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 is to lead in the creation and delivery of services that enable our clients to win in
the changing world of work.


 and actively pursue the development and adoption of the best practices with the value of
the People, the Knowledge and the Innovation. We will provide support to our people and help them
achieve their aim, and never accept the status quo.



to successfully execute our strategies set out to achieve the vision and values, we need to
build a µBest-in-Class¶ organization. This requires a best-in-class way of doing business which will
create respect and confidence among our client and candidate community. Unfortunately,
Employment Services (Recruitment) is not yet a recognized industry in India and therefore there are
no set standards of conducting the business. We looked around and found no comprehensive
resource on conducting the business which led us to the path of creating it ourselves.


 
of the manual is to put together Standard Operating Procedures and Best Practices
to execute the entire cycle of Recruitment business from acquiring clients to collection with high

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systems and concepts, and provides tips and tools to overcome daily challenges.

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 is considered to be an art by many but with evolution of processes at each stage with
time; the science of recruitment has been evolving. While the science of recruitment which
comprises of set steps and processes can be taught, the art need to be caught. However, the effort
of the authors of this manual has been to capture the nuances of this industry at each stage in a
simple manner to help improve the learning curve of consultants.


are confident that you will find this manual an incredible resource to help you through all your
challenges. As you begin your journey in adopting the processes and procedures laid out in this
manual it will lead to the following benefits and desired state:

D Create µBest-in-Class¶ organization

D Maximize Gross Profit and improve the delivery system
D Improve operational efficiency (Activity and Ability) and, bring focus and consistency
D EstabliMeta Recruit META RECRUIT as trusted advisor to Client and Candidates
D Prepare targeted training and development programs
D Live and enhance the brand value and pride among the team
D Demonstrate all our brand attributes-Forward Looking; Expert; Inclusive; Engaging¶
FreMeta Recruit Thinking and Trustworthy

     
 
. This document will be reviewed on regular basis and will be
continuously updated based on new insights, learning and business/market needs.


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In any candidate attraction plan, the first factor to understand is the marketplace in which you are
operating. Economic conditions provide the background to the everyday business of recruitment.
What happens in the macro economy, or in individual product markets, ultimately determines how
many staff organisations need to recruit, develop and retain in order to meet client demand.

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 Where is the candidate pool?
 What are the sectors you would be aiming at or service?
 What are the positions you would be looking at?
 Has adequate mapping been done to know the existence of your candidate pool?
 The experience / skill/ competence of your candidate pool?
 Has the no poaching policy been considered while selecting candidate pool?
 What is the service delivery model?
 Who are the key competitors in your market segment? What are your key differentiators?
In order to find answers to above questions, you are expected to probe your client and research on
your own. Please refer to Order Management module for more details.

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This is extremely crucial part to gauge the acceptability factor of the workforce to be relocated in
different geographical spread.
 Need to asses the availability of the positions across regions / locations
 Adequate availability of the pool for the required
 Use of Meta Recruitared database ± O drive
 Any rules and regulations that apply in the operating environment
 What are the benchmark pay rates and how quick is the percentage increase
 What are the standard benefits provided
 What are the benefits unique to a particular client or position additionally

Please note that the above requires a constant research and update on what is happening in the
market. This is part of regular business / market intelligence to be gathered from all sources such
as client, candidates and media.

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When META RECRUIT Professional recruits for clients, the candidates you work with will have
specialized skills and experience. These peoples¶ skills will be highly valued in their local (and
potentially international) market place and you cannot rely on these candidates always proactively
presenting themselves to you. You must therefore use various methods to increase your candidate
database.
The following classification will help you to understand the types of candidates:

Although it is tempting to work solely on Active/Active candidates, you will need to develop a
strategy to attract candidates from all sectors. This will increase your ability to sell to your clients as
they will generally only be able to reach out to Active/Active candidates on their own since they are
more visible in the market. However, you Meta Recruitould spend the majority of your time with
Active/Active and Active/ Passive candidates since they have the greatest likelihood of completion
of the sale. It Meta Recruitould be noted that when working with a candidate with ³Passive´ in their
profile, they must be converted to ³Active´ before going for a client interview.

There are candidates out there in the market. Someone is getting them.
Organize and optimize your candidate attraction plan for maximum

effectiveness

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Networking is the process of finding people using referrals. This is considered to be a difficult way
to find people by many but when done properly; it turns out to be the easiest and most effective
solution to sourcing candidates. The quality level of candidates through referrals is generally better.
Please refer to Mapping of Candidates for more details.

×'!

 
Internal and external Job boards such as META RECRUITprofessional.com, Naukri.com and
Monster.com can be a huge and valuable source of leads as long as the resumes posted on them
are of good quality and tend to reflect accurately the skills and experience of the candidates.
Please refer to search guides of respective job boards for conducting an effective search. General
search on net (www.google.com) also provides many names.

º

 
Advertising is an important way to reach out to large number of candidates who you may not know
at all. It also helps create awareness of the META RECRUIT Professional brand. An ad campaign
could be online or in print.
An online ad campaign for sourcing candidates for any position, need to be consistent or else the
results may not be sufficient. Ads are a potentially important part of a candidate attraction strategy,
may result in very few quality responses and may not be the most effective use of your time and
money. Hence, in order to make your advertisement effective, remember the following:
 When advertising, consider joint logo advertising with clients on a job specific basis and
general advertising to increase candidate database (general roles in each vertical) and
brand awareness.
 Analyze and choose media which is targeted at your vertical ± such as a magazine or
website for financial executives and professionals. Advertising Meta Recruitould drive traffic
to the META RECRUIT Professional website or any other Job Site being used by you.

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  Follow brand guidelines to achieve maximum effectiveness
 Use GEKO principle while preparing the content of the ad

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You Meta Recruitould be members of professional associations related to your vertical
specialization. You need to take a visible, active role to ensure credibility within the vertical
community. Participation in an association allows you to view candidates in a situation that is similar
to work. You will be able to build up a clear picture across industry sectors of the key personnel and
their career plans and aspirations.

-&
 

Networking Sites such as www.LinkedIn.com, www.Facebook.com , www.Orkut.com;
www.zorpia.com and www.MySpace.com have become an increasingly popular platform through
which to build relationMeta Recruitips and attract candidates. This is particularly the case for senior,
highly skilled workers who may not wiMeta Recruit to use job boards.

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Use the database (combination of data as resumes, mapping Meta Recruiteets, list of company
employees, professional associations¶ members database etc.) for mailMeta Recruitots, enabling
you to target specific skills for specific roles.

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Attend recruitment job fairs or PR events which are designed for your target market. Rather than
simply attending, you may want to consider being a sponsor to raise META RECRUIT
Professional¶s visibility at the event and in the community such as events organized by NASSCOM.

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Cultivate a relationMeta Recruitip with local business publications to create an awareness of META
RECRUIT Professional on career advice or trends related to the verticals. Use blogs to discuss
career issues related to your vertical market or in general, as it will help you reach out to more
candidates.

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Qualified candidates may become available if companies have to let them go. You Meta
Recruitould pro-actively offer support at these points and consider competitors of the closed
business as the first opportunity for the candidates.

 


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For skills in Meta Recruitortage, consider attracting candidates from other countries. Impress upon
the client for need to do so. A BPO company called ×ÎA Customer is hiring French speaking
professionals from Mauritius.

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encouraged in order to advertise opportunities at META RECRUIT Professional and to direct
internet traffic to the principal job site. The choice of sites will be dependent on the sector targeted.

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The use of search engine sponsorMeta Recruitip is on the increase and keyword sponsorMeta
Recruitip is becoming heavily used to attract candidates at the search engine level, before they get
as far as the job boards.

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By asking for help on a difficult search, you may find another recruiter who¶ll save the day by
supplying you with the perfect candidate.

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Get hold of these directories to find more candidates


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There is no replacement to this. More visibility and bigger the network of yours will stimulate more
candidates towards you.

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³Mapping´ ± one of the most commonly used terminologies in the Recruitment industry refers to the
process of detail information gathering about people who form the target list for any search. During
the process of mapping, the consultant / researcher is expected to capture basic information
including but not limited to areas like name of the person, phone and e mail id, age, highest
academic qualification, years of experience, designation and current organization working with,
reporting manager, current compensation, openness to mobility etc.

Mapping helps improve efficiency in many ways such as:

 Much quicker turn around time with client requirements
 Better understanding of the candidate space
 Information Meta Recruitaring among team members
 Avoiding work duplication

In a dynamic environment, proactive mapping and constant information updating becomes even
more crucial.

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 Assess the overall market size (i.e., number of candidates in the target organizations
who could be considered for that specific position)
 Calculate the total pool size available between the set of target companies
 If the pool size looks ok, then proceed with gathering candidate information details
(Step ü)
 If the pool size seems insufficient, re-look at the target list or specifications

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Use Candidate Client Template to capture all the information.

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 Getting the first lead (from references/database/ job sites) is very crucial ± use the first
few leads to network within the organization / function. Do not be too aggressive / puMeta
Recruity
 Tap internal database, candidates you know, friends, job sites, network of other team
members to generate leads
 Through each lead generated, attempt to get at least º more new leads ± this is
especially critical for candidates who are not interested in the particular opening.
 For every lead generated gently probe for names of peers / reporting manager and
reportees
 Network with people in other departments to seek information on the relevant department
(for e.g.: talk to Marketing to get information on Sales etc)
 In any organization, avoid calling the same department / function in a particular location
time and again ± this may lead to information leakage
 Avoid seeking reference at the same level ± this may create insecurity in mind of the
prospective candidate for the said position
 By above steps, build a network of your µADVISORS¶ ± keep in touch with them. Build a
relationMeta Recruitip of trust with your ADVISOR
 Make sure you CALL BACK, if you have said so
 If a referee gets an offer, make sure the person who referred him knows ± ideally after
the person has joined the new organization
 Remember, ³If you don¶t ask, you won¶t get´, hence ask and ask the right question, and
SEEK HELP. Just saying, ³I need your help««.´ And ³I will really appreciate if you can
help me«.´ Will work wonders
 People will be hesitant and will say, ³I can¶t give you the reference and I need to speak to
the person first.´ Say, ³We are Times Group with Pan-India presence (our brand will
strike any listener). It is our responsibility to keep any information you may Meta
Recruitare with us confidential and you need not worry about. Trust me. Also, if I discuss
the position with the person, I may be able to explain better. This way we can ensure that
the person does not miss a good opportunity´
 Always work with a timeline. Without a deadline, one will not maximize the efforts
 In the process of mapping, efforts will be very high initially, but as the database grows
stronger, the efforts required to do new mapping will reduce.
 Don¶t get diMeta Recruiteartened- its not necessary that you will manage to get the
information the first time
 Whenever you are mapping, do a thorough and exhaustive job ± try to not leave out even
a single candidate
 If your mapping is well done ± chances of closure on a mandate are very high. Update
candidate information regularly (with or without mandate).
 Make sure whenever you interview a candidate, you collect information about the
organization structure / division, no of reportees, name of reporting manager, names of
high performers etc. Ensure this information is captured in the relevant excel Meta

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 Do not leave information lying around in pieces of paper or notebooks to be entered later
as that will never happen
 Have a standard assessment rating across the practice. Ensure the right job
competencies are being assessed and the candidate rated on those.

