INTRODUCTION OF TOPIC

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WHAT IS RECRUITMENT

In human resource management, “recruitment” is the process of finding and hiring the best and

most qualified candidate for a job opening, in a timely and cost-effective manner. It
alsobe defined as the “process of searching for prospective employees and stimulating and

encouraging them to apply for jobs in an organization”.

It is one whole process, with a full life cycle, that begins with identification of the needs of the

company with respect to the job, and ends with the introduction of the employee to the

organization.

When we speak of the recruitment process, we immediately think of activities such as the analysis

of the requirements of a specific job, attracting candidates to apply for that job, screening the

applicants and selecting among them, hiring the chosen candidates to become new employees of

the organization, and integrating them into the structure.

Obviously, the main reason why the recruitment process is implemented is to find the persons

who are best qualified for the positions within the company, and who will help them towards

attaining organizational goals. But there are other reasons why a recruitment process is

important.

To ensure proper alignment of skill sets to organizational goals.

Through recruitment, organizations make sure that the skill sets of the staff or manpower of the

company remains aligned to its initiatives and goals.

In the event that they notice some positions do not really contribute to the advancement of the

organization towards its goals, then it can take the proper action to correct this, probably

through job redesign, restructuring of the workforce, or conduct of job enrichment programs.

To ensure effective and efficient recruiting.

Effective recruiting means that the person employed for the job is the best possible candidate for

it, with all the required skills, talents and qualifications of the job. Efficient recruiting, on the

other hand, means that the process has been carried out without incurring a lot of costs on the

part of the organization. By following the process, there is a greater chance that the human

resources department can get the best possible person for the job.

Organizations may carry out their hiring processes their own way, but without a system or set

guidelines in place for its conduct and implementation, there is a risk that the company may

incur more expenses than necessary.

The company will also end up wasting its resources if the wrong or unqualified person was

actually hired. Not only will this create problems for the company in the long run, particularly in

the attainment of its goals, but it would mean that the organization would also have wasted its

resources in training an employee that is not right for the job after all.

To ensure compliance with policies and laws.

There are various rules, laws and regulations that organizations must adhere to when it comes to

its human resources management. Equal opportunity employment and non-discrimination in

hiring are two of them. By following a recruitment process, the chances of the organization

violating these policies will be low.

This is how you can create your employer value proposition and convince talent to join your

company.
FACTORS THAT INFLUENCE RECRUITMENT

Recruitment is affected by several factors. These factors play a big part on whether the

recruitment process will be successful or not.

Size of the organization

A large organization is bound to have a higher demand for new employees. It is bound to look

for more people, since the structure will require more manpower. On the other end of the

spectrum, a small enterprise, like a new company just starting its operations, will require only a

lean staff.

Comparing the two, it is clear that the smaller enterprise will have a simpler, more

straightforward and shorter recruitment process, conducted by only one or two people. The

larger organization, however, will have a lengthier and more complex recruitment process, one

where several members of the organization will take part in.

Current employment conditions in the economy

Try comparing employment opportunities in a country with a developed economy with that of an

underdeveloped one. An organization operating in an underdeveloped economy may have

difficulty finding the candidates with the talents and skills it requires.

The availability of prospective talents is one huge issue with respect to the economy that an

enterprise belongs to. The company will have to design and implement its recruitment process in

a way that will address this issue.

Salary structure of the organization

Say one company is known to provide higher salaries and wages to its employees. Once it

advertises its open position, candidates are likely to line up submitting their resumes. However,

a company known to be quite stingy with its wages will have more difficulty recruiting top

talents.

In addition, it may even have problems keeping or retaining its employees, since no employee

would want to stay for a long time in a company that will not pay him enough for his services.

Working conditions within the organization

Maintaining employees’ job satisfaction is one way for organizations to keep its employees, and

attract new ones.

Prospective candidates will first look for work in companies or organizations that are known to

provide good working conditions and looks out for the health and well-being of their employees.

Growth rate of the organization

There are organizations that grow at a fast rate, which means that they will require new

employees from time to time. However, there are also organizations that do not grow as much,

or even at all. The only time that these organizations with low growth rates are likely to recruit

new employees would be when the old ones retire or resign.

Before we fully launch into the recruitment process, let us address one question first: who

conducts the recruitment process?

