Skip to main content

IT Staffing Industry---the glittering reality...

 

<<LinkedIn profile of Xpheno co-founder reads like this: Specialist Staffing in 2017 & enabled 32 Greenfield GCCs entry. Today, 300 specialist recruiters of Xpheno put 5000 professionals to work every month!>>

Xpheno's growth is exceptional and laudable too...
It's PwC, Deloitte, ANSR Zinnov, and a lot of others who may be enabling these GCCs to set their feet in India!
What's this enabling business of GCCs?
MNCs in India already in commercial business do also set up their GCCs besides many MNCs, who enter with a GCC set up.
Wonder what this enabling means when it is stated by a staffing firm like Xpheno, etc.? The quick answer is "staffing", right? 😅

Let's go to the next part: 300 recruiters put 5000 staff to work every month...
So, in a year, 60000.
Let's do some math to uncover what this "Enabling Plus" business earns for the promoters.
Median IT staff salary: Rs. 13 lacs (most Indian IT service firms have this median, so take it for GCCs too, though from all research GCCs pay 30% over and above this median, which would mean Rs. 17 lacs). so conservatively take Rs. 15 LPA for this calculation!

Recruiter's median monthly salary at staffing firms = Rs. 50K
Average number of staff billed per month per recruiter = 17 for 1st Month and cumulative for next 11 months (Just to aggregate for a year)
Monthly GCC staff salary: Rs. 1.25 L
Billed at 20% over salary= Rs. 25K Per Month
For 17 staff for 1st month = Rs. 425K, which is 8.5 times the recruiter's wage...
Even with 50% attrition (dent to billing) and even when cost plus margin is halved to 10%, a single recruiter would bill for Rs.55 Cr a year...

Achha dhandha hai guru!

Comments

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...

Tech Recruiting in the AI Era: How LLMs Are Transforming Sourcing and Screening

Recruiting for technology roles has always been a high-stakes game. If sourcing and screening go well, recruiting wins; if not, it’s a black hole. These two functions are the backbone of hiring—everything else is communication. But in the age of Generative AI and Large Language Models (LLMs) , the rules have changed. The Old Way: Conventional Tech Recruiting For decades, recruiters relied on: Boolean searches on job boards and LinkedIn. ATS keyword matching for skills and experience. Hygiene checks like education, years of experience , and past employers. While these methods worked, they were rigid and often failed to capture the nuances of evolving tech roles. Recruiters were constantly playing catch-up with new stacks, frameworks, and delivery models. The Modern Way: AI-Powered Recruiting Enter LLMs and AI-driven platforms —game-changers for sourcing and screening. These tools don’t just match keywords; they understand context , generate structured outputs , and scale personalizati...