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market place. All other methods including search on Job Boards can be the

starting point but not the end point of your search for right candidates



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  8 Mapping Meta Recruitould be an integral part of the
learning on the job process. Managers Meta Recruitould train new joiners on mapping
techniques in the initial period ± first × weeks. In the early days, Managers Meta
Recruitould set targets for new comers to map functions / jobs even if there are no active
mandates for the same.
×.    
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    8 Once the new joiner is confident of the mapping
techniques he / Meta Recruite Meta Recruitould be asked to do mapping for live / open
mandates.

º. 


 8 Mapping lists Meta Recruitould be Meta Recruitared with
clients, to influence upon them our knowledge of the actual pool size available. Thus this
will position us as µEXPERTS¶ before the client.

ÎÎ    

Job postings are getting better. There are now fewer classified ads and position descriptions
repurposed online. More and more of employment ads provide all of the details necessary for a top
prospect to make an informed choice between their current employer and a new one.

'

   
 


 Creative conceptualization of Job Advertising
 Process of Job Advertising
The job advertisement is the first and in most cases the only point of contact that a company can
have with the prospective talent, in spite of that, the most important and mostly neglected part is the
creative process. It Meta Recruitould be ensured that the written words are impacting and picture /
graphics, arresting.
The importance of emotional connects in ad strategy:
Attract or deter? The choice is yours!
Advertising is a powerful tool and using all the resources currently available at META RECRUIT, we
can increase our competitiveness and achieving on the µpulling power¶ of Web adverts.

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Smart Emotion seems to be the buzz word in recruitment industry today. Both left side of the brain,
which is the seat of thought and logic, and the right side of the brain, which is the home to sensing
and feeling. A good job posting, therefore, will include the following information.

Traditionally, recruiters have presented the tasks involved in performing a job by detailing its
³responsibilities.´ ³In this position, you will be responsible for doing this and doing that.´ It was the
right information, but the information was conveyed in rather inappropriate way. Why? Because
such statements articulate what the employer wants to get out of a position. It needs to know that,
of course, because the position must make a meaningful contribution to the execution of its mission
or it¶s not worth doing (or paying for). But top performers (and that¶s who we Meta Recruitould
always be trying to recruit) don¶t evaluate the attractiveness of an employment opportunity by
looking at what it will do for the employer. What they want to know is what the position will do for
them. Said another way, they will use the logical side of their brain to assess ³What¶s in it for them?´

How do we help them make that judgment? First, we must recognize that the value of a position to
a top performer is based on their answers to five critical questions. And second, we must write job
postings that provide the information necessary for a top performer to arrive at answers that will
interest them, engage them and address their buying motives, thus inspiring them to apply. What
are the most common questions?
 ³What will I get to do?´
 ³Whom will I get to work with?´
 ³What will I get to learn?´
 ³What will I get to accompliMeta Recruit´
 ³What will I get to earn?´
There are many more questions like this and it can all be achieved using the principle of GEKO
 9(+#







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And most people are motivated by money in some way. Yet it may not be our only motivation to
work. Greed includes salary and benefits-The whole package. Benefits are not simply private health
care and pension. There are many other benefits that a company can offer. Ask your client when
taking a job. They may not consider free parking and a canteen to be a benefit. Yet this could be a
buying motive for your candidate. Some companies now offer a clothes allowance to attract
candidates. Dig deeper! If your buying motive were µGreed¶ what would you want to hear?

(;(
So what does this mean? People who are motivated by their µego¶ are often looking for power over
people or decision making. They may want to be involved in making crucial decision and liaising
with directors or at board level. They will be looking for a key role where their input will affect the
running of the company. Everyone will have an ego! People like to be flattered, so butter them up.

+;+
 
This is the part of the advert that the candidate will boast about to their friends. How prestigious is
this position/location/company/quality of team and management? If your motive for work depends
on the kudos of the company, what would you be looking for? Using words such as µmarket leader¶,

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through the door.

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This is the part of advert that will talk about opportunities in terms of development programs,
relocation to a more attractive place in future, promotion/future role etc.


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It supports a prospect¶s careful analysis of an organization¶s value proposition. Any job posting
must cover the following:

'
 This is a mandatory field; recruiter is required to enter designation or title of the job being
posted. Avoid any usage of abbreviations in the job title or in any other field while entering an
advertisement. This will affect the keyword or any search performed by the candidates. For e.g.
³Senior Developer´ Meta Recruitould not be written as ³Sr. Developer´ or ³Executive´ as ³Exec.´ It
stimulates first stirrings of emotional contact between employer and prospect


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 The client¶s name Meta Recruitould be provided unless otherwise the client has
asked not to disclose the name of the organization. Always seek permission prior to using client¶s
name. However, the disclosure of client¶s name puts the candidates at ease since they know that
they¶re dealing with respectable brand names. Provide ×-º line details on the client organization
such as, ³Our client is a Fortune ü00 company««««´. Include the Most Important Things (MIT)
of client.

'5
  The Job description (JD) Meta Recruitould be crisp and to the point, roughly Î-ü
bullet points to capture the essential information. Avoid very lengthy JD but at the same time do not
Meta Recruitorten the JD by using unconventional abbreviations such as µMeta Recruitd, immd.
fwd¶. Please make sure the JD covers all the aspects of job responsibilities. The length of a JD
Meta Recruitould not exceed ×00 words. Include the Most Important Things (MIT) of the Job.




d 
 You are required to enter desired profile of a candidate in this field. Specify the
number of years of experience and academic/professional qualification of a prospective candidate.
The no. of words in this field Meta Recruitould not exceed ×00.




  Set of skills required for any given job Meta Recruitould be entered in this field.
The length of this field Meta Recruitould not exceed 100 words.

) You are required to enter a single location or multiple locations depending upon the job
opening. Do not enter location in the following format: Delhi/Noida/Gurgaon as this will affect the
proximity search. Enter multiple locations separated by commas.

 
 Mention temporary, permanent or contractual.


  
  Mention the industry category in which any given job falls.

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 Specify the pay range for any given job in this field.

It is mandatory to use this principle while preparing any advertisement in any

media



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 =  Specify required no. of working hours for any given job. It is recommended
to mention no. of working hours in case it is less than or more than normal working hours.

À
 
 provide your name and email id for potential applicant to respond back.

!

 4   Follow the guidelines provided in GEKO principle above. The print ad
Meta Recruitould preempt the following questions -
 Pride in their work,
 Pride in their colleagues, and
 Pride in their employer.

À



 All advertising and candidate attraction materials must comply with corporate branding.
 All advertising must be valid, factual and current.
 Highlight SPEQ (Skills, Personality, Experience and Qualifications) required for the job
 Window adverts must be regular and Meta Recruitould be updated on a weekly basis to
keep interest going and you must not leave a filled job in the window. Friday evening is the
best time to upload the ad again as it will remain on top few pages and will definitely get
viewed by candidates over the weekend, hence the response rate will be much better.

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The effective management of candidate database is the Key to success as it helps capture all the
information improving your efficiency to turnaround faster.

 



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 Each Practice will have a pre-defined Candidate Database Structure (set of folders and sub
folders primarily based on skill sets) nationally in O drive.
 Every resume received must be saved immediately in appropriate folder with correct
coding. The coding to be followed is

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 City Name_Company Name_Candidate Name_Current Designation
 Updation: As soon as you get any update on any candidate such as phone number and
company, update the same in the profile of the candidate saved in the database


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 Easy Position Based Search Search to quickly locate relevant and key candidates
 Help in Mass Email / Mail Meta Recruitots.

The database can be leveraged to design personalized, targeted email campaigns serving as
notification of new job openings, company news, product announcements, etc. Mass emails
provide a powerful way to zero in on and communicate with a specific subset of our contact
network.


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The person you are calling most probably is not expecting a phone call from our organization.
Therefore, it is important to explain who you are and why you are calling immediately, otherwise
this person has no idea who you are and it does not leave a good first impression. If you leave a
message, the message must be ³catchy´ or the chances of this person returning your call are slim

   

  
 


is the most critical step in the recruitment process intended to
achieve following objective:
 Positioning META RECRUIT as a strong brand
 Starting point of candidate experience
 Selling the client and the role.
 Building relationMeta Recruitip for future revenue.

Types of Call made to Candidates







   


 

  


 
 You just know the number and call to find out the person and his/her details
  You know the number and at least the name of the person, and you call to
find more details
 À



 Someone has referred the person and you are likely to have some detail
on this person
    You have spoken to the person before and are making a follow up call
 

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? You are meeting for the first time

 


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Remember, in a first-call situation, you have very little time to ³connect´ with another person, so
your recruiting script has to be repeatable and Meta Recruitould be able to quickly stimulate interest
in order for a dialogue to develop. Remember, you are the META RECRUIT to the person on the
other side.

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 Make your telephone your friend and not enemy. Approach your candidate
professionally.

The incoming telephone must be answered before the third ring ± after the
first ring whenever possible.


 
 





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Understand Candidate¶s status and apture the

information

elling the Position and the Client

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During each phase, candidate is forming certain perspective and is constantly making decisions,
and therefore the recruiter¶s action need to address each thought of the candidate during the call.
Please find below the flow of thought process and how to address the same«

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³Do I
even want to listen to this
  @ 1. Establish Rapport Naturally
Consultant / Recruiter?´

   
³Is this Consultant / Recruiter × 


different from other Consultant /
Recruiter?´
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³Am I ready to share critical
Information with this Consultant /
c Introduction
Recruiter?
³Please get off my back´
@  Greet
 Seek permission to speak
 State Objectives of the call
 Share Positioning Statement
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³I have given you quite a bit of information on myself and my company. Can I understand a little bit
about you & you career aspirations´
Use Steering Questions such as
 What is your motivation to change your job?
 Why do you want to change your current company?
 May I know your wiMeta Recruit list of companies you would like to work for?
 What would you prefer more Employer Brand Name / Role or package / money while
choosing your future employer?

 
 

This is a critical phase in the process as the information gathered here will aid us in correct
selection of a candidate and identifying gaps if any. Please refer to Assessing a candidate and
Assessment Meta Recruiteetas in Art of Interviewing program.



