Talent Acquisition Supplement

64 I People Matters I july 2013
New-age practices and tools like talent screeners help
recruiters reduce cost, increase efficiency
T
alent acquisition professionals in
India are facing challenging times
as the role of a recruiter in driving
business outcomes has continued to
increase over the years. Many factors have
contributed to the increasing importance of
the talent acquisition role. Recruiters have a
greater pressure to hire high quality talent
to fill fewer but more critical job positions.
The recruiter’s role has evolved a long
way since the days when he was required
to shortlist candidates from a few CVs,
interview even fewer candidates, and ulti-
mately make an offer to one. What makes a
recruiter’s job more difficult is the fact that
with the growing number of professionally
qualified talent, the number of applications
that a recruiter has to sift through everyday
has steadily increased over the years.
At the same time, recruiters in India are
also experiencing a very unique paradox—
plenty to choose from but very few that
qualify! Experienced industry professionals
remark that although recruiters are seeing
an increase in the number of candidates
who have the academic credentials to be
eligible for job positions, very few candi-
dates meet the bar on quality to qualify for
shortlisting.
NASSCOM’s 2011 India talent market
research suggests that only 25 per cent of
the talent from professional courses in India
are readily employable.
What lends more difficulty to a recruiter’s
daily job is the fact that he has very few tools
at his disposal to identify the right candidate
in brief
New age tools and
practices not only
help hiring organ-
isations reduce cost
and effort but also
help candidates
make the right
choices for job
applications
By vikram choudhury
for a role. While the size of databases in job
portals have steadily swelled, the services
themselves have evolved very little to assist
recruiters as well as job seekers to iden-
tify the right fit between a profile and a job
opportunity. The reliance on professional
profile aggregators such as LinkedIn has,
therefore, increased and has become one of
the major sources of candidate sourcing for
many recruiters.
The number of academic institutions that
offer professional degrees have increased,
but many recruiters have expressed
concerns on the quality of pedagogy in
these institutions. Graduating batches do
not have adequate skills to be effective in
professional jobs. Owing to cost constraints
and the demands of the consumer market,
a company also does not have the time and
space to groom talent.
The TA Leadership think tank (a People
Matters initiative comprising some of the
most experienced TA leaders in India) agree
that the life of a recruiter has become even
more complex because a recruiter is now
The life of a recruiter
has become tougher
because s/he is now
also held accountable
for the success or fail-
ure of a hire
The new frontier
Talent Acquisition:
Talent Acquisition Special

Recruiting companies need more scien-
tific ways to shortlist quality talent
because they do not have the time and
resources to groom talent
held accountable for a hire. There is conse-
quently an added pressure on a recruiter
to have maximum efficiency and zero error
while shortlisting applicants during candi-
date selections.
In order to make the talent acquisition
process more accurate and scientific, some
new trends are emerging in the space.
These trends span across new-age prac-
tices, tools and technology and service-level
innovations that are helping recruiting
organisations spend lesser time and effort
to hire the right candidates.
Talent screeners and job previews
Talent screeners are a great way for a
recruiting organisation to filter in candi-
dates with genuine capabilities for inter-
viewing. Talent screeners are skill and
situational tests based on experiences that
a candidate is likely to encounter during the
job. Depending on the results, a candidate
will be recommended or discouraged from
pursuing a job opportunity.
Another trend likely to pick up quickly
in India is the practice of posting realistic
previews about the job and the experi-
ence of working with the organisation on
a career page. These help candidates map
their needs and employment preferences
with those of the organisation and select or
reject opportunities.
Y.V.L. Pandit, Managing Director of SHL
India, says, “Companies that are employing
such tools for applicants are experienc-
ing far higher hit-rates per opportunity
compared to traditional processes.”
Intelligent background verifications
and reference checks
While background verifications and refer-
ence checks have been around for a while,
the rising number of incidents of recruit-
ers receiving fraudulent CVs from under-
qualified or over-qualified candidates have
given rise to the need for additional checks
and validations. Background check service
companies are seeing a rise in demand
from recruiting companies asking for non-
standard verifications, such as social media
profiling and informal reference checks.
Behavioural profiling and
psychometric assessments
One of the key methods by which a company
integrates business outcomes with the
talent strategy is by identifying candidates
who can take up leadership positions
within the company in the future. Recruit-
ing companies now look for measures far
beyond aptitude and academic qualifications
and hence, more evolved forms of assess-
ment have become part and parcel of an
organisation’s talent acquisition plan. These
include behavioural profiling and psycho-
metric assessments.
The importance of cautious social
media branding
Social media employer branding has evolved
from being an option for a recruiting organ-
isation to becoming an integral part of the
talent acquisition strategy.
Many progressive companies budget
dedicated investments for social media as
part of their annual talent acquisition plan.
Yashwant Mahadik, Vice President & Head
of Human Resources, Philips India & Global
Lead Learning Strategy & Philips University,
says, “Philips hires from campuses of lead-
ing business schools such as the IIMs, ISB
and IITs. Recruiters at Philips engage with
students in these campuses across the year
through social media networks, case study
presentations and other academic part-
nerships rather than engage in a one-time
exercise during placements. This helps us
build a strong employer brand in our target
market.”
— Vikram.choudhury@peoplematters.in
People Matters I june 2013 I 65

