NXHR aims to provide end-to-end recruitment process management and human resources outsourcing services. In 2012-13, it focused on recruitment process outsourcing, human resources outsourcing, contingent hiring, advisory services, projects, and using the XiTE HRMS suite of tools. NXHR has a value proposition of cost savings, enhanced processes, resource optimization, and improved candidate and employee experiences through technology and complete service delivery. It aims to scale its services and see opportunity in onboarding processes as organizations look to automate elements to improve engagement and productivity.

1. Click to edit Master title style
Service Delivery
Year- 2012-13

2. Intent
• NXHR – Line of business
• Assignments under the scope of NHR
• Service value proposition
• Competitive landscape
• Where we stand
• What we do differently
• Scalability opportunity
• Strategy for mining the opportunity
• Lessons from 2010-13 & way ahead
• Focus for 2012-13
2

3. NXHR- Line of Business
End to end recruitment process managed,
Recruitment Process
with complete accountability of meeting target
Management
numbers in the agreed timeframe
Human Resources Employee Engagement and management of
Outsourcing HR processes for the organization
Managing contingent requirements where
Contingency Hiring
complete client management is required
Services managed through the suite of tools
XiTE Services
available on XHR HRMS
Consulting assignments based on the clients
Advisory Services
requirement
Projects that are based on recruitment
Projects management or employee management for a
stipulated period of time
3

4. Assignments under the scope
of NXHR Services
4

5. Human Resources Management
Xecute HR may choose to do offer any of the services stated above and classify the
project under the HRO definition.
Key factors kept in mind
• Expansion of Services
• Scale of Services
Consul
Tempin
Employ
Employ
Factor
Factor
Payroll
Compli
Servic
Manag
Succe
Xecut
Failur
ement Way Forward
e HR
RPO
ance
ting
- NXHR to take
s-
s-
es
ee
ee
e
g
calculated risks
HRO a a a a X a a Sayaji - Lack of
1 Hotels ownership on the projects
- Cost vs - Build/Hire
Revenue capability under
- Scoping
not done
NXHR
properly - Define
HRO a a X X X X X Alcatel - Client accountability in
2 Lucent Managem interdependent
ent projects
HRO a a a a a a a Sweet - -Costing - Scoping to be
3 Water Interdep - Model inflated by 20%
Hospital end
ity ability for costing and
HRO X X a a a X X Victorin
deployment
4 ox purpose 5

6. Recruitment Process Management
RPO may have different models but would primarily have activities which are
subsets of
• Requisition Management
Candidate Management
Sourcing Management
Recrui
Volum
Factor
Factor
Sourci
Tempi
Servic
tment
Accou
Succe
Xecut
Failur
Candi
Niche
Skills
date
Skill
eHR
Low
ng
ng
Way Forward
es
ss
s-
e
e
-
-Cost - - Define
Ericss Saving accountability in
RPO
a a a X a a X o - Sourcing interdependent
1
n Pipelin
projects
e
- Scoping to be
-Client
RPO
a a X X X a X
Motrici
Manage
inflated by 20%
2 ty for costing and
ment
W- deployment
RPO
S - purpose
a X X a a a X er Comme - Buy in from the
3
v rcials
e
Delivery team
and Finance
Ingers
RPO ol team on all 6
X a X a a a X

7. XiTE Services
Distinctio
Performa
Onboardi
Factors -
Factors -
Services
Success
Payroll
Xecute
Failure
HRMS
RMS
Exit
nce
HR
ng
n
Model a X X X X X SWH -
1 Commercials
Model X a X X X X
2
Model X X a X X X Victorinox
3
Model X X X a X X Ericsson - Performance
4 - Cost Saving
• The XiTE – related services come into NXHR only if it is a combination
of services and portal usage
• The client may chose to take complete HRMS Suite or any one or more
parts of the suite along with Services. 7

8. Contingency and Projects
y Stage
Potentia
Services
Databas
Maturit
Utilizati
Activiti
Xecute
Other
Niche
l RPO
Skills
HR
on
es
e
Contingency
Assignment
a Emers -Client - RPO
Manage
on ment
- Sole
a GE - Vendor
Reviews
-
a Victorin Constant
ox follow
ups
a Niche Skills Potential Database
Projects and Contingency RPO Utilization
Assignments will be
Projects
a
classified as assignments
which come to NXHR for a a
small period of time but
have a potential of either
converting in long term a
assignments or need 8
accountability as a key