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 Meta Recruitare brief background about the client and Job-Understand both the job and
client USPs to ensure that these match your candidates¶ needs and suit their ³Appeal´
factors. Build them using GEKO principle.

c ×Î
  Give a positive and confident opening statement e.g. µI am sure you will be interested in this
job because its offers many of the things you are looking for.¶ Sell the four main points to
the candidate and gain their agreement in how well the vacancy meets their requirements.
 Involve the candidate by asking assumptive questions to get their agreement that we have
matched correctly e.g. ³You said that you wanted a position that offers good training didn¶t
you?´
 Reconfirm their motivational need to leave current role. Enable the candidate to make an
informed choice by talking through all the details including location, cost to company,
expectations and responsibilities and start date.
 Reconfirm that the Candidate is positively interested in the role. Once this has been
agreed, inform the Candidate you will arrange an immediate interview and confirm their
availability.



Towards the end of the conversation, it is important to discuss the compensation followed
   ! Candidate¶s compensation Meta Recruitould be discussed and captured even if
the candidate is not interested in the opportunity. Following are some of the key details that we
need to capture on compensation:
 Current Fixed compensation.
 Variable / Bonus component (probe further on the bonus structure and the last bonus
received).
 Retention Bonus.
 Loan component if any (industry specific) confirm if the candidate has availed of any loan
and if yes then what type of loan, amount, and interest rate.
 ESOPs (ask specific questions like what is the vesting period, payment mode of ESOPs).
 In few cases candidates get company provided accommodation and the details of the same
Meta Recruitould be captured by us.
We Meta Recruitould also understand what is the notice period required to be served by the
candidate.
Please refer to Compensation Meta Recruiteet. (Refer Annexure ×)
Only understanding the current compensation of the candidate is not sufficient enough, we also
need to understand the candidates expected compensation and the rationale behind it. Please refer
to Compensation format to capture details and later on compare with new offer, whenever required.
Please ensure re-confirmation of candidate¶s annual compensation break up once the candidate
has cleared the first round of interview. Please seek authenticated document of the annual CTC or
last two months salary slip.
After understanding the compensation, ask the candidate if there are any more queries. Once the
candidate¶s queries are answered, the candidate may be ok or not ok or in thinking mode. If the
candidate says

$
 
 
Meta Recruitare the next steps and send an email (Refer Email Sample # CM1 )to the candidate
with the relevant information (Refer annexure I-email format) asking him to immediately send an
updated copy of his resume.


c ×ü
)

    Understand what the areas of concern are and decision making points.
Accordingly, send an email immediately addressing the same and seeking another time to speak
and/ or meet. (Refer Email Sample # CM×)


Update Candidate and Client Trackerimmediately (Refer Annexure 1)



& 
 
Send an email (Refer Email Sample # CMº) to the candidate thanking him and further requesting to
Meta Recruitare references along with a copy of updated resume
Last but not the least, end the conversation on positive note thanking the candidate for time spent
and Meta Recruitaring personal information. Assure the candidate of confidentiality and
professional conduct always.

9(+#d 

As during advertising a Job, the principle is to be used while selling the job to the candidate on
phone/during the in person meeting. It is important to revisit this during the Pre Interview
Advice/Scheduling stage as well.
It is important to understand that every human being (candidate in this case) has Î inherent needs
and this principle captures the need (points of appeal) for any candidate whether active or passive.
It appeals to the buying motives and inspires the candidate to take the next step. The four points of
appeal are once again given below for further understanding and usage:

9;9À((5
ƒ Salary and benefits
ƒ Joining bonus
ƒ Work life balance
ƒ Dig deeper ± you need to ask all this when taking the job
Identify what is different and big plus on current state which will excite the candidate.

(;(9#
Does the job offer-
ƒ Power people or decision making
ƒ Involvement in making crucial decisions
ƒ Liaising with and reporting to top management
ƒ Crucial/key role and responsibilities; chance to make an impact
Everyone will have an ego. Identify what will flatter the candidate.

+;+ 5#
 How prestigious is the location/position/company. Quality of team and management/culture

c ×
  Market leader/Worlds largest/Company strategy and processes
 Foreign travel
 Located in the hub of the city
Identify what is different and big plus on current state which will excite the candidate. They will like
to boast about this the most to their friends.


#;#dd#À &(
 Development programs
 Promotion-future role
 Relocation to a better city/country
Everyone is ambitious and wants to learn and move forward. Identify the key selling points and if
done properly you will be able to position your offer as best amongst the rest.

   


 d




8

A good place to work.

The people are down to earth.
The company is growing.
Top of the line benefits.
They are a very people-oriented company.
A management position or it leads to a management position.
No one gets pigeonholed.
They go out of their way to Meta Recruitow recognition.
They pay more then their competition.
The firm has a great reputation.
The company makes a fine product.
The firm is aggressive.
The firm is dynamic.
Their benefit package is comprehensive.
They are research-oriented and technically competent.
They have a genuine need for a....
They are anxious to find the right person.
The company is stable.



(  
A









c ×A
From: Consultant
To: Candidate
Subject: Job Description
Attachment: Please attach the JD
Dear........
It was a pleasure talking to you today. I thank you for the time you spent with me discussing
your background and your experience. I am writing to confirm META RECRUIT¶s¶ interest in
taking your candidature forward. As discussed, enclosed is a brief profile of the position and the
organization.
In the meanwhile, please do not hesitate to call me, Meta Recruitould you need any
clarification or further information.
I look forward to your updated resume.
Best Regards


(  
A×)


From: Consultant
To: Candidate
Subject: Job Description
Attachment: Please attach the JD
Dear........
It was a pleasure talking to you today. I thank you for the time you spent with me discussing
your background and your experience. I am writing to Meta Recruitare with you the further details
of the position and the organization. I understand the time required by you to make a decision to
go ahead.
In the meanwhile, please do not hesitate to call me, Meta Recruitould you need any
clarification or further information as I look forward to answering any questions that you may have
which will help you make a more educated decision.
I look forward to your updated resume.
Best Regards

(   
 A º &   
 d *   


 
 















From: Consultant
To: Candidate
Subject: Our Telecon
Dear.........
It was a pleasure talking to you today. I thank you for the time you spent with me discussing
your background and experience. I found you to be quite fit for the position and I believe that the

c ×]
prospective role and organization will add value to your career. However, I respect your decision
to let this opportunity pass by. As discussed, let us stay in touch for any other suitable
opportunity.
I would be thankful to you if you can Meta Recruitare details of your friends and
acquaintances who you think could fit this role and I will speak to them directly without taking your
reference, if you so desire. In case you have any more queries on the role and company, please
feel free to ask.
I request you to send me your updated profile for our records and ready reference in future.

Best Regards

 

*#




=

 
B 










 

Consultant: Hello, Good Morning. Am I speaking with ______ (Candidate Name)




$

Consultant: This is Rita here calling from META RECRUIT which is India¶s largest media
conglomerate, and second largest recruitment firm, is this a good / right time to speak to you?
Either the candidate will say$
or&



$
,  :
Consultant: EstabliMeta Recruit rapport and state call objectives and seek permission to proceed
further
 
  
Thank you so much for allowing me time to speak to you. I remember speaking to you two
years back when you were a manager at JP Morgan. You are an AVP now and you seem to have
done very well for yourself. Congratulations! I want discuss an interesting (emphasize!!!)
opportunity with you over next ]-10 minutes. Do I have your permission?



&
Consultant: I understand and I am sorry to disturb you. Can I know a more appropriate time to
speak to you?



=

9
 
:
Consultant: Name of the candidate, that¶s a very valid question. We have a research team
which is constantly working on identifying key professionals in area of «««. I hope that
answers your question. Would you be ok if I proceed? EstabliMeta Recruit rapport and state call
objectives and seek permission to proceed further

Note the corresponding action for each perspective/decision of your

candidate. Follow the META RECRUIT standard of dialogue with the

candidate.

c ×
 The incoming telephone must be answered before the third ring ± after
the first ring whenever possible.

(À(À  


   
 The incoming telephone must be answered before the third ring ± after
the first ring whenever possible. Say, ³Good morning. This is Rahul from
META RECRUIT speaking. May I help you?´

d






 



( 
À
 À & 

)









³I really appreciate the opportunity to talk to you for 10 minutes Would that be ok with you?´
 



#4


What I¶d like to do during the next 10 minutes is to:
 Introduce you to META RECRUIT and how we are helping Candidate make right career
choices
 I would then like to learn (more) about you & your career aspirations
 Meta Recruitare details of the opportunity
«..at that point, the two of us will be able to make a mutual decision as to whether or not we
Meta Recruitould proceed any further. Is that a good way to proceed?

À
  d 

>
C

D

?
META RECRUIT is in the business of helping candidate make right career decision at right time
by providing suitable job opportunities with our clients.
d 
 3d
 

META RECRUIT is a division of Times Group, a largest conglomerate in India and one of the
respected companies in Asia.
Our clients are leading players across various Industries
I¶m part of the ««.Team based in «« (Location ± Bangalore ««) and handle senior level
positions

À
  

 
³We are currently working on opportunities like ««««(Head HR««name position) with
leading Automobile Company (avoid stating the name of client upfront)´

c º0
 Come across professionally. Remember, You are representing a largest
brand in India. META RECRUIT. However, be judicious in terms of the

amount of information as too much info on META RECRUIT could
tantamount to bragging and may put off the candidate.