‘Reality’ checks on
recruitment processes
Companies resort to realistic job previews, talent
screeners to make hiring processes more efficient
A
global trend that is expected to
rapidly catch up in India is the
practice of providing realistic job
previews that demonstrate what
a job with the hiring organisation entails.
These job previews are provided through
multi-media formats such as videos on
company websites.
Even before sending an application, a
candidate gets a very clear picture about the
job and the organisation’s culture to help
him decide to apply for or reject an opportu-
nity. Through the realistic job preview, I can
also get a sense of the working conditions,
thereby helping me decide whether I should
apply or refrain from pursuing the job.
Organisations provide job previews
to attract the right talent and spend less
on recruitment processes such as brief-
ing applicants, interviewing candidates or
putting them through assessments. This
results in organisations spending less time,
energy, effort and money in filtering and
sifting through candidate applications right
at the beginning of the process. These job
previews are also a great way of building an
employer brand as an organisation sends a
clear signal to the talent market about being
open and candid about its job opportunities
and work culture.
Another trend that is picking up rapidly
is the use of talent screeners on career
websites, where applicants are put through
a series of questions and situations that can
help the recruiting organisation assess and
filter the right candidates. These screen-
ers are typically 10-15 minute question-
naires where the candidate is presented
with several situations that s/he will likely
encounter in the job. At the end of the
assessment, the platform tells a candidate
whether he or she is ready to get to the next
stage or whether the job is not a right fit for
him or her.
Through realistic job previews and talent
screeners, a recruiting organisation can
ensure that the number of irrelevant appli-
cations is reduced and the general quality
of applicants is better. In addition, a recruit-
ing organisation can also ensure that the
hit-rate per recruitment process is much
higher compared to traditional channels.
Organisations partner with talent consult-
ing organisations to build job previews and
talent screeners.
For middle and senior level recruit-
ments, an increasing number of companies
are partnering with consulting organisa-
tions to conduct personality assessments
and objective evaluation of competencies
to combine with the interview process.
Personality assessments look at an indi-
vidual’s most natural and preferred style of
behaviour at the workplace. They involve an
assessment of an individual’s competencies
required to deliver superior performance
on the job. The consulting partner also
helps an organisation identify traits that are
needed for success in a middle or senior
leadership role.
Through realistic job
previews, a recruiting firm
can reduce the number
of irrelevant applications
and the general quality of
applicants is better
Y. V. L. Pandit
Managing Director,
SHL India

People Matters I july 2013 I 67
R
esearch quotes that every wrong
hire costs the company three times
as much as the actual cost of hiring
him/her. Globally, organisations
are experimenting with talent acquisition in
terms of technology, demand, social media
and the overall outlook on the process. But
all of this is futile without getting a solid
handle on the numbers and data.
There isn’t a better function in the
HR domain where you can have fun with
numbers. Attempts to measure the metrics
will make it an objective process, thereby
creating better predictability for both
outcome and output. I would attempt to
illustrate with three myths that all of us
experience in recruitment.
Recruitment is an art
Recruitment is a “data-based decision
making process”. A systematic recruit-
ment technique rests on a sumptuous
pool of candidates’ profile. However, that
is the only artsy side of recruitment; the
rest is all science – the science of demand-
supply. The term art signifies the diligence
of recruiter in drawing inferences out of
data history, which is 70 per cent objective,
service-level driven, well-governed and
monitored process.
Talent is just in time
Lack of predictability has hampered recruit-
ments. Imagine the delight if you are able to
forecast demand with 80 per cent accuracy
in time and skill-sets. Talent requirement of
the company is all about meticulous plan-
ning. One size doesn’t fit all and a size that
fits well today may need to be altered at a
later date.
There is no right metric
Most of the recruitment metrics are limited
purely to record management and hindsight.
The metrics would be decided on three main
dimensions:
Hindsight - The “What”: Analyse what is
happening. Understand the efficiency of the
current systems and architecture. Cycle
time, fulfillment ratios are some of the
metrics that will give you hindsight.
Insight - The “Why”: Investigate the exact
or the probable reasons of the occurrence
of an event. CV adequacy ratios, source
vs channel performance will give you the
insights for better decision-making.
Foresight - The “How”: The foresight
aspect will take into account the “how”
factor as to how things will shape up
in future. Probability ratios of fulfill-
ment, impact on sales revenue numbers,
employee productivity in 12 months will be
some of outputs you can expect when you
start looking at the foresight.
Ultimately, it’s not what you implement
but how you implement with a consistent
approach that would make the change for
you. In conclusion, I would say in God we
trust, everyone else brings the data.
Three major myths
in recruitment
Data is becoming increasingly important to drive
predictability in the recruitment process
Talent requirement of
the company is all about
meticulous planning. One
size doesn’t fit all and a
size that fits well today
may need to be altered at a
later date
shelly singh
Co-Founder and EVP,
PeopleStrong