The answer is largely dependent on the size of the organization, as well as its culture and

practices. Large companies have their own human resource departments, where they have in-

house hiring managers. They may also acquire the services of third-party and independent

human resource professionals and recruitment agencies

THE RECRUITMENT PROCESS

Organizations, depending on their structure and specific needs, may have special procedures

that they integrate into their recruitment process. For purposes of discussion, however, we will

take a look at the general approach of a recruitment process, one that is used by most

organizations or companies across various industries.

Many say that recruitment begins when the job description is already in place and the hiring

managers begin the process of actually looking for candidates. However, if we are looking at it

more holistically, the process begins way earlier than that.

Prior to the recruitment process, the organization must first identify the vacancy and evaluate

the need for that position. Will the organization suffer if that vacancy is not filled up? Is there

really a need for that open position to be occupied by someone? If the answer is affirmative, then

you

Step 1: Conduct of a job analysis

Basically, this step will allow the human resources manager, hiring manager, and other

members of management on what the new employee will be required to do in the position that is
 currently open for filling up. This has to be done in a systematic manner, which is what the job

analysis is for.

According to human resource managers, the position or job description is the “core of a

successful recruitment process”. After all, it is the main tool used in developing assessment tests

and interview questions for the applicants.

What does this stage entail?

a. Build a job description.

Before anything else, the organization must first know exactly what it needs. Or who it needs. It

could be that the organization deemed a need for a job that is not included in the current roster

of jobs. Hence, the need to create a new one.

Job analysis involves identification of the activities of the job, and the attributes that are needed

for it. These are the main parts that will make up the job description. This part has to be done

right, since the job description will also be used in the job advertisement when it is time to

source out talents.

The job description generally includes the following:

 Title and other general information about the position

 Purpose of the position in the unit, department, and organization as whole

 Essential functions of the job or position

 Minimum requirements or basic qualifications

 b. Review the job description.

Once the job description has been created, it is a good idea to review it for accuracy, and to

assess whether it is current or not. Also, in cases where job descriptions are already in place,

there is a need to revisit them and check their accuracy and applicability with respect to the

status quo. What if the job description is already outdated? A review will reveal the need to

update the job description, for current applicability.

There are three positive outcomes from conducting a review of the job description:

 To ensure continuous improvement of the organizational structure. This can be an efficient

way of conducting organizational audit, to determine which jobs are redundant and thus no

longer needed, and which ones are needed.

 To evaluate competencies for each position. Jobs evolve. In as much as circumstances and work

conditions change, so will the requirements for the job. It is possible that a job may require a

new competency from the worker that it did not need before. By evaluating the competencies, the

impact of the job within the organizational structure is ensured.

 To evaluate the wages or compensation for each position. Without management knowing it, the

worker or employee performing a specific job may be undercompensated, leading to

dissatisfaction. By reviewing the job description, management can assess whether the job is

getting paid an amount that is commensurate to the skills and competencies required.

Finally, you should then have an effective job description ready for attracting talent.
c. Set minimum qualifications for the employee who will do the job.

These are the basic requirements that applicants are required to have in order to be considered

for the position. These are required for the employee to be able to accomplish the essential

functions of the job. Therefore, they should be relevant and directly relate to the identified duties

and responsibilities of the position.

The organization may also opt to include other preferred qualifications that they are looking for,

on top of the minimum or basic qualifications.

d. Define a salary range.

The job must belong to a salary range that is deemed commensurate to the duties and

responsibilities that come with the position. Aside from complying with legislation (such as laws

on minimum wages and other compensation required by law), the organization should also base

this on prevailing industry rates.

For example, if the position is that of a computer programmer, then the salary range should be

within the same range that other companies within the same industry offer

Step 2: Sourcing of talent

This is the stage where the organization will let it be known to everyone that there is an open

position, and that they are looking for someone to fill it up.
 Before advertising, however, the organization must first know where to look for potential

candidates. They should search out the sources where the persons that can potentially fill the job

are going to be available for recruitment. That way, they will know where to direct their

advertising efforts.

Various methods are employed by organizations in order to advertise the open position.

 Networking. Word-of-mouth is the best form of advertising, and when it takes the form of

networking, it becomes more effective. In recruitment, this is often done through representatives

of the company attending college and career fairs, letting them know about the opening in their

organization. This is a tactic employed by large software and tech companies that want to hire

fresh, young and brilliant minds into their organization. They personally visit colleges, targeting

the top students. They also use their connections within the industry to attract the attention of

talents with the highest potential.