9. NXHR Value
Proposition
9

10. Service Value Proposition
• Employer Branding •Cost Saving
•Variablising Source
• Deploying Technology to decrease
manual intervention in transactional Dependency
activities ( example: E-Onboarding) •Scalability in terms of
• Enhanced Process Management through resources
the team deployed onsite
– Complete accountability of the end to end Ericsson Global India”
process management Cost Saving of approximately 50%
• Process Benchmarking while creating on Sourcing
Source Mix Consultants 25%
the process to be followed by the Xecute HR 30%
delivery team
Referrals 30%
Campus 3%
Direct 3%
• Resource Optimization wrt the Internal 9%
internal resources and the resources
Campus Recruitment and Shared
deployed by the outsourcing unit Services moved from EIL to EGIL
– Flexibility of removing and adding
resources basis the requirement
• Enhancing Candidate and Employee
Experience through complete
handholding
• Direct and Indirect Cost Reduction

11. Onboarding- Service Value Proposition
• Employer Branding
• Seamlessly bridging the gap
• Accelerated Power On-Boarding between candidate experience
• Enhanced Employee Experience : and the employee experience
Satisfaction Parameters are as • Made to Order
follows
• Power of Analytics : Business
 Elimination of Manual Processes Intelligence Tool Offering
 Make the new hire paperwork • Variablising Cost
process completely paperless • Quick Start & Closure
 Minimization of duplication of
effort
• Indirect Cost Saving-Employee
functional from day 1 Cost Saving through the
 Improved Return on investment following medium
• Reduction in Manpower
• Enhanced reporting & easy Cost
compliance • Increase in New Employee
• Better forecast of new hires productivity
• Easier management of volumes • Process Enhancement
• E-File Creation cum Management:
Electronic storage of allCandidate
Satisfied employee to Engaged Employee a S
11

12. Competition
12

13. Competitive Landscape
 1 Of the largest  Leading on-  Is into end to  Into Business
service provider demand talent end process
in this space management management of automation
 Recognized solutions entire career  Serves only
leading tech firm  More than 5,000 cycle of your North American
by FORBES, organizations employees Human
Deloitte & users  Worldwide Resource Market
Touche, Gartner  Talent presence  Partners with
 Client Sat 97 % management covering major organizations
 Dedicated network of over European states that are -
support team 200 million , however consulting/techn
candidates selected Asian ology firm,
 Training
 Taleo runs on a countries business process
programs 13
world-class  Named a finalist automation

14. Competitive Landscape
 PAN India +  Provides end to  Technology based  Talent Supply Chain
Global end Tech-Enabled recruitment Management to
presence since Recruitment management solution Total Talent
Ma Foi Services including  Unique risk-reward Acquisition
became a part Job Portal sharing models Consulting
of Ranstad Management  Some of its Clients:  Direct competition in
since 2008 Services, the space
Recruitment  BFSI- AVIVA, Kotak,
 They have a BSLI  Contingency search
range of Branding Services,
Sourcing Services,  IT/ITES- Microsoft,  Temp staffing
staffing
solutions Assessment & Philips, Male my Trip  Contract Staffing
including Exec Interviewing, Add  Telecom- NSN, Idea,  Resume Write
Search Response & Career Tata Communications Services
 More than 20
specialization  Interface old
2 decade  Diversified services in  Presence of more
years of organization
Management the space of SCM, than a decade in
experience in  Serves overseas assessment center, India specializing in
primarily clients BGV, Payroll, Shared Staffing Solutions ,
staffing and  Utilizes Social Services with edge in IT &
recruitment Media as a search  Service Delivery Engineering Sector
services tool through technology  Has a separate
 Specialized  Also provide a platform for- Exit, Help Consulting & 14
divisions and Desk, On boarding,& Outsourcing Group

15. Competitive Landscape
Emerald
Features i-CMS Taleo Silk Road XecuteHR
Software
Interactive Web Portal a a a X No
Status completion Bar a a a a No
Database reports
Partially-
available, which
On Boarding reports X a Process X
Completion include custom
reports
Dashboards for Hiring
X a X X No
Managers
There is a possibility
Seamless Data Integration
X a a a of data migration
with existing software
using flat file
E-Filing with Digital
X a a a No
Signatures
Merger with ATS-Applicant
Tracking System- Offer X X X a No
15
acceptance