R
ecruitment has become very chal-
lenging because of several factors
that are driven by radical develop-
ments in the talent market. The
approach and attitude towards work is
expected to be considerably different in the
future with remote working, social media
and telecommuting defining employment
trends of the future. Accordingly, the ways
to attract talent have become more complex
and organisations need new-age tools and
techniques to keep pace with the changing
dynamics of the talent market.
Social media, job portals and online
communities have become the central
source to identify talent in the market.
Market leaders have understood this drastic
shift and have cashed in with mammoth
resume databases and solutions. But in
large part, the industry is far from being
maximised. We have not seen any innovation
in job portals; they still offer resume data-
base services. Online recruitment needs
innovations both from the perspective of a
recruiter as well as that of a job seeker.
For example, for a job seeker, an online
job database should provide intuitive
features that help a candidate spend less
time on updating information manually and
more time in identifying the right opportuni-
ties that align with the job seeker’s skills
and interests. Progressive search engines
are providing leading-edge functionalities
that are more intuitive and provide guid-
ance to job seekers on various factors that
increase his chances of finding the right
opportunity, including profile strength
advice, mapping of opportunities and skills,
and consultative guidance on job search.
A trend that will likely pick up is of
passive candidate sourcing through job list-
ings. Recruiting service providers are devel-
oping applications that allow companies
to create their own organisational page on
portals where they can post job offers and
company highlights within the organisation.
This page is also search engine optimised
and therefore when a person is scouring for
jobs, he/she is automatically redirected to
this page and is introduced to the organisa-
tion. This not only eliminates competition
from other enterprises that have similar job
listings but it also allows the company to tap
into passive talent pool.
At the same time, progressive recruiting
service companies are enabling recruit-
ers to become smarter with opportunity
identification in the talent market by
providing services that can mine intelligent
analytic functionalities with big data. Talent
acquisition organisations can also look
forward to recruitment analytics to filter the
most relevant candidates from a pool. For
example, analytics can help a recruiter find
out the most relevant application taking into
consideration multi-layered constraints.
Presently, owing to the limitations of search
effectiveness in job databases, a recruiter
has to skim through hundreds of applica-
tions to identify and shortlist candidates.
Intelligent big data analytics platforms will
play a fundamental role in changing the
nature of recruitment in the coming times.
Role of technology &
data in talent acquisition
Talent acquisition will depend a lot on big data
intelligence and branding for the passive talent pool
Premlesh Machama
Talent acquisition companies can look
forward to recruitment analytics to filter
the most relevant candidates from a pool
Managing Director,
CareerBuilder India

Behavioural profiling
gains in popularity
Firms look to employ behavioural profiling, informal
reference checks to augment talent acquisition efforts
I
f you talk about talent strategy 3.0, it is all
about driving business execution through
integrated talent management. Business
execution drivers provide the miss-
ing link between HR and business strategy.
As a result, talent acquisition has changed
completely in the last couple of years.
Recruiting organisations are increasingly
facing the demand for niche competencies
beyond domain expertise.
Traditional recruiting firms followed a
two-step process for selecting and forward-
ing applications to a hiring organisation. The
recruiting company would interview short-
listed candidates and those selected would
be sent to the hiring company for another
selection process. The services, however,
have evolved considerably to include behav-
ioural valuation of the candidates.
Many recruiting service organisations
have tied up with assessment firms to eval-
uate the technical and behavioural compe-
tencies of candidates. Assessments have
become an important part of the recruit-
ment process. Many service companies
now offer scientific methodologies such as
Thomas Profiling, Brain Mapping or Axiom
tests depending on the level and criticality of
the role.
Many recruiters are also developing
in-house tests that assess behavioural
competencies of a candidate customised to
the culture and demands of the organisa-
tion. As a result, the importance of employ-
ing an experienced recruitment consult-
ing organisation has increased manifold.
Service providers are also expected to do
informal reference checks during the hiring
process. Earlier, the reference checks
were mostly formal based on information
provided by the candidates themselves.
The norm is rapidly shifting to giving two to
three informal reference checks in addition
to the formal reference checks.
In an informal reference check, a
recruitment service provider typically
reaches out to colleagues and managers
of an individual in his previous organisa-
tions, who are not mentioned in the formal
reference checks. These informal refer-
ence checks ask more prodding questions
like asking a manager in an ex-company of
whether she/he would like to hire the indi-
vidual back and the key considerations for
that decision.
A good recruiting service organisation is
one that has the ability to create a detailed
behavioural profile of a candidate through
informal means such as informal reference
checks and social media investigations. The
aspects that a recruiting consultant typi-
cally looks for in an informal profile include
aspects like social life of the individual on a
personal networking profile, profile of the
network of friends in the personal network,
recommendations received on LinkedIn and
skill endorsements. As the bar on quality
continues to grow, more and more recruit-
ers will be looking for value-added partner-
ships that can help them find the right talent
for business execution.
Satya D. Sinha
CEO, Mancer Consulting
Services
Informal reference checks gauge
an individual’s behavioural traits
and professional fitment by asking
prodding and non-standard questions