 Posting. Recruitment often involves the application of candidates both from within and outside

the company. Thus, in order to attract the best possible talents, it is recommended that the

posting of the open positions be made internally and externally. Internal posting usually takes

the form of the vacancy announcement being displayed in bulletin boards and other areas within

the business premises where the employees and visitors to the company are likely to see it.

Posting externally may be in the form of flyers being distributed, or vacancy notices being

displayed in other areas outside of the business premises. Companies with websites often post

open positions on their company site, while some also use job boards.

 Print and media advertising. One classic example of this would be the Classifieds section of the

local daily or weekly newspaper. Companies looking for people to fill up open positions make
 the announcement in the newspapers, providing the qualifications and the contact details where

prospective applicants may submit their application documents. When trying to attract the

attention of suitable candidates, the organization makes use of various tools and techniques. If it

wants to get the best candidates, then it should not be haphazard about things.

 Developing and using proper techniques. The company may include various offerings in order

to attract the best candidates. Examples are attractive salaries, bonus and incentive packages,

additional perks and opportunities that come with the job, proper facilities at work, and various

programs for development.

 Using the reputation of the company. Perhaps the best publicity that the company can use to

attract candidates is its own reputation in the market. If the company is known for being a good

employer – one that aids in its employees’ personal and professional growth and development –

then it is a good point for the company to capitalize on in advertising its open positions.

 Step 3: Screening of applicants

This is most probably the part of the recruitment process that requires the most amount of work.

This is where the applicants’ skills and personalities are going to be tested and evaluated, to

ascertain whether they are a good fit for the job and its description.

 Preliminary screening. It is often the case, especially in large organizations, where one open

position will receive hundreds to thousands of applications from candidates. In an ideal world, it

would be good for the hiring managers to be able to interview each and every single one of them.

However, that is also impractical, and very tedious. Not really advisable, especially if the

organization is in need of manpower in the soonest possible time. Thus, there is a need to
 shorten the list of candidates, and that is done through a preliminary screening. Usually, this is

conducted by going through the submitted resumes and choosing only those that are able to meet

the minimum qualifications. It is possible that this would shorten the list of applicants, leaving a

more manageable number.

 Initial interview. The candidates who were able to pass the preliminary screening will now

undergo the initial interview. In most cases, the initial interview is done through phone. There

are those who also conduct interviews through videos using their internet connection. Often a

basic interview, this may involve the candidates being asked questions to evaluate or assess their

basic skills and various personal characteristics that are relevant to the open position.

 Conduct of various tests for recruitment. The hiring managers may conduct tests on the skills of

the candidates and how they use these skills and talents. Other tests that are often employed are

behavioral tests and personality assessment tests.

 Final interview. Usually depending on the number of candidates for the job, and the preference

of the hiring managers and senior management, a series of interviews may be conducted,

gradually narrowing down the list of candidates. This may go on until the company has finally

come up with a shortlist of candidates that will undergo a final interview. Often, the final

interview requires a face-to-face meeting between the candidate and the hiring managers, as

well as other members of the organization. Top management may even be involved during the

final interview, depending on the job or position that will be filled up.

 Selection. In this stage, the hiring managers, human resources representatives, and other

members of the organization who participated in the process meet together to finally make a
 selection among the candidates who underwent the final interview. During the discussion, the

matters considered are:

o Qualifications of the candidates who were able to reach the last stage of the screening process

o Results of the assessments and interviews that the final pool of candidates were subjected to

There will be no problem if they have a unanimous decision on the candidate that the job will be

offered to. In case of varying opinions, the majority will prevail.

If they do not arrive at a decision, there may be a need to restart the recruiting process, until

such time that they are able to reach a decision that everyone will be satisfied with.

Step 4: Finalization of the job offer

The last step of the previous phase involves the selection of the best candidate out of the pool of

applicants. It is now time for the organization to offer the job to the selected applicant.

 Making the offer: To make things more formal, a representative of the company or of the human

resources department will contact the candidate and inform him that he has been selected for the

job. In this stage, complete details of the compensation package will also be made known to the

applicant.

 Acceptance of the offer by the applicant: The applicant should also communicate his

acceptance of the offer for it to be final. Take note that, if the selected applicant does not accept

the job offer and declines it, the recruitment process will have to start all over again.