    "  

c
While approaching a candidate, you may come across few common objections. Here are few
common objections and way to deal with them:
While we may call all the candidates that we find relevant and gather/source by different methods
not all would be interested or agree readily, therefore let¶s prepare ourselves to understand the
various objections we might face and learn how we can handle those objections and build our pool
of candidates for a particular position or job profile.
)
 #4

This learning component covers the following learning objectives:
 To understand the some common objections faced by consultants while initiating calls to a
candidate
 The strategies to overcome those objections and get information from prospective
candidates
#4
   




#4
   

The grand strategy is to keep the conversation going and get information.
Some good opening questions: µDid you have a bad experience with one?¶
(Don¶t speak until you get a reply). µMaybe I¶m in the wrong business, could
you tell me why?¶ µIt would be helpful if I knew why, so I don¶t make the
same mistake.¶ µVijay, suppose you were the owner of this recruiting firm,
and you knew that recruiters had an image problem. What would you do?¶
(don¶t speak until you get a reply). Then say to him/her that you are doing
exactly that, embelliMeta Recruiting of course on your response depending
#4
 on what they describe. After this initial statement and some words of
wisdom from them, you can go back to your selling sequence. µI think you
<
6

 3 can agree that there have to be some very good headhunters. It¶s just




6 finding them that¶s the problem, isn¶t it? I have found good jobs for people
 who otherwise might have taken something less rewarding. Don¶t you
agree then, that I could be a good guy and that I might be helpful to you?¶
Another good technique; infer that only experienced professionals use
executive recruiters. Entry level people have no choice but to answer ads
in the paper and subject their resume to an endless stream of bureaucratic
red tape. If their resume happens to capture the attention of a personnel
agent, it may be forwarded to the hiring authority. In almost all cases,
professionals are represented to other professionals by executive recruiters.

c º1
 This Meta Recruitould be a two-phase approach. First phase, get them to
talk: µWhat about your job do you like?¶ When they reply, ask another
question to get more specific information. µYes, I can understand that. The
best performers are usually happy with their jobs. I think good people and
job satisfaction go hand and hand, don¶t you? How long have you been
with the company?¶ Second phase: µYes, it sure sounds like your company
#4
× is taking care of you; but what if you had an opportunity to enjoy all these
advantages plus ....¶ Mention whatever has not been brought out as a plus
<     or negative. µDon¶t you agree that if you had the same advantages
46 u



 at another firm, plus u


   
 , it might
make sense to look into the opportunity?¶ Other approaches: µGreat, my

client is only interested in the most qualified applicant, and since you are
satisfied with your current position you wouldn¶t qualify. Do you know of
anyone who would qualify because he/Meta Recruite may not be as
satisfied as you?¶ µThat¶s great. I¶m sure you agree that you are in the
minority.¶ Wait for the yes, then pounce, µwho do you know that¶s not as
fortunate as yourself?¶ µIf I do run across an excellent opportunity in your
area, would you want me to pass it by you?¶
µWhen did you start?¶ µWhat attracted you to the position?¶ µHow did you
find out about the position?¶ µDid you interview a lot before you decided?¶
µWhere did you interview?¶ µWhat type of work are you doing now?¶ µWhere
#4
º
was your last job?¶ µWho did you work for there?¶ µWhy did you leave?¶
< 4   

 µWhat was your position?¶ It is pretty obvious here that you are looking for


6 information that you can work with, for example, potential job orders from
their prior employer or companies where they interviewed. Some probing

questions to find out if they are completely satisfied: µWhat originally
interested you in the position?¶ µNow that you have been there for a while,
are your original reasons for accepting valid?¶ µWhat were they?¶
Not much you can do here, but this is a good area to emphasize the point
that subtle changes in how the question is asked can bring totally different
results. A lot of average or poor recruiters have a vague idea of the move
#4
Î to make here but it comes off something like this: µWhen will be a good time
to call back?¶ This is a poorly stated question that puts the applicant in
< 6 6 
 charge. He/Meta Recruite can reply in many ways; µNot this year, I¶m on a
6  

 hot project.¶ Or, he/Meta Recruite may just say µnext week¶ and continue to

 
waste your time. µWhat time do you get to work?¶ or µCould I call you
 tomorrow, first thing or would tomorrow afternoon be more convenient?¶
These are much-better questions because they assume a time and only
give the opportunity to respond positively.

Try to provide something of possible value (GEKO) and in the exchange get
#4
- email id information. µWe do send out some very interesting information on
the job market, salaries, interviewing techniques, career suggestions based
<6   on first hand experience,¶ etc. µSo let me have your email id and I¶ll let you




6 
 get back to work.¶ After they give this, go for the mobile number, then go for


6 
  the birthday. Try to nibble at them and see if you can get them talking. If

  you can¶t, you will at least come away with an email address. Also, always
 look for an opportunity to find the reason for their lack of interest.

c º×
#4
.
<6  µTell me your ideal job.¶ µWe cover every firm hiring people in your




6 profession and the chances are very good that we will have that opportunity


  for you when you¶re ready.¶ When they respond, fall back into selling a
 , , position or at least try to get a resume or referrals.
    

  

  #
   

Now we have a candidate who is ready to be placed and we need to sell his skills to the client. Let¶s
in this topic learn to submit and schedule a candidate with a client.
)
 #4


Submitting and Scheduling the candidate is one of the most critical steps in the permanent
recruitment process. This is the stage of using one¶s selling skills with a client and one can not
expect to be successful at it without proactively working on influencing the client. By following a
process of selling the candidate instead of simply forwarding the resume, one can secure more
client interviews thereby increasing the success rate. Please remember that a candidate¶s resume
can be submitted only after the approval from the candidate.

  
 × º

   
 
  








À

 
 À
 

 5
 



À
 


>À

?

 Look and feel of the  Quality of assessment  Most Important Thing

Referral Meta (MIT): Most important
Recruiteet  Quality of details in features of candidate¶s
the assessment Meta resume and reasons
 Content at the top Recruiteet for fitment must be
 Comments at the end identified and
discussed with client.
 Resume Validation Eg. Education,
relevant experience,
competency, key skills
etc.
 Remember: Use
linking phrases such
as µhe can do¶, µhe
enjoys doing¶, µhe is
used to doing¶ etc.
with clients. Create a

c ºº
 sense of urgency in
client¶s mind.

Update Candidate and Client Tracker (Annexure 1). Save the Candidate
Referral Meta Recruiteet (Annexure Î) in appropriate folder in Meta

Recruitared database.


  

À


Clients are flooded with Resumes from different sources, hence it is very important to ensure that
your resume which happens to be your product is packaged in an attractive and professional way.
Client Meta Recruitould be able to differentiate META RECRUIT resume vis a vis others from a
distance and it must have information that will make client go through it thus leading to higher
chances of early schedule.
Some of important features and details of Resume are given below:
 ) 
 

  
 À

 
 À
 

 Please refer to the Sample Candidate
Referral Meta Recruiteet.
 

d

refer to Content at the top (Annexure º)
 À

 7
 Apart from normal resume content such as professional summary,
education and personal details, it is important to note the following which are overlooked
many times:
9 The period spent in every organization has to be mentioned in Month/Year format.
9 Take details on Reporting structure-Who does he report to? Direct and Indirect
reportees
9 What level did he join at in each organization and designation while leaving the
organization Meta Recruitould be clearly mentioned?
9 KRAs and Achievements in his current and past roles
9 If there are any gaps between completion of studies and the jobs done by him or if
there are gaps between two jobs, then the reasons for same have to be questioned
and mentioned in the resume. Years of education must be mentioned.
 
   


  À

 Recruiter¶s Comments on candidate can make or
break your case in front of your client. This also means that you have done your homework
well. Important thing to note here is that our comments Meta Recruitould not be ³Copy
Paste of Resume´. A below check list Meta Recruitould be used to write your comments
about the candidate ±
9 Total no. of years of experience and Years of experience in the relevant area
9 Years of experience at a Managerial Role, if need be
9 Where does the candidate stand in the hierarchy of the organization? Mention
briefly about the Organization structure.
9 If the candidate is currently unemployed, he has to be probed for the reason and
same needs to be mentioned.

c ºÎ
 9 If currently employed, then the reasons for looking out for a change and why is he
specific about joining the client organization?
9 About his family background: details about parents, wife, and kids, specially
important for relocation case.
9 Any other relevant information which Client Meta Recruitould be aware about and
How the candidate is suitable for the role?

Resume must be sent out in the format recommended. Remember, a well

packaged resume is your marketing tool. Update eWAR and Candidate
Client Tracker. (Annexure 1)


 

 
À


À
 

>
3 
?



Enclosed kindly find the profile of Mr. Xfor position:7dE# 9>)(&&
?

Mr.X has total 1A years of experience in IT, out of which ü years in delivery, program
management and people management. Currently he works as VP with Polaris Software Labs
since × years, where heads entire Delivery, RelationMeta Recruitip and P&L function for large
programs for Treasury, financial and Risk business. He has rich experience in managing both
SDLC based large projects (application development / maintenance) & product development/roll
out in BFS domain.

He acts a key point of contact for global relationMeta Recruitip with all his clients¶  
single handedly managing the parternerMeta Recruitip with Algorithmics. Few of his recent key
clients are Citibank, Lloyds TSB, Westpac Bank, Australia and Common Wealth Bank. In addition
he has significant bearing on principal for value-exposition for large banks in key strategy
meeting/ summits. He reports in to Sr VP and has ] direct and 100 indirect reportees.

He is found to be thorough with Quality and process matrix and has sound orientation towards
technology. He comes across as a matured professional coupled with strong business acumen,
client engagement, business development and people management skills which are required for
the role applied for. He is interested in the opportunity given the wider role on offer and the
location. He is currently based at Pune and would like to relocate to Mumbai because his family is
based at Mumbai. He is married, has a 10 years old son and parents all of whom live in Mumbai.

Mr.X has done Master of Science (Operational Research) from University of Delhi, 1]] and a
Certificate Course in Software Technology from NCST.

His current CTC is ×1 Lacs × Lacs bonus stocks (10,000).

We recommend him strongly for XXX said role.

c ºü
In constructing your script, you Meta Recruitould be aware of certain positive phrases and words
that work better than others.
... is extremely 99À(7(
... possesses a great deal of (&(À9$ towards work
... has a 5$& personality
... is very À(# À(  )
... past employer was very impressed with his/her =#&($ and &(9À$
... work is À d )# 
... describes past experience in very  À&+ and &(À( terms
... is very !#7(!#À5 when speaking
... answers questions in a very À9= #ÀÀ5 manner
... is very #&(&#  about work
... answers questions &55)$ and 5À()$
... has a very #dÀ(=(&7( understanding of (
)
... is very À#&) and À )(
... is very d(À(d7(
... has a very !)( career history
... is a very 5(d(&5!)(, 5#&*#*(À= person


(  
AÎ




 



From: Consultant
To: Candidate
Subject: Interview Schedule
Dear..........
As discussed, kindly find below the interview schedule with««««..(name of the company) for
««««««.position.
Date:
Time:
Place:

c º

(  
A-Regret Mail- If not Meta Recruitort listed by client

From: Consultant
TO: Candidate
Subject: Regret Mail
Dear ........,
We thank you for your interest and appreciate you for spending precious time and effort in
meeting (client name) for (name of the positions). It has been a pleasure interacting with you.
Our client found your credentials and achievements impressive but has decided not to pursue
your candidature further for the specific requirement.
We have retained your profile in our active database and will contact you for future openings. We
wiMeta Recruit you best for your future endeavors.
Do stay in touch!
Best Regards
Contact Person:
Interview Panelists: <Name>, <designation>, <Name>, <designation>,<Name>, <designation>.
Dress Code:
As discussed, please once again find attached the details of the position for your ready reference.
Please acknowledge the receipt of this email and revert in case you need any further clarification.
WiMeta Recruiting you good luck!
Best Regards,
Name


(  
A.Interview Confirmation with client

c ºA
From: Consultant
To: Client
Subject: Confirmation of Interview
Dear.........
Please find below the interview schedule for the following candidates:
<name> <date> <time> <venue>
Please do let me know if you need any other clarification.
Best Regards,
Name
Note: Please attach specific candidate detail Meta Recruiteets and resume, if required