B
eing future-ready requires formula-
tion of a strategy that focuses on
selection and hiring of the right
talent using scientifically designed
assessment tools and interviewing tech-
niques. A good recruitment strategy should
ensure that those selected/hired are compre-
hensively screened for authenticity of facts
and documents. As a result, background
checks have gained importance in the last
decade and it is undoubtedly an integral part
of the hiring process. With pressures on the
recruitment team to hire more and fast, a
recruiter has to be extra careful during a
selection process.
A good recruitment plan should iden-
tify which aspects of a candidate’s profile
are to be mandatorily screened, based on
the definition of roles. For technical and
individual contributor roles, a verification of
the individual’s technical credentials need to
be thoroughly checked while for middle and
senior leadership roles, any discrepancies
between the individual’s claimed personal-
ity and actual behavioural traits need to
be verified. A recruitment plan also needs
to include a future course of action where
discrepancy is proven. Global stringency on
possible terrorist links, money-laundering
smears, shadow of corruption or the rising
incidents of criminally-motivated applicants
have compelled organisations to include
background verification and country-
specific legal assessments as an integral
part of their recruitment strategy.
The health of the background screen-
ing process in an organisation is a powerful
indicator of the management’s commit-
ment to the process. With the changed
set of personal values and the workforce
becoming increasingly multi-generational,
policies and processes need to evolve to
address newer issues. Recruiters have to
verify candidates from a wide spectrum of
credentials such as the relevance of corre-
spondence education from an unrecognised
institution, gaps in education and employ-
ment history and unstated employment
histories.
Tactical hiring trends include employee
referrals and social media as options to
source candidates. While being efficient
means to source applications, they also
increase the need for more stringent back-
ground verification. Using social media for
employee verification is fraught with uncer-
tainty and carries the risk of infringement
of privacy. Two important elements of the
background screening policy of an organisa-
tion include role-wise checks and stage for
initiation of the screening process.
I would like to leave you with one last
point. While you hire on the basis of the
resume and the interview, do you validate
what the resume states against what the
candidate fills in the candidate informa-
tion sheet once the hiring process has been
initiated? If you are not cross-referencing
candidate resumes against candidate infor-
mation sheets, that is the first ‘risk’ you are
ignoring.
Firms seek talent
background screening
Thorough verification of a candidate’s resume is an
integral part of the selection process
Ajay Trehan
The health of the background screening
process in an organisation is a powerful
indicator of the management’s
commitment to the process
Founder and CEO,
AuthBridge

R
ecruiting organisations in India
are facing a problem of plenty. The
highest talent intake for qualified
entry-level talent in India comes
from the engineering and the management
pool.
While most of this talent pool is absorbed
into the IT/ITeS industry, many are also
moving into other service industries such as
publishing. When it comes to specific func-
tional jobs such as sales, marketing, HR and
finance, most recruiters acquire talent from
business schools and niche professional
pools such as chartered and cost accoun-
tancy.
If talent is so abundant, why are compa-
nies struggling to get the right people in?
While on paper the availability of talent is
large, a peek under the surface-level reali-
ties reveals that the distribution of quality
talent in this pool is highly skewed and they
have a limited set of skills.
According to statistics and talent market
research, only 15-20 per cent of the talent
pool that graduates every year from profes-
sional institutions is readily employable. To
acquire the right talent, recruiting organisa-
tions are putting together more rigorous
evaluation. Good recruiting organisations
have put together three to four levels of
evaluation mechanisms to assess a candi-
date beyond their academic credentials.
Most of these assessment parameters
include intrinsic and behavioural competen-
cies such as the ability to craft new ideas or
fluid intelligence.
The shift in what corporates seek
In addition to academic knowledge, compa-
nies are also interested in understanding
whether a candidate has the ability to learn
new ideas quickly. Traditionally, fluid intel-
ligence assessment was never a criteria to
evaluate or shortlist candidates. The focus
of entry-level hiring has, therefore, shifted
from what a candidate knows to what the
candidate can potentially learn.
For non-entry-level or lateral recruit-
ments, exemplar companies have also put
together mechanisms to assess emotional
intelligence and behavioural attributes
through psychometrics. Some even go to
the extent of putting the candidate through
assessment centres to understand if a
candidate will fit into the company’s culture,
capabilities and delivery expectations.
Engaging the young talent
While in the pre-1991 era, India was a land
of limited opportunities, younger millennial
generations were exposed to a different set
of experiences compared to other genera-
tions in the workforce. While it is natural to
assume that the younger generations have
a different set of employment expectations,
the assumption that they have a different set
of values compared to the earlier genera-
tions is not true. There are two areas where
companies often get confused: Work ethics
and personal space. Most of the younger
generation have not only learnt to work hard
and party harder, but also keep work and
personal life separate.
Assess receptivity, not
academic credentials
Recruiters have to look beyond academic credentials to
assess employability of entry-level professionals
Only 15-20% of the graduating talent
pool in India is readily employable. So,
there is a need for deeper assessment
mechanisms
Sundara Rajan
Director, Thomas
Assessments