Step 5: Introduction and induction of the new employee

 The moment that the applicant accepted the job offer, he has officially gone from being an

applicant to an employee of the organization. The induction process will now begin.

Usually, the beginning of the induction process is marked by the signing of the employment

contract, along with a welcome package given to the new employee. The date for the first day

that the employee will have to report for work and start working in the company will be

determined and communicated to the newly hired employee.

However, it doesn’t end there. The employee will still have to undergo pre-employment

screening, which often includes background and reference checks. When all these pre-

employment information have been verified, the employee will now be introduced to the

organization.

BEST PRACTICES INRECRUITMENT

Establish a well-planned recruitment process…and follow it

A process, no matter how well-planned and well-documented, will only be successful if it is

actually followed. After all, it is just like any other business process. In fact, the Recruitment

Process Outsourcing Association (RPOA) compared the recruitment function to a “sales

function”, saying that the two are similar, except for the fact that what is being sold is not a

product or a service, but the idea of a position or a job.

 Invest in highly-skilled recruiters and keep training them: If the organization has its own

human resources team put in charge of the recruitment process, then it is important that the best

people are chosen to carry out the tasks and functions. Make sure that the recruiters made as
 part of the team possess the skills and talents required. The organization should also ensure the

continuous development of these recruiters by training them and providing opportunities to grow

and hone their skills.

 Establish a strong relationship with hiring managers and recruitment specialists: If you

acquire the services of hiring managers and recruitment specialists and consultants in your

recruitment, then make sure that you build and maintain a solid and positive relationship with

them. This will motivate them to carry out your recruitment process effectively and efficiently,

ensuring the quality of hire.

Set up a Careers Website

These days, most business transactions are conducted using the Internet. Thus, it will be to the

organization’s advantage to have its own careers website, where all recruiting processes will be

conducted from. For starters, it is a good place to post vacancies or job openings. It is also an

excellent platform for the company to establish its reputation as a potentially good organization

to work for.

Oracle named five benefits to having a careers website:

 Savings on the conduct of staffing processes, particularly on labor and time

 Savings on sourcing since the candidates will be the ones to approach the company

 Enhancement of company brand and reputation

 Improved candidate quality, thereby improving the quality of hired employees

 Savings on opportunity costs, thanks to the streamlining of the recruiting process

Use smart sourcing tools and technologies

Companies spend a lot of money on talent acquisition, particularly on sourcing and attracting

top candidates. By using smart sourcing technologies and other tools, the costs can be cut down,

and small businesses can be competitive in its recruitment process, even with the threat of larger

companies looming over them.

The general perception is that the larger companies have greater chances of attracting the best

talents, precisely because they have more resources at their disposal, and have access to more

(and better) tools. However, the introduction of smart sourcing technologies leveled the playing

field a bit, so that small businesses may also have the same opportunities.

Examples of smart sourcing is the automation of job board and recruitment processes, building

of a talent pool instead of relying on the databases of third- Once the organization makes its

intention to hire employees known, and applicants express their interest in the position, a

relationship has been developed between them. As all relationships in business go, it must be

managed properly.

The short-term objective here is to ensure that the candidates will have a good experience with

the company, even if, in the end, they are not selected for the job. The long-term goal, on the

other hand, is to sustain enduring relationships with the candidates so that, in the future, they

will still be interested in applying for a position in your company. This will also put your

organization in a favorable light for other, future, applicants.

 Establish a communications process where the candidates, the employees and the organization

may interact freely and directly.

 Allow the candidates to be the one to create and manage their own profiles in your database or

manpower pool.

 Provide status updates regularly to the candidates about the hiring process.

Practice compliance management

Not only does the company have to automate and streamline its recruitment process, it should

also see to it that everything is documented and archived properly. This is because the

organization will still be required to comply with certain rules and regulations set forth by

different government and regulatory agencies regarding recruitment and human resource

management.

 Automation of reporting procedures. To easily comply with reporting requirements about the

activities involved in the recruitment processes, it would be a good idea to automate how the

information is recorded, maintained, and distributed.

 Practice increased transparency. Organizations may be required to properly notify about and

advertise its open positions.

 Ensure proper certifications and qualifications. There are positions where the basic

qualifications involve the possession of specific certifications, accreditations or licenses. By

conducting thorough background checks, compliance with these requirements will be facilitated.