Please refer to Words as Tools for Recruiter (Annexure ) for constructing

high impact script


 
$
 
After we have scheduled and convinced a client about a profile it is important to give a brief to the
candidate not only to help the candidate during the interview but also to confirm our credibility with
the client on the profile.
)
 #4


The positive impression created by effective resume would ultimately result in a much-awaited call
for an interview. This is now an opportunity for candidate to sell him/herself. Remember, that on the
other side of the table, the interviewer is the buyer of those benefits that you can bring to the
organization. Therefore, it becomes imperative for candidate to be aware of interviewer¶s
requirements and accordingly prepare for what he/Meta Recruite can offer and why and how
he/Meta Recruite is the best choice among all the applicants. This means that candidate needs to
know enough and prepare enough for the interview.

d
*





For a consultant, this stage is called Pre interview advice stage and is aimed at preparing the
candidate for the interview. This is to ensure that the candidate enters the interview with confidence
and performs well at the interview, thus increasing the chance of closure.
Candidates Meta Recruitould be advised to come to the branch before


 going to an interview for pre-interview advice. If this is not physically
possible, pre-interview advice must be given over the telephone.

c º]
 Go through the job with them selling it in terms of their points of appeal i.e.
the job content, responsibilities, reason for the vacancy, the client¶s most
d
 important thing, the department, manager and environment. The candidate
must be very clear about the Job and Client details to avoid any
embarrassment later. Use GEKO Principle. (Page no. 11)


 Inform them about the interview procedure and time required. Let them
d 
 know about the competition as well.
ƒ Go through the details of the resume
ƒ Dress codes / interview techniques/ how to conduct etc.
ƒ Possible Questions and Situations: Advise them on possible
questions and situations (KRAs, achievements, challenges faced,
d
  competencies, interest in the job, reasons for change, salary expectations
etc.), and questions the candidate Meta Recruitould ask. A well prepared

Candidate is going to be more confident therefore more successful. Please
refer to the Pre-Interview Advice Question Bank and Tips. (Annexure ü)
ƒ Be clear about the location of interview and be in time. If it¶s
Telephonic then ensure the call is taken from an appropriate and
comfortable place.

A Pre-interview advice Meta Recruitould take 10-×0 minutes depending upon the details and Meta
Recruitould be done while scheduling or before the client interview with sufficient time for
preparation for the candidate.

A well prepared candidate will improve your CI: Placement ratio. Please
refer to Pre Interview Advice Question Bank (Annexure ü)


d
*



8 "F
!
  ,  
  






8
 Confident
 Relaxed
 Prepared
=



 










 Obtain as much information as possible in advance about client, job etc.
 Remember to empty your pockets of any awkward or bulky things ± car papers, car keys
with large key-chains, bulging wallet, loose coins.
 Take care of possible body odour but not necessarily with a strong-smelling deodorant.
 Make sure you have directions to the venue where the interview is to be held clearly. Being
late for any reason gives a bad impression.
 Carry a copy of your resume, certificates if you think they will be required, some stationery
if you need to make notes, all in a smart looking folder.
 Answer questions concisely and to the point, do not volunteer irrelevant information.
 Always be positive about yourself and your abilities ± concentrate on things you have done,
can do and enjoy doing

c º
  Negative responses are not received well, either about yourself or previous employers.
 Do not talk about salary or benefits etc. unless you are asked.
 Remember it is a two way communication ± you are both interviewing each other
 Ask the interviewer questions throughout the interview so that you can gain a greater
understanding of the company, role, team, prospects and what they are looking for.
Remember ± Client wants to know if candidate really wants the job
 Dressing up & how to conduct
 Always wear a smart suit to the interview, look as business like as possible. Remember to
Meta Recruitine your Meta Recruitoes!
 Always Meta Recruitake hands firmly, establiMeta Recruit eye contact and smile on
introduction with the interviewer; this will make you appear confident eager and friendly.
 Before entering the interview room, give yourself a pep talk. Tell yourself a few times: ³I am
a positive person. I have the skills and the experience to completely fulfill the requirements
of the position. I can contribute to the growth of the company. God and the wiMeta
Recruites of my family are with me. So, I have already qualified for the position.´ It helps.

d



Pre Interview Advice Question Banku 

c

5
Update the Candidate and Client Tracker(Annexure 1)

 À



Client Detail Meta Recruiteet

 #

c
We have learnt how to debrief the candidate on the client and the job profile to help him in the
interview however it is also important that the candidate must attend the interview. Therefore this
module is going to help us understand the points we need to keep in mind while scheduling a
candidate.

)
 #4


It is an important part of the entire process and starting point of the client interview, hence it is
critical to ensure that is done in an effective manner ensuring 100% turn out at client¶s end.

9


 Ensure that you generate enough excitement when you first speak to the
candidate. Speak energetically and congratulate the candidate for profile

B

 selection.
Re deploy GEKO Principle

9(+#

Ensure that he is clear about the position in the offering and all his queries &


issues have been resolved and above all would be comfortable with the process
d
*

 Provide the same on same call and depending on the situation fix up another

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 call for same. Do not forget to ask the candidate to meet or call for debrief.


 Use appointment setting technique as discussed in Meeting a Candidate


  Remind and follow up by phone and email. Send a confirmation email using the
 (   

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##  

We have learnt how to debrief the candidate on the client and the job profile to help him in the
interview however it is also important that the candidate must attend the interview. Therefore this
module is going to help us understand the points we need to keep in mind while scheduling a
candidate.

)
 #4


It is important for us to know how the candidate felt about the interview and also give us an
understanding of the kind of questions asked. This will also help us during negotiations.

When the applicant calls after the interview as per the instructions provided during pre-interview
advice, he or Meta Recruite Meta Recruitould be asked-


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It is important for us to know from the client about how was his view/feedback on the interview and
also get an understanding of the candidate capability. Therefore we need to speak with the client
post the client interview.

)
 #4


This is a critical step to understand the result of all the hard work so far and as a professional
organization there is an immediate need to revert to candidates with the feedback.

Call the client immediately after debriefing the applicant and say how much the applicant liked the
job and how eager he/Meta Recruite is to work for them! Never give the client a chance to talk first
or ask how it went without already knowing from the applicant.

=



B 
 
 



 µAmit really was impressed with your organization and felt he could make a positive
contribution with his skills.¶
 µRiteMeta Recruit really wants to work for you; he feels it is a chance of a lifetime,
would even be flexible on ....¶ µAnd, given a chance, would work on his own time to
overcome....(weakness).¶
 µPrachi was exited about the position; Meta Recruite feels Meta Recruite could really
learn from you. Your straightforward approach was refreMeta Recruiting and Meta
Recruite is anxious to contribute.¶

!
 




  


Debrief with the candidate on attendance, interview process, positive or
5
 

negative impressions and areas of concerns
Summarize the highlights of debriefing done with all candidates scheduled for
  2

the position
Appreciate and thank the client for all the good work done such as starting on



time and candidates¶ experience. Use positive opening lines
Seek detailed client¶s feedback on candidates and overall assessment on the
 



work done by META RECRUIT. Ask steering questions that are given below

 Meta Recruitare the summary of your debriefing with candidates at
À
 
 appropriate time

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 Thank client for Meta Recruitaring the details and time spent

1. 


  

, establiMeta Recruit any areas of doubt,
create a sense of urgency. Stress candidate¶s suitability (SPEQ) and
puMeta Recruit for a decision as soon as possible. Uncover the
reasons and deal with them. Meta Recruitare the ref check you
would have done and send it over email
×.  
     

  
 


, find out the reason,
calibrate yourself on job requirement and offer additional candidates,
if required. Meta Recruitare the Reference Check (Annexure A) you
would have done and send it over email in case it may help.
º.  
 4   

    
  
, make a record of the
expected start date, and call on that date to see if META RECRUIT
can fill any no Meta Recruitows from the Competitor.
Î. 



 





 if there is another round
of interview and co ordinate the same. Re-confirm the salary details
from the candidate as soon as the candidate is through the first
round. This will give a head start on understanding his/her
compensation in depth and Meta Recruitaring it with client.
ü. 

 
then understand and discuss Job Offer,
timelines etc.









F
  
 

1. Did ««««.. (Candidate Name) arrive in time for the interview?
×. What was your first impression of «««««« (Candidate Name)?
º. How long did the interview last?
Î. How relevant do you feel that ««««««.skills is to the job?
ü. How will do you think ««««««..(Candidate Name) personality would fit in your
company¶s culture?
. What concerns do you have?
A. How confident are you that ««««.(Candidate Name) could do the role?
]. How does«««««««(Candidate Name) compare with other applicant¶s that you
have interviewed?
. How many more applicants do you still have to interview?
10. When will you be making a decision about an offer/next round?
11. Hypothetically speaking, if you had to make a decision now, who would you offer the job

c κ
 to «««« (Candidate Name)?


(  
A/Interview Status feedback

From: Consultant
To: Client
Subject: Interview status feedback
Attachment: Please attach the Status feedback (tracker)
Dear........
Please find attached a list of candidates that were scheduled for interview on (date) for (name of
the position) position.
I request you to let us know the feedback which will help us understand the next steps and

c ÎÎ
communicate the status to candidates.
Best Regards

ccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccccc

(  
A0Delivery Status feedback

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From: Consultant
To: Client
Subject: Delivery status feedback
Attachment: Please attach the Status feedback (tracker)
Dear ..........
Please find attached a candidate wise update on the status of work done for (name of the
position).
A summary of the status is as follows:
Resume feedback awaited :º
First round of interview feedback awaited :º
Final round awaited :1
Not found suitable :×
I think the pipeline is sufficient to close both positions. Please confirm the same and let us know if
you have any clarification or need any further information.
Best Regards

 

  

Now that we have received the feedback from the client, this and the client has informed us about
his interest in a particular candidate, this is a very crucial time for us to keep the candidate
engaged.
The major reasons for the break up before the joining are:
 


 It may be lower than the candidate¶s quoted expectations or what the client
mentioned earlier.
5

' 
 It may be different from what you mentioned to candidate or there
may be change in candidate¶s expectation.
  >
,

,
d
 ? There may be family pressure on not relocating etc. due to
wife¶s job, children¶s education, parents¶ health etc.
)> 
, 


? Client may offer another location which is not preferred by the
candidate or the candidate may change his/her mind
 
 
    
   This is a difficult one. Please refer to Top Tips to
deal with Counter Offers.
 
 
  

  
   You will always find greedy candidates
which is why it is important to understand the major reason for change and keep reminding the
candidate of what has been discussed in past. These reasons of change can be called è % 
which you need to keeping pressing as and when required.
#
À
   There may be other reasons such as attitude of the candidate while negotiation,
relocation expenses, benefits etc.