Attracting talent? Use
social media wisely
While social media has become a key differentiator, a
recruiter should drive social employer brand with caution
T
alent acquisition (TA) has become a
complex business process owing to a
variety of factors. The ability to attract
and retain talent has become a stra-
tegic differentiator. In order to build a strong
employer brand in the talent market, an
organisation encounters several challenges
and progressive recruiters are actively using
social media to attract talent and influence
the employer brand.
Firms that are able to communicate
an environment of cooperation, exchange
of ideas and flexibility enjoy a superior
employer brand.
It is important that organisations recog-
nise not just the skills and knowledge that
exists within their current talent pool, but
also their attitudes to compare these with
the ideal set of knowledge, skills and atti-
tudes that they desire.
A social media strategy has thus become
integral to the talent acquisition process
thanks to its ability to gather intelligence
and reach out to the talent pool through
adaptive methodologies.
Diversity and inclusion is on the list of
top priorities for recruiting organisations.
Smart employers are increasingly employing
social media to propagate their commitment
to diversity. While social media has become
an integral part of the TA process, there is
still no formal or benchmark process for
social media hiring. In order to be an effec-
tive social media recruiter, an organisation
should be aware of the following trends:
1 Be careful while choosing a social
medium for reaching a prospective candi-
date. Most social media is personal space.
Not everyone appreciates being approached
via that medium and a careless approach to
social media outreach can leave a big dent
on the employer brand.
2 Progressive social media recruiters have
become good at using their social pages to
build an employer brand and popularise job
opportunities. Good recruiters make effec-
tive use of trending tools such as twitter
tags to capture interest and attract talent.
3 A very popular and sure-fire way to
increase an organisation’s employer brand
quotient on social media is by creating and
propagating awareness such as employee
programmes, work-life balance and other
social activities through videos and other
rich-media content.
4 Gestures on social media such as
congratulating fresh hires and new joinees
create a sense of belonging in candidates
and some of the most popular employment/
career pages regularly update congratula-
tory and recognition messages of existing
and future employees.
5 Using social media gamification for
inducting and training employees builds a
strong and healthy culture of competition.
Recruiters have also realised that knowl-
edge sharing becomes easy when a new
employee joins the firm.
In addition to social media, the TA space
is witnessing several other trends. There
has been an increase in the incidence of
organisations employing managed services
/ RPO route to manage TA effectively.
Good recruiters make effective use of
trending tools such as twitter tags to
capture interest and attract talent
Ajit Isaac
Chairman and Managing
Director, IKYA Human
Capital Solutions