Involve employees and other members of the organization

The organization should encourage involvement of employees in the recruitment process, and

one way to do that is to establish and maintain a strong employee relation.

Sources of Recruitment eShare17PocketShare

J Whenever there is a vacancy in the organization, generally it is to be filled. To make the

candidate available for filling those vacancies, their selection procedure and placement on a

proper job comes under the purview of recruitment.

As soon as the available vacancies are known, they are advertised through different media and

accordingly the applications are collected for the vacant posts. A group of candidates interested

in doing the job and are eligible to do, it is created through recruitment.

It is an operative function of human resource management coming under the managerial function

called organizing. In the words of Edwin Flippo, ‘recruitment is the process of searching for

prospective employees and stimulating them to apply for jobs in the organisation’.

In short, it involves attracting and obtaining as many applications as possible from eligible job

seekers. Party recruitment agencies and specialists, and using social media and social networks

in the recruitment process. The third one is of particular note, considering how many people now

look for jobs using social media. In fact, in a study published by Meisha Rouser, it appears that,

in 2012, more than 36.6 million workers or employees found their jobs through various social

media platforms such as Facebook, Twitter and LinkedIn.

Implement good candidate relationship management

 Sources of Recruitment:

The eligible and suitable candidates required for a particular job are available through various

sources. These sources can be divided into two categories.

Internal Sources of Recruitment:

1. Promotions:

The promotion policy is followed as a motivational technique for the employees who work hard

and show good performance. Promotion results in enhancements in pay, position, responsibility

and authority. The important requirement for implementation of the promotion policy is that the

terms, conditions, rules and regulations should be well-defined.

Retirements:

The retired employees may be given the extension in their service in case of non-availability of

suitable candidates for the post.

Former employees:
Former employees who had performed well during their tenure may be called back, and higher

wages and incentives can be paid to them.

Transfer:

Employees may be transferred from one department to another wherever the post becomes

vacant.

Internal advertisement:

The existing employees may be interested in taking up the vacant jobs. As they are working in

the company since long time, they know about the specification and description of the vacant

job. For their benefit, the advertisement within the company is circulated so that the employees

will be intimated.

Benefits of Internal Sources of Recruitment:

1. The existing employees get motivated.

2. Cost is saved as there is no need to give advertisements about the vacancy.

3. It builds loyalty among employees towards the organization.

4. Training cost is saved as the employees already know about the nature of job to be performed.

5. It is a reliable and easy process.

Limitations of Internal Sources of Recruitment:

1. Young people with the knowledge of modem technology and innovative ideas do not get the

chance.
2. The performance of the existing employees may not be as efficient as before.

3. It brings the morale down of employees who do not get promotion or selected.

4. It may leads to encouragement to favouritism.

5. It may not be always in the good interest of the organization

External Sources of Recruitment:

1. Press advertisement:

A wide choice for selecting the appropriate candidate for the post is available through this

source. It gives publicity to the vacant posts and the details about the job in the form of job

description and job specification are made available to public in general.

2. Campus interviews:

It is the best possible method for companies to select students from various educational

institutions. It is easy and economical. The company officials personally visit various institutes

and select students eligible for a particular post through interviews. Students get a good

opportunity to prove themselves and get selected for a good job.

3. Placement agencies:

A databank of candidates is sent to organizations for their selection purpose and agencies get

commission in return.

4. Employment exchange:
People register themselves with government employment exchanges with their personal

details. According to the needs and request of the organization, the candidates are sent for

interviews.

ADVERTISEMENTS:

5. Walk in interviews:

These interviews are declared by companies on the specific day and time and conducted for

selection.

6. E-recruitment:

Various sites such as jobs.com, naukri.com, and monster.com are the available electronic sites

on which candidates upload their resume and seek the jobs.

7. Competitors:

By offering better terms and conditions of service, the human resource managers try to get the

employees working in the competitor’s organization.

Benefits of External Sources of Recruitment:

1. New talents get the opportunity.

2. The best selection is possible as a large number of candidates apply for the job.

3. In case of unavailability of suitable candidates within the organization, it is better to select

them from outside sources.