16. Xecute HR- where we stand
Hire Blue MaF People Absolut Xecute
Pro Star oi Strong e HR HR
Long presence in the a a a a a X
market
Pan India and Global a a a a a X
Presence
Technology Support X X X a X a
Varied Service Line PropositionX
Value
X a X
Xecute HR
a a
Reduce overall Service Delivery Cost a
Ability to quickly meet established service a
levels
In-depth knowledge of organization a
Overall experience in providing HRO a
services
Quality of existing/planned technology a
Geographic coverage X
Manage ROI for the client a
16

17. Strategy
Selling Xecute HR Value Proposition
Usage of technology Platform as Value Added Services
Build Capability within the NXHR team
Succession Planning
Process Documentation and Streamlining
Plan to reach Six Sigma levels in 12 months (KAIZEN
projects per quarter)
Control Points- Process and Quality check points
Twin level – Client Management
17

18. Scalability Opportunity
Free HR Improve Reasons to Outsource Expectation from the
Standardi Reduce Other
time for
ze
HRIS/
overall
Outsourcing Partner
better self- Others
processe HR
technical service 8% Geographic coverage
s service
solutions 4%
7% delivery Quality of
7%
costs existing/planned…
37% Overall experience in
providing HRO services
In-depth knowledge of
organization
Free time
Ability to meet financial
Improve for
terms of contract
service strategic
quality HR Ability to quickly meet
14% 23% established service…
* Study by Tower Perrin HR Services 0% 10% 20% 30% 40%
 One of the key reasons to outsource HR operations is to streamline processes and make them
more transparent to employees. Technology is usually a key enabler in achieving this transparency.
It also helps preserve the sanctity of information between employee and employer.
 A Gartner Focus Report (Outsourcing: Time to Deliver Results) echoes that thought: "Only those
companies ready to address the necessary transformation of their HR processes will find that
outsourcing will bring access to world-class processes, competitive advantage, and increased
shareholder value."
 India market is not yet evolved in terms understanding the benefits of outsourcing 18
however during the meeting and pitches it has come evident that the main reasons

19. Onboarding- How do we see the Landscape
shifting
 Onboarding today is the strategic vehicle for fast-tracking new talent
into – and through – the organizational labyrinth to a progressed
state of engagement and, as a result, productivity.
 Efficient planning and execution of each stage of the onboarding
process is essential to employee productivity. In other words, if you
do it right, onboarding means that a new employee can hit the
ground running and start out on a very positive note.
Formal onboarding process linkages with
Y-O-Y improvement in employee satisfaction 63%
Performance Improvements in year 1 63%
employee & business
Y-O-Y improvement in revenue 60%
* Aberdeen Group’s fact based research & 10 20 30 40 50 60 70 19
market Intelligence Report

20. Opportunity
 As per Aberdeen Group, 86 percent of organizations surveyed agreed
that newly hired employees decide whether or not to stay with their
employer within the first six months of their employment..
 Data showed that companies that automate elements of their onboarding
process are 59 percent more likely to achieve best-in-class status than
BEST IN CLASS that don't. Indirectly it drives a wealth of retention.
companies
ORGANIZATIONS
ONLY Automated
Process Automation  The study found that 68
Onboarding
System-
percent of best-in-class
Partially or organizations surveyed
fully describe their onboarding
Intending to systems as partially
automate automated or fully
automated.
 Of the remaining 32
percent, more than half
plan to adopt
20
technological tools to
* Aberdeen Group’s fact based research &
market Intelligence Report

21. Onboarding- Why We stand out
 Considering the market, INDIA Higher
is almost complete pen & paper Pen & Paper engagement
onboarding; Where in XHR brings Onboarding & Better
in efficiency by way of Experience
automation
 XHR is not a Technology firm *
but a service firm which is
backed by strong IT
 Our ability to customize our
solutions basis the :
 SKILL
 SCALE
 Introduction of range of
services
 Base
 Standard
 Premium
 What would act as a
differentiator is a host of
Yet to initialize
* test additional features bases product
21