Profile of client
MNC, Indian conglomerates, large and
medium sized Indian companies.
Buyers profile
CHRO, VP-HR, GM-HR, HR Managers
Service locations
Mumbai, New Delhi, Bangalore, Pune, Ban-
galore, Hyderabad , Chennai, Coimbatore
and Kolkata
Overview
Thomas Assessments provides a range of
psychometric tools to the Indian corporate
world, including PPA - Personal Profile
Analysis - one of world’s most popular
and widely acclaimed Behavioral Profiling
Systems. Thomas’ range of products include
Job-Person Compatibility Systems(PPA-
Job), Cognitive Ability Measurement (GIA),
Emotional Intelligence Measurement (TEIQ),
Team Analysis System (TAS) and Skill Mea-
surement System (SoL).
Thomas Assessments provides the HR
community with tools to assist them in the
entire lifecycle of an employee - to recruit,
retain, develop and manage them. For the
past 15 years, Thomas Assessments has
partnered with more than 700 clients across
India, Pakistan and Middle East by helping
them understand their human assets better,
create an engaged and performance driven
workforce, build them and help organiza-
tions improve their bottom-line.
Identifying the right person for each
position
Thomas Assessments has one of the most
powerful solutions in the world to identify
the right person for each job, using a suite
of tools. These tools go beyond the obvious
and understand a person and a job in total-
ity and match them. These tools have the
flexibility to be applied at different levels of
the organization, be it an entry level posi-
tion or a CXO.
Creating Performing Teams
Thomas Assessments’ Team Analysis
System (TAS) helps leaders to understand
the teams they handle, identify the level
of alignment of the team to organizational
goals and probable internal conflicts
within the team. It helps the core man-
agement team to align with the com-
pany’s strategic objectives. TAS provides
specific inputs on how to get the best out
of each team member to make the whole
larger than the sum of the parts.
Thomas Be Spoke 360
Thomas Assessments provides a unique
360 degree platform and training to use
this popular approach effectively in or-
ganizations. The Thomas 360 platform is
intuitive and easy-to-use, provides instant
assistance on best practices in 360 and
helps in customizing it to each organiza-
tion’s needs.
Thomas Emotional Intelligence
Created by Prof. K.Y.Petrides of University
of London, Thomas Emotional Intel-
ligence tool is one of the few trait-based
measurement systems in EQ space.
Easy-to-understand and interpret, with
a detailed explanation of each facet or
and facet used in measurement, TEIQ
has become a highly acclaimed tool in
the world within a few years of its launch.
Thomas Assessments offers this to India
clients now.
Key differentiators
Thomas Assessments provides insightful
and holistic solutions through the lifecycle
of the employee - recruit, retain, develop
and manage phases, helping Human Re-
sources professionals at every step of the
way. Known for its responsiveness and
commitment to clients, Thomas Assess-
ments brings in its knowledge of global
practices along with its tools to India .
Engagement model
Initial License and Certifications, fol-
lowed by pay per use basis.
Pricing - Global tools and expertise at
Indian Prices
Testimonial - On request
Thomas Assessments Pvt. Ltd.
Contact details
Sundara Rajan -
sundara@vsnl.com
Yogesh Misra -
yogesh@thomasassessments.com
Prateek Shrivastava -
prateek@thomasassessments.com

Profile of client
SHL is the leader in talent measurement
solutions, driving better business results
for clients through superior people
intelligence and decisions - from hiring and
recruiting, to employee development and
succession planning. With a presence in
over 50 countries, SHL delivers more than
30 million assessments annually in over 30
languages - allowing over 10,000 business
customers to benefit from both global
expertise and local insight. Along with
its world-class consulting practices and
24-hour support centre, SHL clients can
access over 1,000 assessments through
an easy-to-use technology platform. SHL
was acquired in 2012 by CEB, the leading
member-based advisory company. By
combining the best practices of thousands
of member companies with advanced
research methodologies and human capital
analytics, CEB equips senior leaders and
their teams with insight and actionable
solutions to transform operations.
Headquartered in London, UK, SHL has
offices in North and South America,
Europe, the Middle East, Africa, Asia and
Australia/New Zealand.
Present in India for over 13 years, SHL India
partners with more than 500 companies,
including the top Indian Business Groups
as well as multinational companies.
Buyer’s profile: Corporates, Government
Organizations, Universities, NGOs
Service locations in India - Services
offered pan India with offices located in
Mumbai, Delhi & Bangalore
Overview of products & services offered:
• Wide range of tests including –ability,
personality, motivational, situational
judgment, information technology skills
test, call centre Assessments, etc.
• Assessment and development centres
• Trainings
Areas of expertise:
• Assessments
• Consulting Services
• Training Services
Solutions offered:
1) Talent Acquisition- maximizing
recruitment quality
• Volume Recruitment
• Graduate Recruitment
• Managerial/Professional Hire
2) Talent Mobility – engaging and
mobilizing talent
• Talent Audit
• Employee Development
• Succession Planning
3) Talent Analytics – quantify the impact
of your talent programs.
Key differentiators:
• Verifiable business results–The
insights provided by SHL People
Intelligence results in client benefits
such as increased revenue, lower costs,
greater efficiencies and more effective
leadership. The proven success of SHL’s
assessments is demonstrated by the
tangible business results recorded by our
clients.
• The world’s largest source of data on
people at work – SHL delivers 30 million
assessments every year, which gives
SHL an unrivalled database of people
intelligence, enabling us to provide key
analytics and benchmark talents across
all industries and all roles.
SHL (India) Pvt. Ltd.
Contact details
022-40929208 /
shlindia@shl.com
www.shl.com
76 I People Matters I July 2013