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To protect against a counteroffer that may be bubbling beneath the surface, it is recommended
that you look for these common warning signs:
If the candidate breaks the interview cycle mid way (as
evidenced by persistent rescheduling or unavailability); it could
5
  
  indicate a renewed affection for the current employer. Also,
delay in Meta Recruitaring the resignation letter with consultant
or client also indicates the chance of counter offer in making.
A passive-aggressive candidate, who takes forever to make up
d 



  his mind and / or constantly needs more information, never
wanted the job in the first place.
When a candidate discusses your client¶s job with a workplace
  
   peer (or worse, a supervisor), it¶s a sure sign he¶s angling for a
counteroffer.
Its funny how quickly a candidate¶s boss will fork over a raise,
  


  especially when the news spreads that the candidate is looking
around.
5
 

  
 Candidate may have communicated the decision to resign only



 verbally but not in writing
This means the company is trying to retain and making it
5


 
difficult for the candidate to move on

 

 




 Explain at the beginning or job offer stage that counter offers are not uncommon, so expect
it and prepare how you will handle it! (Remove the flattery)
 Ask the candidate if they have been offered a pay rise before? What is different now? They
Meta Recruitould have offered it to you before it they wanted to keep you and your skills in
the company. (Meta Recruitouldn¶t you have been receiving that money/benefit for some
time now?)
 If you have to threaten to leave in order to get what you feel you deserve ± more
responsibility/more money etc) then the chances are the employer will not perceive in you
in the same light if you stay«. (will they ever fully trust you again?)
 Do you colleagues know that you have handed in your notice? Will they see you
differently?
 Will this obstacle your future promotion opportunities? If you do stay your boss is more
likely to keep their eyes open for a replacement.
 Highlight the reasons why it¶s easier for an employer to keep them rather than lose them.
More money doesn¶t guarantee long-term job satisfaction.
 Remind the candidate why they want to leave this position (Hot Button) / what they are not
getting in their current role. People that have stayed because of a counter offer look for
work again after  months.
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Negotiation is an art of interaction leading to resolution of disputes, agreement upon courses of
action and outcomes to satisfy various interests. A successful negotiation requires exploration of
yours and other person¶s position to find mutually acceptable compromise helping both
partieachieve as much as possible of what is wanted. In the end, one party may win and other may
lose, both may lose or both may win. One needs to strive for most effective negotiation which will
lead to win-win situation for both parties; however, it may always not be possible.


&
d 


+
 (

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I statements 



No blaming 

Focus on

shared
concerns rather 


) 


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d
   



Depending on the level of the disagreement, you need to be appropriately prepared for conducting
a successful negotiation. Few important pointers are given below:
9 What is wanted out of the negotiation?
+


 Prepare yourself for required information such as CTC details and comparison of
existing and offered CTC. Who has the power to decide at client¶s end?
d What is the trade offs? Know what you will accept? Is there any alternative?
(B 
 Understand the true interests of the candidate or client. Is the candidate really
interested? Does he really want to leave his present company? Is the position critical for the
company? What are the consequences for all parties involved?

c Î]
 Consider possible solutions and work on mutual win approach. A win-lose approach is to
be used only if you are certain that you do not need an ongoing relationMeta Recruitip and are
unlikely to work again.
 
 As a consultant, this is the most important role between client and candidate.

Different negotiation situations during offer closure stage require different actions. Few tips are
provided below:
 

Use the compensation template for comparison to understand the current vs. offer
and evaluate the real issue. Understand the % increase or decrease of fixed,
  variable and retrials. Meta Recruitare and discuss with candidate or client
accordingly. Refer to compensation details module to understand salary
structures, if need be.
Understand what has changed ± the specs, the offered role or candidate¶s
À

expectation. Meta Recruitare and discuss with candidate or client accordingly
Understand what has changed ± the location or candidate¶s expectation or was the
) location not communicated. Refer to earlier discussions and prepare to sell the
location. Offer to help on relocation such as finding school, accommodation etc.


Examine the reasons and keep pressing the hot button


Understand details of both offers; examine and recommend. If the other offer is


clearly more lucrative then ask the person to take up the other offer. It will help in


long term. Create a sense of urgency at client¶s end.


d




 



 1. Candidate and client¶s experience with you
×. Your relationMeta Recruitip with candidate and client
º. How closely you follow the candidate and client engagement
process
Î. Your preparation for the negotiation
ü. Active listening and effective communication




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d



 
 







As already stated, you need to take preventive steps right from the beginning and follow the
guidelines laid out in each of the previous steps. Some of the major preventive steps are:

 Understanding the compelling reason(s) for the move? (Company/Boss/City/ spouse

getting transferred/Job profile/location). FIND THE =#! #&
 Understand the compensation in complete detail
 Understand the expectations, and set them right in the beginning itself as per the brief
provided by the client. In case the expectations are different, client Meta Recruitould be
informed about it right from the beginning
 Know the details of the family-Check and cross check on wife¶s job, her earnings, how will
Meta Recruite take transfer, how will the children education be managed etc.
 History of the candidate in acceptance of other offers and job changes
 Understand legal bond issues, notice period, notice period payout etc.
 Meeting the candidate-This is the best thing that one can do.
 Keep a record of all details and document them over email for both client and candidate


 
 


 
 3

#
4

Once the preventive steps have been taken and the guidelines for each of the previous steps are
followed, please follow the following steps during and after the offer is made till the joining happens:
Make sure that there is no communication gap and the placement is
 
clean. Keep tying up the lose
9
 
 
 

 Proofread the company¶s offer letter to prevent errors that may



  ruffle the candidate¶s feathers
Prepare the candidate by telling him how the current company will


 
 react and how to deal with a counter offer attempt. Cross-check on
 
 the resignation done. Please refer to Top Tips to deal with Counter
Offers.

 

3 

3

 This will help cross check the information and build relationMeta

 
 

 
   Recruitip further
  



  
 À
 Candidate not planning for it is alarming. Offer to help relocate.



 Please refer to Relocation for further information.
 

  



Depending upon how good a relationMeta Recruitip you will be able







 to build, the candidate will confide other options etc.
 
  
!
 
   
 Call every week and he Meta Recruitould take your call or else it¶s a

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)(& bad omen.
During your regular discussions carefully advise on the advantages


 of new industry/company etc. Remember, not to oversell the job
and company.
Get new co managers to call him / meet him again if possible, to
(
 ³engage´ him and possibly even Meta Recruitare a project so that
the candidate can hit the ground running.
Keep your back up candidate ready and client advised on same.
!   You will then be in a better position to deal with a candidate during
this stage.

À





Reference check is required to be done as soon as the client confirms the interest in the candidate.
Sometimes, client may have sought the ref check earlier only or you may already be ready with it.
Here are few tips for ref check:
 Ask client on parameters of reference check, as client may be looking for some particular
information. Meta Recruitare your ref check Meta Recruiteet and seek ok.
 Take permission from candidate to check and seek details of referees
 Check with one or two supervisors / one or two subordinates / peers
 Check with people who have not been recommended by the candidate
 Introduce yourself, company and tell the reason of your call to the referee and seek
permission to proceed/ fix up a convenient time
 Send thank you notes to referees ± this is good PR & source of business

Please find attached the Reference Check Format (Annexure A)


A recruiter is naturally inclined to look ahead to next placement -and next.
Please remember that recruiting is like politics, in that you always need to
keep your eye on the ball. If you begin to think too far beyond the next
election, there may not be a next election.
Please refer to Post Offer Engagement (Annexure ]) process for further
understanding.

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There are various steps related to a candidate contact beginning with Approaching the candidate to
Joining.
One of the most important part of this process is candidate assessment.
The questions are the central point of the whole interview procedure and Meta Recruitould be
planned in advance. Knowing you have a structured interview to progress through will make you
less likely to fall into the trap of making an intuitive decision at the opening stages of the interview.
First and foremost - - You will not be able to find out all that you need to know from the interviewee
if you do not have a clear idea of
 What the job is«
 What would be the ideal candidate profile«?
 What questions will enable you to discover whether the interviewee has all the necessary
qualifications, abilities and qualities to match your mental picture of the ideal candidate?
If you are a recruitment consultant and you are not interviewing for any specific position, instead
building up a database for future probable requirements then you would have to formulate your
views about the candidate in the first half of your interview and put him in a slotted job mentally and
probe accordingly. It may so turn out that your first judgment of the candidate was not right and in
the process of further probe, you seem to formulate another opinion about the candidate ± then you
Meta Recruitould also probe in the other direction. Remember all the judgments you are making are
affecting the life of an individual. Please be very careful and thorough in your analysis and study of
an individual. One mistake of yours might change someone¶s career altogether. It is recommended
that you do not use the word µReject¶ for any candidate. A better word or expression is µNot
suitable¶.


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)
 #4


 To understand the various parts of a scheduled meeting (interview)

During the interview, one needs to be wise and therefore use the (& technique given below
for maximum impact«

5 À&9=(&(À7(8<(&6

 

and greetthe candidate in a friendly and professional manner 

  

yourself and META RECRUIT

 Give a   of the profile and client

( Put the candidate at (
 with a cheerful expression & appropriate

body language

 Mention that you would be 
. Your notes Meta Recruitould

capture the candidate¶s actual responses. Fill the gaps in the resume

   the candidate if they have anything further to add / clarify. Meta

Recruitare necessary information on the client & position

& Inform them of the &
Bstage of the process and when they can hope
to hear from you. Close the discussion

À((!(À

=&+=(&55( #À(&5&9=(&(À7(

Please refer to Approaching the Candidate module for further information

and understanding

c üü
× 


  
 

Even before we meet the candidate and conduct the interview we do something very important.
This important aspect helps us Meta Recruitortlist the candidate and also understand his
capabilities well from his resume.

)
 #4


 To understand the meaning of the terms Competency, Skill and Experience
 Understand the difference in the meaning of the above mentioned terms

5  1ü minutes.

(B 
 





Example 1:

I read about how to drive a car ___________________________

I join a driving school to learn driving _________________________
I drive the car on a very busy road ____________________________

Example ×:

I have read a book on Leading a Team ______________________________

I attend a workMeta Recruitop on Team building _______________________________
I have team spread out across º locations and I look after their performance
_______________________________


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 During assessment and selection process, you Meta Recruitould remember the selection
framework in which you are constantly required to assess the competencies, skills and experience
together to make a sound decision.


 




Competencies are personal characteristics

(attitudes, values, traits, motives) that shape /
contribute towards HOW a job is undertaken.

  (B




Skills are the knowledge and
expertise required to do the job ±
transferable abilities. In the
selection process one would need
to assess capabilities of the
candidate against the required
level of skills for the job.
Experience is about the type of work
that a person has performed, the kinds
of organizations the person has worked
in, the work environment and
challenges that the person has dealt
with.