22. Strategy for mining the opportunity
 Position the Services and VAS While there many organizations, with similar
POSITIO and deliver Service Offering with
business, XHR is to be projected as a service firm only.
We need to project ourselves as an organization that is
NING complete Accountability : to be trusted by partners with Highest Data
Confidentiality and Accountability
TRAININ -Education on the Concepts of Outsourcing
G  Building a capable team of -Process and systems
-Systematic Time bound evaluation of process
certified Professionals -Documentation of all expected levels of performance
as well as non performance
CLIENT  Building a strong client base -Focus on Go-To-Market Strategy
through channels such as -Bigger online presence- Exploiting web
portals, creation of XHR case studies and making them
website, references, internal BD available
support -Referrals could still be a major source
-Cold calling, word of mouth
SOFTWAR  Software up gradation: Constant
-Investment in Copyrighting/patenting our products
E addition of new functionalities -Creation in line with competition (with established
integrated with Business players) while continuing to enhance learning
Intelligence tool -Creating multiple versions of products
MARKETI
NG  Develop a Marketing Strategy
-- Invest in the different forms of E- Marketing
SEM, Blogs, Forums, Tweets and Linkedin discussions
22

23. Lessons from 2010-
2012
&
Way ahead
23

24. Financial Year 2010-2011 and 2011-
2012
2010-2011 2011-2012
35000000 25% 20000000 50%
22%
30000000 20% 18000000 39% 35% 40%
15% 33% 30%
25000000 16000000
12% 11% 12% 21% 18% 19% 14% 20%
10% 14000000
20000000 7% 12% 10%
5% 12000000 9%
15000000 3% 0% 0%
3% 0% 10000000
-1% -1% -10%
10000000 -4% -5% -5% 8000000
-6% -20%
5000000 -8% 6000000
-10% -10% -30%
-32%
0 -15% 4000000 -40%
2000000 -52% -50%
0 -60%
Revenue(2010-2011) Margin% Revenue(2011-2012) Margin%
Months Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar YTD
Revenue(2010- 20820 22911 31820 34193 31727 312689 23747 25786 26039 25515 26657 27838 32832
2011) 95 16 77 02 53 3 68 11 40 69 04 19 647
Margin% -4% -1% 22% 3% -6% -8% -10% -5% 12% 11% 7% 12% 3%
Revenue(2011- 18480 16430 20354 14514 12967 139337 14425 19785 20278 10271 87757 13064 18328
2012) 10 71 68 37 85 0 50 24 79 10 6 68 248
Margin% 21% 18% 33% 9% Observations
Key 0% 12% 19% 39% 35% -32% -52% -1% 14%
• Margin in the financial year 2011-2012 is 10% YTD while the revenue is lower that the year 2010-
2011
24
• The key is to keep the cost in control at all times

25. Recruitment Process Management-
Key Learnings
A part of the
strategy for Started the practice
Client Management to the year to for all business
be a part of the come Forecasting numbers lines
Strategy for
Delivery Team’s training and business year 2012-
Program 2013
HRO Projects to be
Strategy for dealt with in a Shared Retention of talent
year 2012- Services manner Critical to Business
2013
Delivery team to be
Refresher trainings for backed by a Strategy
the delivery team Team
KAM to work closely
Continuous Data
with the Client on
Publishing and review
Recruitment Plans and
with the Client helps
Different Model for Strategy defined
Roles
Scoping of the project for BD and
Projects dealing with
to be done in a Solutioning
low volume and
optimum manner 25
volatility

26. Learning- Onboarding
Eg. Basis Bangalore Client’s interest in
Putting pressure resources' exit XHR acclimatization
on client to share plan, new Kolkata tool translated into
projections at resource and filing a new program
resource were For a project add-
least a month
Manpower
taken onboard on, Sharing only
prior project methodology
Forecasting always projections :No
help knowing hiring to be done and not complete
framework as this
numbers unless the costing
involves significant
is fact based. amount of risk
As a part of Solution
capability Strategy initiation orientation;
building, we need and Proactively
to create strong implementation assessing pain
Projectmuch dependency
Too Back up Having a vision in areas
Our orientation to be
on Project Lead- Better place in terms of on building
client management to
knowing how you solutions; example
address such key
wish to run the Ericsson E-
issues
project Filing, opportunity
lost 26

27. Focus for the Next Year
Focus for 2012-13 Comment Closure date
•Capture minimum 5 % of market in RPO Busniess Plan to be shared 19th Apr
• Business Continuity
–Succession Planning
–Trend Analysis To be discussed & planned
–Data Confidentiality
• Copyrighting the knowledge created through different projects To be discussed & planned
•Database Security To be discussed & planned
•Access to Organizations –Performance, Key Challenges, Future Plans
•Talent Management Plan to be shared 19th Apr
–Retention of Key Talent
–Identify key potential
–People Engagement
–Skilling Programs
•Client Management 19th Apr
–Two layered Management
•Governance
–Audit Program
–Accountabity
•Technology to Support the Processes Managed On going
To be discussed & planned
with Koustuv & Sunil
•Robust process of Commercial Calculation and Sign Off- IR* Pathak
27