Profile of client
PeopleStrong is a leading platform based
mpHRO (Multi-process HR Outsourcing)
and Technology company, headquartered
out of Gurgaon in India. PeopleStrong
enables Business Leaders and CEO’s in
transforming their people agenda. Peo-
pleStrong’s proposition value is further
enhanced by the fact that customers see
them as trustees of HR Transformation,
partnering in their prime objective of creat-
ing Happy Organizations. PeopleStrong
has implemented some of the largest
HR Service Centers in Asia Pacific. They
are delivering employee services across
regions and time zones for more than
300,000 employees and have hired more
than 40,000 employees through a unique
technology interface coupled with high end
decision making Tools for people data. The
company combines outstanding people,
process and technology with strong gover-
nance and compliance structures. Peo-
pleStrong is the first company in the space
to be successfully assessed on SSAE16.
Buyers profile
It services clients in Manufacturing Engi-
neering, BFSI (banking, financial services,
insurance), Education, Pharma and IT verti-
cals for Indian MNCs and India businesses
of foreign MNCs. This directly impacts the
way HR is delivered in the organization
resulting in increased effectiveness and su-
perlative employee experience. Our clients
experience cost advantages of 20% to 40%
versus previous HR budgets over a period
of 3-4 years.
Overview of products
HCM
We are a leading technology-based ser-
vices provider; strengthening HR with Tools
that automates your complex HR processes
yet gives you the simplicity flexibility to
accommodate your business requirements
for employee lifecycle management. This
suite covers the following modules: Em-
ployee Profile which gives you the complete
information of employee which can also be
edited; Leave module helps you to stream-
line your leave and attendance process;
Timesheet module offers proper tracking
of attendance and working hours of the
employee. Some key features are:
• User interface: Highly configurable work-
flow engine
• Mobile: Anytime Anywhere Access
• Analytics: Data driven decision making
analytics
• Cloud Scalable and Secure – hosted on
World class Tier IV private cloud
• Social: Integration with Social Platform
mp-HRO
We are Platform based multi process HRO
(mp-HRO) company successfully adminis-
tering clients’ various HR processes from
the hire to retire cycle by adding reliabil-
ity and accuracy to the HR output with
significant expertise in process design and
implementation of Shared Services delivery
model. We have a proven track record of
providing value benefits to customers by
technology innovation, process improve-
ment and re-engineering resulting into
significant cost savings.
Some of the key activities managed under
mpHRO includes
• Analytics and Insights
• Pan-India reachability
• Web and phone support for the
employees
• PMS and Training Administration
RPO
People Strong’s RPO service line cuts
across industry and skill based deliv-
ery managing 40000+ hires across 200
different locations in India. Our teams
specialized in acquiring Just in time talent
across industry domains like Engineering,
Pharmaceutical, FMCG, BFSI, Automobile
and ITES among many others enable our
customers to reduce costs and improve
predictability of hire. Skill assessments
created to measure aptitude and behavioral
traits along with the domain knowledge of a
candidate make for a comprehensive solu-
tion for getting the right employee. A robust
recruitment technology platform helps
integrate the supply, process and gover-
nance elements of our recruitment delivery
enabling us to deliver at a large scale and
help customers efficiently manage peaks
and troughs of their talent demand.
PeopleStrong
Contact details
PeopleStrong HR Services
Pvt.Ltd,
A-10,Infocity,Sector - 34
Gurgaon,Haryana-122001
Tel:0124-4782400
contact@peoplestrong.com
78 I People Matters I July 2013

Profile of client
MANCER Consulting Group is a leading
provider of talent management solutions
with service offerings that include talent
acquisition, executive search, talent
analytics, Start up Boot, ManCamp and
RPO. Our hybrid methodology and
technology enabled processes ensure
timely delivery as per mandates and our
services are cost effective and best in class.
Buyers profile
Our “The Best Fit” methodology has
attracted over 200+ clients, which
include Fortune 500 companies and large
public sector undertakings from various
industries. We also offer customized
solutions to startups, SMEs and family
owned businesses.
Service locations
MANCER’s strong presence in Delhi,
Mumbai, Hyderabad and Ahmadabad has
enabled it to increase its client reach and
build strong alliances across industries.
Overview of services offered
Talent Acquisition: Helps clients acquire
quality talent from the market.
Executive Search: Help clients get visionary
leaders to achieve their long term goals
Talent Analytics: A customized analysis of
available talent pool in the market, which
is a must for every employer to achieve a
sustainable competitive advantage in talent
management.
ManCamp: End-to-end campus hiring
solution
RPO: Recruitment Process Outsourcing
services to fulfill clients talent requirement
across level
Start-Up Boot
For many entrepreneurs, getting the right
candidate is as much a serendipitous hunt
for talent as an opportunity to hard sell their
startup through every platform available.
Mancer Consulting with its diversified
experience in cross domains brings the
leadership talent pool for startups.
Areas of expertise
Over a span of 10 years, we have become
the preferred solution partners for many
leading national and international brands.
Our verticals of expertise:
• EMPI
• IT
• ITeS
• Oil Gas
• Steel Power
BFSI
• FMCG/CD/CE
• Pharma Healthcare
• Research Consulting
Key differentiators-
• Consultative and Entrepreneurial Ap-
proach
• Process Driven Delivery
• Industry Research
• Over 90% Business through reference
Pricing
Our pricing strategies across business
lines are based on value customers
perceive. We operate on a result-based
model and all services are competitively
priced
Testimonial/Referrals
“Mancer is a committed talent acquisition
organization backed with years of
presence. Mancer provides to its clients
deep insight in the country’s talent market
and comes with a solution orientated
approach.
-Senior VP HR at a leading banking and
financial services multinational
“The most important skill-sets a
consulting firm can provide to its client
is, an understanding of business
expectations, On-time Delivery and
customized Service. Mancer provides us
with all of them and much more.”
-Senior Professional at a leading health-
care and wellness multinational
MANCER Consulting Services
Contact details
Visit us at
http://www.mancerconsulting.com/
82 I People Matters I JULY 2013