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º   




After assessing the resume and understanding the skills and competencies, it is important to meet
the candidate face to face or conduct a detailed interview on the phone before submitting his
resume to the client.

)
 #4



 To understand how to structure an interview

 Understand various assessment methods
 Understand the probing and questioning techniques especially STAR and FUNNEL

5 : ×Î0 minutes.


Introduction


 c
 Ice breaking


c c c c c c c c c
 c c c c Functional
c cSkills cand c c
 c c c c c c c c c
Knowledge Assessment
 c c c c c c c c c
c c c c c c c c c

c c c c u×
× c

 Competency Assessment


 Examine issues in the
 application form


 Candidate Q & A




Closure




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 Please introduce yourself and META RECRUIT (use WISEMAN) in a friendly and
professional manner. For details, please refer to Approaching the Candidate.


 !
 It is very important to break the ice with the consultant by building rapport and
putting the candidate at ease. Here are few recommendations:
 Appreciate the candidate for being on time
 Enquire about if he/Meta Recruite had any trouble finding the place
 Highlight something common between you and the candidate such as hobbies, school, city
etc.
 Discuss about the market, latest happenings etc. in the industry
 Assure confidentiality and walk them through the process
 The idea is to discuss things that will put the candidate at ease and build rapport



 There are various methods of assessment such as
 À

 

 

 The interview is based around cross checking information
provided in Resume. If the details of Resume match the requirement, the candidate is
Okayed for next step. The focus is not on understanding and assessing competencies. This
will last for 1ü-×0 minutes and the chance of correct assessment is very low.
  



 A definite structure around the interview is followed which aims at
finding the facts and assessing functional skills and competencies in a structured manner
using techniques such as STAR and FUNNEL. These techniques are effective in gathering
details in a structured manner. This will last for ºü-Îü minutes and the chance of correct
assessment is high.
  





 It¶s a style of interviewing used so that a candidate can
best Meta Recruitow how they would demonstrate certain behaviors /skills in the work
place; by answering questions about how you have reacted to and dealt with previous work
place situations. This style requires one to identify competencies required for the said job
and preparing a set of in depth probing questions around each competency and assessing
the same. This will last for 0-0 minutes and the chance of correct assessment is very
high. Please see Interview question bank for competency based interviewing questions and
model.

Please Use Branch Interview Meta Recruiteet. Filling up of assessment Meta

Recruiteet for every Branch Interview is mandatory.

c ü
7




While reviewing the resume, please check for facts such as ±
 Apart from normal resume content such as professional summary, education and personal
details, it is important to note the following which are overlooked many times:
9 The period spent in every organization has to be mentioned in Month/Year format.
9 Take details on Reporting structure-Who does he report to? Direct and Indirect
reportees
9 What level did he join at in each organization and designation while leaving the
organization Meta Recruitould be clearly mentioned?
9 KRAs and Achievements in his current and past roles
9 If there are any gaps between completion of studies and the jobs done by him or if
there are gaps between two jobs, then the reasons for same have to be questioned and
mentioned in the resume. Years of education must be mentioned.
 Quantify and expand facts (for e.g. managed xx Crores of sales, was handling x% of
turnover, grew the business by x% over last year, launched xx new products, managed xx
key clients, raised xx Crores etc.)
 Compensation

c 0
Let us now see how to conduct a  



 using interview styles such as Àand
  &&()8

À


ituation / ask
What was the context in which the individual had to
perform and what were the tasks performed?









 

 
 :

ction
What did the candidate do and what
behaviors were demonstrated in carrying
out the task?









 :

Àesult
What was the outcome of the behaviors
demonstrated in the situation?
 

3
:

c 1
  &&()
Using a logical sequence of questioning, the interview probes the extent to which an individual has
demonstrated a skill/competency.

What kind of work have you done in the area of X?

Can you tell us about some of the areas

that you gained most experience in?

Pick one of the areas that you have just mentioned.

Walk us through your work in this area in detail,
specifically explaining your contribution.

What was your learning

from that project?

Can you tell us about

an instance where
you applied that
learning?

c ×
Î
  






1. Go through the application / resume of the applicant. It will be easier to comprehend the
answers and also the candidate will be reassured if they find that the interviewer has taken the
trouble to become familiar with the details on the form. This will make them readier to respond
to supplementary questions. Please remember that winning the confidence of the candidate is
very important to elicit the right data and thereafter make a judgment based on that data
×. When the more straightforward side of the questioning has been dealt with it is usual for the
interviewer to move on to more difficult areas of assessment ± motivation, enthusiasm, ability to
fit in with the culture, flexibility etc.
º. EstabliMeta Recruit the candidate¶s M.I.T. (most important thing) i.e. more money, better
prospects. Attain at least  POA¶s (points of appeal) that will appeal to the candidate in their
next job. I.e. car parking, pension, private health care, location, larger company, bonus, training
etc.
Î. In your approach ± do not stop a candidate from following up an interesting and potentially
revealing answer simply because it is not coming at the designated point in your interview
schedule. A smart interviewer will also have the tact to get back to course again and follow up
with the point at the relevant moment.
ü. A useful way of keeping the candidates to the order, which suits you, is to form an artificial
bridge between questions. For example, ³Thank you, I think that tells me all I need to know
about your previous jobs. I Meta Recruitould now like to take a look at your suitability for this
particular job´ or ³if we could move on from your qualifications I¶d like you to tell me a little more
about your personal interests and hobbies These artificial bridges from one group of questions
to another are useful for keeping the candidate¶s mind focused on the right area of response
and for helping the interviewer see his / her way through the prearranged structure of the
interview.
. Some Dos and Don¶ts
&(À7((=&F (
5#H
 Keep to a logical sequence.
 Link each new question to the interviewee¶s last answer.
 Give him / her time to think of his / her answer.
 Look at the interviewee.
 Meta Recruitow interest in his / her answer.
 Listen with an open mind.
5#&6H
 Jump from one subject to another.
 Ask multiple questions.
 Ask trick questions.
 Criticize any answer.
 Interrupt while interviewee is answering.
A. If in any case the candidate¶s responses do not tell you what you need to know then follow up
your initial questions with a more specific one. Do not allow yourself to be fobbed off without
getting the information you need. Not all candidates are Meta Recruitrinking violets. Some may
be strong characters or smart Alex¶s.

c º
]. In the end« When you have reached the end of your questions, you must take the initiative to
wind up the interview. There is no need to linger over this stage. Just use a simple phrase like,
³Well, I think you¶ve told me all I need to know, thank you very much for coming to see us´. Tell
the candidates as to what are the procedures that you follow and what Meta Recruitould he
expect in the next stage. Etc.
. Have good listening habits.
a. FollowdFÀ of Active Listening
b. Keep an open mind.
c. Summarize what has been said.
d. Listen ³between the lines´
10. There are various types of questions in an interview and can be summarized as ±

Eg What kind of responsibilities

Question does not invite any particular
are you handling in your current
#




 answer but opens up the discussion
role?

Question is specific and must be

answered with a yes or a no, or with






 details as appropriate Eg. Do you like your current job?

d( 5#F (#&

Eg. If you were in a team where

Are about issues that didn¶t happen or
=
 there was X problem, what would
which might never happen
you do in such a situation

Eg. Don¶t you think that by doing

The questioner is trying to elicit a «««you could have done
)


response that he/Meta Recruite wants, better?
 by building restrictions into the question Do you regret leaving your first
job?

Open ended questions provide maximum information to help make a decision while Hypothetical
questions are useful while checking competencies such as Creativity. The closed ended and
leading questions are less useful questions.

Please refer to Interview Question Bank for more questions to assess for
different criteria

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Interviewed By:

Interviewed date:

 Client:

Position and Job Code:

 Best time to call:

  Branch Interview Meta Recruiteet

Candidate Name Designation:

Current CTC Current Organisation

Education No. of years of Experience

Reporting to Team size reporting in

Open to Relocation Expected CTC

  À 
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3   >*-? 
 >  ?

1 Communication Skills & Personality

× Motivation / Energy/ Drive

º Team Working / People Management

Î Domain Knowledge

ü Decision Making / Problem Solving

 Result Orientation
Overall Rating

  
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Valid Passport: Yes/ No

Do you have a valid Visa: Yes/ No Country: ____________


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Spouse Details: Working / Home maker

Children: Studying / Infant / Settled
House: Own / Rented
Domicle:

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What did you enjoy most about school / college / any Thinking Question - allows the candidate to exercise
training? his mind and come out with an answer. The answer
will open up possibilities of several other questions.

What did you dislike most about school / college / Thinking Question - allows the candidate to exercise
any training? his mind and come out with an answer. The answer
will open up possibilities of several other questions.

Why did you choose that particular course? Thinking Question - allows the candidate to exercise
his mind and come out with an answer. The answer
will open up possibilities of several other questions.

Do you think your training is useful for the kind of job Thinking Question - allows the candidate to exercise
/ career you want to pursue. How is it useful? his mind and come out with an answer. The answer
will open up possibilities of several other questions.

What was your favorite subject at school / college. This will give an idea of the strengths of the
Why? candidate and further probes can be done
accordingly.

What was your least favorite subject at school / This will give an idea of the weakness of the
college? Why? candidate and further probes can be done
accordingly.

How would you describe your results? The candidates' ability to justify situations will come
out in this question.

Do you study for enjoyment or to advance your Pressure Question. Interesting areas open up with
career? this question.

d(À#&)$

Tell me something about yourself? This is an open-ended question, which will open up
many avenues on a person's personal attributes. A
minefield for the interviewer.

How do you think your family background has This is a culture question. This can judge one's
family ethics and values. This plays an important role

c ]
influenced your working life? in the work atmosphere.

What interests do you have outside work? Other abilities and interest will throw light on the
candidates' nature depending on the particular
interest.

Have you ever been in a position of authority at This will allow the interviewer to judge the
school / college in your social life? leaderMeta Recruitip characteristic of the candidate,
which forms an important part of corporate life.

Have you been involved in organizing any activity in Taking on responsibility and organizing Meta
your school or social life? Recruitills can be probed with this question.

What do you regard as your strengths? Strengths as highlighted can be probed.

What do you regard as your weaknesses? Weaknesses as highlighted can be probed. Smart
candidates will portray strength in the guise of a
weakness. BEWARE!

How would you describe yourself to others? This is a "mirror" question. It gives an indication of
self-worth and value.

Which newspapers do you read? What do you like Eye for details is the main intention here, apart from
particularly about this newspaper, which other general knowledge.
newspapers do not provide?

How would you like to see yourself ten years from Imagination, Vision and the modes of achieving them
now? comes out in this question. Long term thinking ability
id highlighted.

Have you discussed the line you are choosing with This throws light on how much family influence is
people at your home? playing upon the candidate.