28. Focus for the Next Year
• Flow of Information and Project Planning
Selling the Service to Scoping Delivery on set SLAs
Sales
Delivery
Solutioning
Team
the client Commercials Continuous Process
Scope the project for Study the As IS Improvement
further work Process Reporting
Create the TO Be Revenue Generation
Process
SLAs and Success
Metrics
28

29. Way Forward- Recruitments
2011-2012 2012-2013 2012-2013
XHR
Business, 6 XHR Share- XHR
000 3% Share-
5%
5%
Total
Recruitmen
ts in a year
Total
Total
Recruitm
Recruitme
ents
nt, 600000
95%
XHR Pie- 3% of the total business opportunity XHR Pie- 5% of the total business opportunity
XHR Pie- 1% of the total business opportunity
Revenue from Existing Business-
Rs 1.55 Cr
Ericsson- RPO and
Onboarding, IR, Business in
Revenue from Contingency
Pipeline- Rs 1.47 Cr
Ericsson (Kol)-RPO, Onoarding-
BD Support needed in creating
Aritel and IBM, ING Vysya RPO
more clients in Contingency
Hiring and other divisions in 29

30. XecuteHR Solutions Private Limited
Gurgaon : B – 64 & 65, Opp. Vipul Square, Sushant Lok Phase
I, Gurgaon, Haryana, INDIA ; +91 124 4266 6361
Kolkata :Apeejay House, 8th Floor, 15, Park Street, Kolkata, INDIA :+91 98310
46583
Website: www.xecuteHR.com ; Email Id: contact@xecuteHR.com 30

31. Click to edit Master title style
Annexure

32. Ericsson onboarding -Revenue & Margin
500000 80%
450000 60%
400000
40%
350000
300000 20%
250000 0%
200000 -20%
150000
-40%
100000
50000 -60%
0 -80%
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Total Revenue Gross margin %
Month Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
9855 1559 1877 2007 1599 1622 2514 4428 1780 1554 1002
Total Revenue 124380 0 70 42 90 30 80 90 05 20 80 80
Gross margin
% 58%
• YTD Margin: 38%
30% 68% 55% 53% 56% 35% 39% 65% -3% -18% -70%
• Observation : Higher Margins through controlling Operating Cost 32

33. Ericsson RPO – Revenue
1600000 70% Marg
1400000
60% 2011-2012 Revenue in
50% Apr 1007050 48%
1200000
40% May 1105631 52%
1000000
30% Jun 976150 49%
800000 20% Jul 868000 37%
600000
10% Aug 821650 33%
0% Sep 806200 41%
Oct 1007050 52%
400000
-10%
200000
-20% Nov 1408750 65%
0 -30% Dec 1130650 56%
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Jan 466300 -5%
Revenue Margin
Feb 373600 -23%
Mar 412000 -3%
• YTD Margin – 42%
• Lowest Revenue registered in the month of August as the recruitment
numbers were reduced 33
• Revenue per Employee- Rs 798,695 per annum

34. Ericsson – Key Learning
Take complete ownership and
Data to published in a regular
ensure Solutioning at each
manner
stage of the project
Need to train the team and Delivery team to be backed
create back ups by a strong Strategy Team
KAM to work closely with the
Client on Recruitment Plans
and Strategy 34

35. Comviva- Revenue
Revenu Margi
600000 150%
500000 100% 2011-2012 e n
400000
50%
Apr 544380 28%
May 334690 -18%
0%
300000
-50%
200000
Jun 459690 33%
-100%
100000
Jul 229845 -42%
-150%
-
0 -200% Aug 104845 142%
Apr May Jun Jul Aug Sep
Revenue Margin Sep 83876 100%
• YTD Margin: 7%
• Team absorbed by the client and project closed 35
• Revenue per Employee- Rs 219,665 per annum

36. Comviva- Key Learning
Delivery Team to be trained
Strong Sourcing arm needed
on Client management
for the RPO to be successful
aspects too
KAM to be in a Solutioning Delivery team to be backed
mode by a strong Strategy Team
36