Limitations of External Sources of Recruitment:

 1. Skilled and ambitious employees may switch the job more frequently.

2. It gives a sense of insecurity among the existing candidates.

3. It increases the cost as advertisement is to be given through press and training facilities to be

provided for new candidates

Introduction of company

Our Vision:

To become India’s Largest Healthcare Staffing Company and Sustain at the ace by acting as an

interface to the providers’ community base

Our Mission:

At Hi Impact each employee works in synchronization with the Company's Mission which

underlines Following Principles:

 Continuous Improvement of Services Offered

 Maintaining Honesty, Integrity & ethics in business

 Willingness to work beyond the call of duty

 Relentlessly striving for complete customer satisfaction

Values:
 Here at Hi Impact, we believe that our success is best reflected through the success achieved by

our clients and candidates and our values are not just words; it is our ethos, it is the way we do

things around here. It is who we are and how we behave, internally and externally.

Our culture is the foundation of our service, it is our identity, and it is a reflection of our

commitment to our clients. Our culture can be summed up with one simple question; what more

can I do for you?

 Partnership - Develop Smooth relationship with our clients and our candidates

 Integrity - We honestly represent our clients to candidates and our candidates to clients.

 Confidentiality - We accord the highest respect to information that we have been entrusted with.

 Commitment - We remain committed to deliver high quality services to both candidates and

clients by adequately understanding their needs.

Milestones
Team Hi lmpact
Mr. Ravi Sinha

Non-Executive Director

Mr. Ravi Sinha joined as non-Executive Director of the Company from April 2011. Mr. Sinha

has around 40 years of multi-function management experience.

Born in 1944, Mr. Sinha holds an Honours degree in Science from Patna University. Mr. Sinha

has completed PGDBA in Business Administration. He also holds Diploma in Logistics & Supply

Chain management and Diploma in Industrial Safety.

His global career with ICI India spanned 36 years. He joined them in India as a Trainee in 1964,

and held a series of roles including Safety Manager, Head of Plant Operation, Production

Manager, and Operations Manager of Explosive BU. Later he moved as Head of the Factory

and Site for Explosives Business. He was awarded the Chairman's Trophy.

His knowledge in managing the Explosive BU made Govt. Of Tamil Nadu, to invite him and

head their Explosive Company. On a special approval from the Chief Minister and the Chief

Secretary of Tamil Nadu, Mr. Sinha joined the Govt. of Tamil Nadu to head Tamil Nadu

Industrial Explosives Ltd. Later Mr. Sinha was with Nav Bharat group as Executive Vice

President heading their Explosive business.

Prior to joining Hi Impact, Mr. Sinha was with Bharti Airtel as an Advisor.
He has attended Business Leaders Programs in India and Abroad.

He is also a member of the International Society of Explosives Engineers - ISEE, USA.

Mr. Sanjeev Priyadershi

CEO & MD

Mr. Sanjeev Priyadershi joined Hi Impact as CEO& MD. He has around 15 years of experience

in diverse companies. During the last 15 years of his work, he has worked with companies in

Engineering/Construction/EPC, Telecom/Internet Service Provider, Life Insurance, Banking and

Outsourcing Industries. Mr. Priyadershi holds an MBA from MDI Gurgaon. He also holds a

Degree in Civil Engineering. He secured 1st Rank in the University.

Mr. Priyadershi has varied experience in Business Development/ Sales Management/ Corporate

Sales in Financial Services Products/Telecom Domain. He has shown an ability to build a large
distribution team from scratch, an ability to lead a large team to consistently deliver assigned

targets and achieve business goals. Prior to Hi Impact, he has worked at National Level as

National Head Broking Alliances in Tata AIG LIFE Insurance co. and earlier as National Head

Alternate Channel in Investment & Services team Retail Liability Group in ICICI Bank ltd,

where he was responsible for creating a large distribution Channel of around 3000+ executives

for sales of various 3rd Party Investment Products. He oversees responsible for creating and

expanding strategic partnerships.

Interest and Hobbies: Mr. Priyadershi likes to watch cricket, loves to play tennis, swim and

travel.

Hi impact’s' Success Story

We have been providing staffing solutions since 2011 and have grown our business to operate

from NOIDA, Delhi-NCR with over 100+ people working for us every day.

Now, Hi impact has become India’s’ Largest Recruiter of Doctors started by top 10 B School

Management Graduates led by a management team with cumulative industry experience of

around 100 plus years

We specialize in Healthcare Sector hiring with strong recruitment ability in the area of hiring of

Doctors (clinical/nonclinical/Para /academia),Senior Nursing Staff and Technicians and we

have seen tremendous growth both in terms of turnover and client satisfaction

Initially, Hi Impact was recruiting across the industries like Media, Engineering, BPO, Pharma

etc. apart from Healthcare. Incidentally, we got an opportunity to work with Fortis, NOIDA as

its first healthcare client, when no Hospital used to hire through consultants and mostly hiring

was done through Medical Superintendent only.

