core industries and asked many mass recruiting IT services companies to come later on the slot and some even banned from being on recruiter list.

I have been approached by T&Ps of NITs and others to take the offered guys, who did not get a joining date from a few of the biggies mentioned above. Guys were offered 2.75 L CTC. They had cleared the appti and rounds of interviews. I was surprised that all 4 failed in my company's appti test miserably. I can guarantee, any class X guy with good maths and English knowledge could have cleared those tests. Sufficient time was given for the test. No complex calculations, no complicated theories. I really wonder how these Big Companies offered them. Blame it on spray and pray and sales guys like behavior of the HR recruiters who did this TA job.
If people like NRN, NASSCOM Chairmen and others who were worried about the quality of talent at engineering colleges and several reports which said that only 10 to 15% are employable of all engineers passing in India, what did they practically do, when their folks hired the bottom rung folks just to meet numbers. Company comes last. Recruiters first, Students Second and Company Last! 

It is not really that, you pay peanuts and get monkeys. It is like, you are a joker and you will end up hiring a joker. B players hire C players, all of us know.


Popular posts from this blog

What is The Hay Group Total Reward Framework

The Hay Group Total Reward Framework A new way of understanding reward Reward strategies must be anchored in business reality to be effective. Which means linking it to your business strategy – and the needs of your employees as well as your organisation. Our Total Reward Framework helps you optimise reward, no matter how challenging the conditions. The issue Remuneration tends to be one of the worst-managed parts of an organisation’s cost structure. But with 10-70 per cent of total costs wrapped up in it, reward cannot be ignored, particularly in a downturn. To be effective, reward programmes must reflect the needs of the business, now and in the future. Only if they are tied closely to company strategy, business performance and the needs of employees can reward programmes deliver the ROI that is needed in tough times[MK1] . The Hay Group Total Reward Framework takes strategy as a starting point – and it focuses on total reward: every financial measure together with no

Aon Hewitt Total Rewards Framework

Aon Hewitt Total Rewards Framework The Aon Hewitt model and approach believes in considering Total Rewards as a business tool and very much linked to overall business objectives! Reward as understood is a very complex mechanism and some efforts of correcting the base pay and titling in a hurry by many MNCs in India have done a bigger crime by trying to correct it by market adjustments without looking at the talent map, complexity and expectations out of role and mapping it against the benchmark. Titles in India are a big misnomer and hardly any survey on compensation ever probes and captures and calibrates the tangible outcome based bench marking! If we dive deep, we will find that the key factors of Education, Experience and Quality of Education, Quality and relevance of experience and education are not calculated granular! A diploma holder technical manager gets the salary benchmarked for the top T-school manager with top quality experience in a challenging and break-through

Why is ‘Total Rewards’ key to talent management?

Why is ‘Total Rewards’ key to talent management?  Total Rewards (TR) is talent life-cycle management tool that holistically embeds into the whole business plan.  TR can add feather to the modern day HR if they can handle it well to give company the long term competitive edge Unfortunately TR is not a broad-brush tool and so it requires an insightful ‘HR Leader’ with strong sense and capability of strategic alignment, analytic thinking and rightful implementation strengths . WHY TOTAL REWARDS? You must show employees “what’s in it for me.” This means tying together the benefit of the job, the culture, their colleagues, and the company’s mission and its values, as well as total rewards. But total rewards are the most immediate and visible element to employees. SOURCE: Bremen, John and Sejen, Laura. Advancing Total Rewards & the Employee Value Proposition. WorldatWork. 2012. COMPENSATION: IT’S KIND OF A BIG DEAL Compensation can be the single biggest cost