37. wServe – Revenue and Learning
60000 120%
50000 100%
40000 80% 2011- Revenu
30000 60% 2012 e Margin
20000 40% Jan 16500 13%
10000 20% Feb 54500 87%
0 0% Mar 26500 74%
Jan Feb Mar Apr Apr 27300 100%
Revenue Margin
Low scale and low skill
recruitment projects to be
taken in a different model
• YTD Margin:
• Project closed as the client requirement changed
• Revenue per Employee- Rs 27300 per annum 37

38. Tamana – Revenue and Learning
90000 0.7 2011- Reven
80000 0.6 2012 ue Margin
70000 0.5
Apr
60000 0.4
50000 0.3 May
40000 0.2 Jun 40000 -11%
30000 0.1 Jul 62000 23%
20000 0 Aug 66000 41%
10000 -0.1
Sep 54000 27%
0 -0.2
Oct 64000 39%
Rev…
Nov 66000 54%
Mar…
Dec 78000 61%
Scoping of the project to be Project Based Hiring could be
done in a optimum manner given a different commercial
• YTD Margin: 37%
• Project closed as the client’s requirements changed
• Revenue per Employee- Rs.273636 per annum 38

39. Ingersoll Rand - Revenue
500000 70% 2011-2012 Revenue Margin
450000
60%
Apr
400000 May
350000 50% Jun
300000
40%
Jul
250000 Aug
200000
30% Sep 140500 48%
150000 20%
Oct 134220 26%
100000 Nov 172000 46%
50000
10%
Dec 273340 63%
0 0%
Jan 317790 55%
Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Feb 283496 50%
Revenue Margin Mar 429688 58%
• YTD Margin: 52%
• Lowest Revenue registered in the month of October- setting up phase, no
candidates joined hence no variable 39
• Revenue per Employee- Rs. pa

40. Motricity and Max New York Life
Motricity MNYLI
Scoping of the project to be 2011- Reve Margi Reve Margi
done in a optimum manner 2012 nue n nue n
Apr 27300 -688%
Projects dealing with volume May
and volatility to be dealt in a Jun 275000 60%
different model
Jul
MNYLI –KAM – not trained on Aug
the practice Sep 73864 100%
Oct
Nov
Dec
40

41. Competition –On Boarding
41

42. DIRECTOR ADDRESS
i- CMS
 Demo Weblink:
http://www.icims.com/demo/Onboar
CREDITS ding_Video.asp
 1 Of the largest  Advantages
service provider in  Engagement- Similar to XHR
this space
 Recognized
leading tech firm INTERACTIVE
by FORBES, VIDEOS
Deloitte & Touche, ALL INFO
PRE_POPULATED
Gartner
 Client Sat 97 %
 Dedicated support
team % COMPLETION
 Training programs 42
:support programs

43. Taleo On-boarding Services
 Demo Weblink:
http://www.taleo.com/solutions/taleo-enterprise
FEATURES on-boarding
 Customer New  Advantages
Hire Portal  Dynamic Branding capability
 Signing up for new hire training
 Recruiter/Hiring
 Covers all aspects: Engagement, iForms &
Manager Reporting.
Dashboards  All notifications sent on multiple devices
 Seamless
Integration
 Electronic Forms
 Correspondence
Library
 e-Signatures
 On-Boarding
43
Reporting

44. Silk Road
FEATURES  Red Carpet online demo
 Get quick results on http://pages.silkroad.com/RC-
your queries AutoDemo-Access-Granted.html
 Eliminate miss match MORE LIKE
errors MINI
WEBSITE
 Reduce unauthorized
TASK LIST
employment without DEFINED
ever leaving the
 training events are MANAGE
used for traditional CONTACT
classroom-based INFORMATON S
training activities DELIVERY &
LIFE
rather than EVENTS
eLearning, although
virtual classroom
(synchronous) training 44

45. SIMILAR LOG
Emerald Software Group IN PAGE
 Demo Weblink:
http://www.emeraldsoftware
group.com/Onboarding
LANGUAGE
OPTION
 OFFER LETTER VIEW
 Multi-Lingual AND ACCEPTANCE ATS INTEGRATED
 Customization in less OPTION AVAILABLE
than week’s time
 Integration with HRMS
 Offer letter Acceptance
embedded
 ATS integrated
 Visual cue provision on
form completion
45