In 2013 we completely shifted our focus from all other industries to Healthcare only as we

realized that it is a recession free industry and demand for doctors was far outstripping the

supply of doctors in market.

Today, Hi lmpact has emerged as market leader in healthcare staffing and placed around 2000+

medical professionals into most of the largest Hospitals, Diagnostics and Private Medical

Colleges across the nation.

Serving around 250+ hospitals and around 75+ Medical Colleges across the nation which

enable us to build more than 300000+ Doctors’ database which helps us to place right doctor at

the right place at the right time (within the stipulated time)

We have been trendsetter in staffing (now healthcare staffing) as we discover newer ways to

connect with our candidates and clients by various means viz. Social Media (especially through

facebook);emails, blog, newsletters and various others ways which differentiate us from our

contemporaries.

We support hospitals, diagnostics and private medical colleges by placing doctors and medical

professionals into temporary/locum, part-time, permanent and contract roles.

We care passionately about the quality of our staff and services and recognise the importance of

achieving the highest standards in healthcare staffing. Through attracting the best medical

professionals, we help clients or health providers to deliver the best compassionate care.

“Our aim to build relationship with healthcare providers and support them in providing

expert and compassionate care has helped us become India’s No.1 healthcare staffing

organization. Our Medicos are at the heart of what we do as we wouldn’t be able to

accomplish this milestone without their support and feedback.”

Sanjeev Priyadershi, CEO, Hi Impact Healthcare (P) Ltd.

 Our priorities are identifying highly-skilled medical professionals to work for our clients,

supporting them in achieving their professional aspirations and delivering patient centered care.

Many of our recruitment consultants come from specialised healthcare backgrounds; they

have the expertise that comes with years of industry experience only. This means we can work in

partnership with our candidates to find the right positions as per their desire and experience.

We take time to understand medical professionals need and help them to create Hi lmpact in

their life by offering the following benefits:

 Registration :FFF (Free, Fast and Forever)

 Job opportunities : The BJO (best jobs offers) in line with career aspirations

 Communication and feedback : HOT (Honest, Open and Timely)

 Rewards : Rewards on 3Rs (Refer, Recommend and Revisit)

 Service: Our Commitment to provide highest QOS (Quality of Service)

 Recognitions : 2Rs ( Recommendation from a leading and respected healthcare

organisation and Reach across the Web world)

 H : Highly competent Doctors are placed through us

 I : Indispensable Responsive recruitment service around the clock

 I : Initiating aspiring doctors

 M : M-Value (Maximize value) of the Clients by acting as a support

 P : Provide open and honest communication and feedback

 A : A commitment to provide the highest quality service

 C : Confidentiality to information that we have been entrusted with

 T : Transparency-Trust Relationship

REVIEW OF LITERATURE:

Work by Silzer et al (2010):

However, the process of recruitment does not cease with application of candidature and

selection of the appropriate candidates, but involves sustaining and retaining the employee that

are selected, as stated by Silzer et al. (2010).

Work of Silzer et al. (2010) was largely concerned with Talent management, and through their

work they were successful in resolving issues like whether or not talent is something one can be

born with or is it something that can be acquired through development. According to Silzer et al

(2010), that was a core challenge in designing talent systems, facing the organization and among

the senior management. The only solution to resolve the concern of attaining efficient talent

management was by adopting fully-executable recruitment techniques. Regardless of a well-

drawn practical plan on recruitment and selection as well as involvement of highly qualified

management team, companies following recruitment processes may face significant obstacles in

implementation. As such, theories of HRM can give insights in the most effective approaches to

recruitment even though companies will have to employ their in house management skills for

applying generic theories across particular organizational contexts. Word conducted by Silzer et

al (2010) described that the primary objective of successful talent strategies is to create both a

case as well as a blueprint for developing the talent strategies within a dynamic and highly

intensive economy wherein acquisition, deployment and preservation of human capital-talent

that matter,, shapes the competitive advantages and success of many companies (Silzer et al.

2010).