AuthBridge, a leading Background
Verification Talent Solutions company
has, since its establishment in 2005,
consistently innovated now emerged
as one of the leaders in the Background
Verification Industry in India. A great
believer in technology-led innovation, our
belief has helped us achieve great results in
Turn Around Time - one of the key
parameters for our clients
Quality of our reports
Integrity of information that we compile
Buyer’s profile
We are proud to share that top companies
from Telecom, BFSI, Pharma, Automobile
and IT choose to work with AuthBridge
year after year to ensure they hire
authentic candidates. We also serve more
than hundred small and medium scale
organizations in safe hiring.
Service locations
We have Pan India capability with offices in
Gurgaon and Mumbai
We also have Global capability and can
conduct verification across the globe.
In HR staffing space, AuthBridge creates
value by playing a critical role in
ensuring the talent being hired is
authentic, presents right credentials
and is safe for our clients across the
industries.
Employee Background Screening
AuthLeadTM
- Advanced Background
Check for Top Management
AuthNumberTM
- Exiting employee
database
www.indiaverify.com - Online
Verification for the retail customer
Exit Interviews
Key differentiators
Continued certification for ISO
9001:2008 and ISO/IEC 27001:2005
Continued Empanelment with National
Skills Registry
Scalability and flexibility of operations
Innovation: Cornell University recently
published a research document
titled AuthBridge Research Services:
Innovating HR Operations in India after
studying the automated background
verification processes at AuthBridge
10 million+ checks done
2 million+ reports published
Undivided focus on Background
Verification
AuthBridge
Contact details
AuthBridge is headquartered
out of Gurgaon in India
Gurgaon:+91 88-269 88001
E-mail:sales@authbridge.com
Corporate Office:
123,Udyog vihar Phase IV
Gurgaon 122 016
More info can be found at
www.authbridge.com
84 I People Matters I JULY 2013

Our clients cut across industries
locations across the globe. From Fortune
500 conglomerates to startup firms, IKYA
provides a one-stop HR solution framework
across the spectrum. Recruiting and
retaining the right talent is critical to the
stability and success of any organization.
At IKYA, this is what we do best and in the
process help over 50,000 professionals
enhance their careers every year.
Buyers profile
CXOs Department Heads
Service locations:
From our 33 offices across India, we serve
clients in more than 240 towns and cities.
Executive search:
A specialized wing of IKYA, Search Partners,
is defined by its expertise, knowledge and
network. Our pan India presence enables
us to provide customized services to large
corporates and growing organizations. We
have what it takes to help you hire the right
person to occupy the C-Suite roles in your
organization.
Recruitment Services
IKYA has a dedicated team of domain
experts delivering high quality recruitment
solutions.
Domains
• IT ITeS
• Banking, financial insurance services
• Industrial engineering resources
• Consumer services, retail telecom
• Pharmaceutical healthcare
Our services include:
• Talent acquisition
• Turnkey projects
• Young professional recruitment
• Outplacements
• Resume building
• Coaching and guiding
Recruitment Process Outsourcing
IKYA delivers comprehensive recruitment/
HR process outsourcing services to
companies.
Our RPO solutions provide high quality
results in a cost-effective manner to
maximize your productivity and competitive
advantage. This is achieved by combining
our unmatched business domain
expertise with our superior technological
competence.
Services offered include:
- End-to-end recruitment management
- Back-end process management
- HR business process transformation
Temporary staffing solutions
With over 65,000 employees on our rolls,
IKYA’s staffing solutions help clients:
•Deploy manpower only when required
• Accommodate cyclic workloads and
projects
• Reduce fixed cost overheads
• Assess performance before offering
permanent employment
Services offered
• Temporary staffing solutions – Non-
technology
• Professional staffing solutions –
Technology
• Managed service solutions
• Payroll compliance management
• Background verification services
Training skill development
IKYA’s Training and Skill development
vertical provides a comprehensive range of
training programs for youth to improve their
employability. We partner with the State and
Central Governments, NGOs and corporates
on training and development initiatives.
We believe that quality training can create
sustainable livelihood opportunities for
the youth and are keen to associate with
organizations and corporate for various skill
development initiatives.
Key differentiators
At IKYA we have the experience, expertise
and depth of knowledge to find you
the best talent. Our team of over 400
consultants comes with domain industry
expertise and is focused on hiring the right
people for your organization.
IKYA Human Capital Solutions Pvt. Ltd.
Contact details
Vijay Sivaram,Director,
9740916161

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