Work by Alan Price (2007):

Price (2007), in his work Human Resource Management in a Business Context, formally defines

recruitment and selection as the process of retrieving and attracting able applications for the

purpose of employment. He states that the process of recruitment is not a simple selection

process, while it needs management decision making and broad planning in order to appoint the

most appropriate manpower. There existing competition among business enterprises for

recruiting the most potential workers in on the pathway towards creating innovations, with

management decision making and employers attempting to hire only the best applicants who

would be the best fit for the corporate culture and ethics specific to the company (Price 2007).

This would reflect the fact that the management.

OBJECTIVE:

 Understanding the recruitment and selection process in organization.

 To know the sources of recruitment at various level.

 To identify the problem area of improvement to make recruitment procedure more

effective.

 To critically analyze the functioning of recruitment procedure.

 To assess the perception of the employers regarding recruitment process they have

undergone.
Research Methodology:

Research methodology is a method to solve the research problem systematically. It involves

gathering data, use of statistical techniques, interpretations and drawing conclusions about

research data. Keeping in view the objectives of the study, data is collected from following

sources.

Data Collection:

Data refers to a collection of organized information, usually the results of experience,

observation. This may consist of numbers, words, and, particularly as measurements or

observations of a set of variables.

Data Sources:

There are two types of data sources available to the research processes.

1. Primary data. 2. Secondary data.

Primary Data:-

The primary data is collected by using primary methods such questionnaires, and observations.

For this study questionnaires are used to collect primary data from the employees of HIIMPACT

CONSULTANCY PVT. LTD.

Secondary Data:-

Secondary data is collected from various, website and other research reports.

Sample Size:
The sample is selected on the basis of random sampling technique drawn from HIIMPACT

CONSULTACY PVT. LTD. A sample of 40 employees is selected and analysis has been done

by questionnaire.

DATA ANALYSIS AND INTERPRETATION:

Statistical Tools Applied: Statistical tools applied in the present study are bar diagrams and Pie

diagram

1. Analysis about the sources of recruitment followed by the company.

Total : 40
2
2 INTERNAL
EXTERNAL
BOTH
36

INTERPRETATION:

From the above pie diagram it is observed that out of 40 , 36 respondents have accepted that the

company is following both (external and internal) recruitment sources and 2 respondent have

accepted that the company is following internal recruitment sources and 2 respondent have

accepted that company is following external recruitment sources.

 2. Analysis about the sources of recruitment gives the better result for the company.

Total:40

Employee referral
6
Advertisement
10
Walk-in
2
2 Job portals

INTERPRETATION:

From the above pie diagram it is observed that 6 respondents have accepted that the employee

referral gives the better results for the company and 2 respondents have accepted that

advertisement gives the better result for the company and again 2 respondent have accepted that

walk-in gives the better result for the company and 10 respondents have accepted that the job

portals have gives the better results for the company.

3. Analysis of the more reliability of the sources of recruitment.

Total :40

4 Employee referral
12
Advertisment

16 Job portals
8 Friends

INTERPRETATION:
From the above pie diagram it is observed that out of 40 respondents, 12 respondents believe that

employee referral is more reliable source of recruitment and 8 respondents believe that

advertisement recruitment source is more reliable and 16 respondents believe that job portal is

more reliable and 4 respondents believes that friends source of recruitment is more reliable.

4. Analysis of the sustainable employee

Total : 40

4 4
Advertisment
Referance
12
Walk-in
20 Job portals

5. Analysis of the selected candidate and finally joined.

Total:40

2
25%
10
18 50%
75%
100%
10

From the above pie diagram it is observed that out of 40 respondents, 18 respondents

have accepted that the ratio of selected candidates and finally joined is 25%, and 10
 respondents have accepted that 50% candidates are selected and finally joined, and 10

respondents have accepted that the ratio of selected candidates and finally joined is 75%,

and 2 respondents have accepted that the ratio of selected candidates and finally joined is

100%.

6. Analysis of the period of recruitment in organization.

Total:40

2 2
Quarterly
6
Half yearly
Annualy

30 When reuired

FINDINGS:

 43% respondents have accepted that the company follows the interview method for

selecting the candidates.

 28% respondents have accepted that the recruitment and selection process is v. good in an

organization.

 30% of respondents have agreed that selection process is ethical or transparent in an

organization.

 45% of respondents have agreed that organization has follows both source of recruitment

(internal and external).