À((À

What made you decide on X as a career? Definite reasons Meta Recruitould emerge to qualify
intentions.

Is anyone from your family involved in a similar job? Background helps in informal grooming towards a
particular area of interest from a very early age.

Why have you changed so many / few jobs in the Definite reasons will give an indication of liking and
last few years? dislikes.

Where have you most enjoyed working? The liking of a particular set of corporate set-up will
emerge.

c 
Why did you leave / want to leave your job? Definite reasons Meta Recruitould emerge.

What has been your most valuable contribution in Ability to think through achievements and not
your past job(s)? working, as "another cog in the wheel" will emerge.

What additional training did you receive in your Information can be used at the time of selection or
career? Meta Recruitort listing.

Have you ever taken holiday due to health reasons? This will indicate ability to take on pressures of work
environment - long hour's etc.

Questions related to technical expertise. Depends on the particular job.

=('#!() 

Why are you looking for another job? Clarity of thought.

What sort of jobs are you looking for? Clarity of thought.

Why do you think you would be better than the other "Unique Selling Proposition" will come out.
candidates?

How do you think you will cope with the lack of ------- Pressure Question - to make the candidate think.
--- area of experience?(Optional)

How do you think your career to date has fitted you Pressure Question - to make the candidate think.
for this particular job?

How will you cope with the ------- drawbacks of this Pressure Question - to make the candidate think.
kind of job? (Long Hours, Frequent journey, Meta
Recruitift work, Work on holiday's etc.)

How soon can you join? What is your notice period? If selected the decision of joining can be planned
properly.

((d* dF (#&

What has been our most proud moment in life? Ability to think through achievements.

Which do you consider as the worst moment of your Ability to analyze and find alternatives in one's
life? actions.

Whom do you admire the most / least in life? A mentor always helps in driving a person towards a
particular goal and helps him maintain focus in life.

Is there anything you would like to add here? Courtesy Question. There might be genuine things,
which you might have missed and would be

c A0
 important for selection.

More Questions«

9

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1. If you could have your choice of any job, what would it be and why?
×. Why do you want to go into this field?
º. What are your Meta Recruitort- and long-range goals and how do you expect to achieve
them?
Î. What does success mean to you? How do you measure it?
ü. What motivates you?
. Do you plan to further your education? If so, to what extent?
A. What have you done to improve yourself during the past year?
]. If you could relive the last 1ü years, what changes would you make?
. Tell me about your greatest achievement and greatest disappointment?
10. What are some of your weaknesses?
11. Tell me about the best and worst bosses you've ever had.
1×. What constructive criticism have you received from employers?
1º. Everybody has pet peeves. What are yours?
1Î. What else do you think I Meta Recruitould know about you?
1ü. Tell me about an error or mistake you made and what did you learn from it?

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1. When did you leave your last job and why?

×. How long have you been out of work?
º. What have you been doing since you left your last job?
Î. What did you like most and least about your last job?
ü. At your last job, how much of the work did you perform independently?
. At your last job, how much was performed by a team?
A. Do you prefer working independently or as part of a team?
]. What are some of the problems you have encountered in your past jobs?
. How did you solve the problems?
10. Have you ever offered suggestions to management? How did management respond?
11. What prevented you from advancing in your former positions?

d " 

c A1
To learn about your plans for the future and your motivation for applying for the job, the interviewer
may ask the following questions:

1. Why do you want to work here?

×. What could you contribute to our facility?
º. If you feel you have any weaknesses with regard to this job, what would they be?
Î. What do you expect to experience in this job that you did not experience in your past jobs?
ü. Assuming we make you an offer, what do you see as your future here?
. Why Meta Recruitould we hire you?
A. How do you feel about evening work? Weekend work?
]. Are you considering other positions at this time?
. How does this job compare with them?
10. What is your leaderMeta Recruitip style?
11. How do you feel about relocating?
1×. What DOESN'T motivate or excite you?
1º. What career expectations do you have in your next position?'
1Î. What if the current organization offers you a better position and salary- would you still join the
offer made by my client?
1ü. What would it take for you to walk into your boss¶s office right now and resign?

  
#


Sometimes the interviewer will ask vague questions that, if unexpected, may be difficult to answer.
Be prepared to answer the following questions:

1. Tell me about yourself.

×. Are you switching careers?
º. You don't have a college degree. Why Meta Recruitould we hire you?
Î. You don't have the necessary experience or background for this position.
ü. Why do you believe that you could handle this position?
. Since you are overqualified for this position, what do you hope to gain from it?
A. What would you change in your past career?




Eventually, money will become an issue. Among the questions that may arise pertaining to
compensation are the following:

1. What are your financial needs?

c A×
×. What is the minimum salary you will accept?
º. cc
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Is able to establiMeta Recruit and maintain relationMeta Recruitips with people at all levels. Puts
others at ease. Promotes harmony and consensus through diplomatic handling of disagreements
and potential conflict.
)     # 

 No convincing examples  Some relevant examples of  Consistently converts most
 Does not get involved in developing business from contacts into significant
conflict situation contacts business
 Worsens conflict ±  Finds temporary solution to  Finds a long-term,
insensitive response conflict situation comprehensive, win-win
 No evidence of learning  Maintains harmony solution
from conflict situation  Meta Recruitows basic  Proactively builds
 Meta Recruitows zero insight into others¶ perspectives consensus
insight into others¶ perspectives  Evidence of maintaining  Meta Recruitows
 Evidence of effective effective relationMeta Recruitips considerable insight into others¶
relationMeta Recruitips only at at several levels beyond own perspectives
own level  Evidence of building
effective relationMeta Recruitips
at all levels

Q1. Tell me about a case where you have managed to use contacts or networks to convert a client
from another vendor to your organization.

 How effective has this been?

 How have you maintained this relationMeta Recruitip?
 What resistance did you face?
 How did you overcome this resistance?
 How did you persuade your organisation to follow through on this business?

Q×. Tell me about a conflict/difficult interpersonal situation you have faced within your organisation.

c Aº
 What part do you think you played in creating this situation?
 To what extent has it been resolved?
 What part did you play in resolving it?
 What have you learned and applied from this situation?

Qº. Give me an example of a time when you have converted a random meeting into a useful
business contact.

× 



Co-operates and works well with others in the pursuit of team goals. Meta Recruitares information.
Supports others.

)     # 


 Withholds/delays  Provides information on a  Proactively Meta
information need basis Recruitares information in a
 Contributes to team  Limited evidence of being timely manner
ineffectiveness part of successful teams  Initiates team building and
 Makes no effort to increase  Accepts partial conflict resolution
effectiveness of team responsibility for team  Takes responsibility for
 Blames others for poor performance team performance
team performance  Acts reactively to resolve  Sees team members as
 Evidence of avoidance team problems assets and constantly seeks to
 Prefers to work  Allows some team issues to develop them
independently go unresolved  Persistently works to solve
team issues
 Evidence of being part of
multiple successful teams

Q1. Tell me about the least effective team you have ever been a part of

 Why was it so ineffective?

 What was your role?
 What did you do to try and make it more effective?
 How successful were you?
 In retrospect, could you have done more?

Q×. Tell me about the most effective team you have ever been a part of

c AÎ
 Why was it so effective?
 What was your role?
 To what extent have you been able to reproduce this success?

Qº. Give me an example of where you have been a part of a team with very diverse points of view

 How clearly were you able to get your point of view across?
 To what extent did you manage to influence the team? (why do you say this)?
 Did the team achieve its goal?
 In retrospect how would you have approached the situation differently?

QÎ. Give me an example of where your Meta Recruitaring of information or support made a
significant contribution to a team

 Have there ever been occasions when you have found it necessary to withhold information?
(Why?)

º 
 
   



Commits self to work hard towards goals. Meta Recruitows enthusiasm and career commitment.

)     # 


 Not internally motivated  Follows the pace  Evidence of being able to
needs significant external  Reasonable persistence drive change
motivators towards goals  Sees himself/herself as
 Evidence of easily  Sees self as primarily in being in complete control of
abandoning objectives because control but still subject to environment ± self starter
of difficulties environmental factors  Clear persistence towards
 No clarity of objectives  Sets attainable targets goals
 Sets easily obtainable  Only gives up after a  Sets high, stretching targets
targets reasonable attempt  Refuses to consider giving
 Easily discouraged  Some evidence of up
 Sets unrealistic targets enthusiasm and energy  High level of energy and
 Zero evidence of enthusiasm
enthusiasm - cynical  Sets the pace

c Aü
Q1. Tell me about an occasion when you have managed to achieve your objective in spite of an
adverse environment

 How did you maintain this level of enthusiasm?

 What did you have to sacrifice to achieve this?

Q×. When was the last time you felt like giving up?

 What did you do?

 How did the situation change? (what part did you play in changing it?)
 What did you learn?

Qº. Tell me about a time when you have set extremely stretching targets for yourself

 Why did you feel this was necessary?

 What specific issues did you face?

 Did you achieve it?

Î 




Is independent and self-reliant. Conveys a realistic confidence in his/her ability to select appropriate
courses of action and in the likely success of his/her initiatives. Is able to stand ground in face of
opposition.

)     # 


 Defers, delays,  Accepts authority without  Proactively looks for more
unnecessarily refers decisions proactively seeking it authority and responsibility
to others  Makes limited defense of  Multiple examples of having
 Evidence of low self- own position taken and driven correct
esteem, apologetic, lack of  Takes decision, but needs decisions
conviction some validation and  Defends position with
 Backs down, reverses reassurance conviction
position  Stays within comfort zone  Willing to act independently
 Needs a lot of reassurance  Reasonable perception of  Highly realistic perception of
 Unwilling to take on more own abilities own abilities
authority  Takes self out of comfort-
 Unrealistic perception of zone
own abilities (under or over-
confident)

c A
Q1. How did you react the last time you had to make a decision beyond your normal scope of
authority?

 Did you make the right response? (why do you say that?)
 Why did you take that course of action?
 What other options were open to you?
 How much were you influenced by others¶ opinions?

Q×.Tell me about a situation where you have faced a lot of opposition or resistance

 How did you deal with this?

 To what extent where you able to overcome the resistance?

ü 
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Influences, convinces or impresses others in a way that results in acceptance, agreement or

behavior change. Makes an immediate positive impression on others. Comes across with force and
credibility.

)     # 


 Unable to get ideas or  Creates a positive impact  Clear evidence of getting
views accepted over longer period acceptance and gaining
 No evidence of having  Limited success in changing credibility
secured change in behaviour within the  Evidence of high persuasive
others/organisation organisation ability
 No evidence of having  Partial attempts to drive  Evidence of originating
effectively led others acceptance of ideas major change within
 Inability to maintain working  Effective maintenance of organisation
relationMeta Recruitips working relationMeta Recruitips  Multiple examples of
establiMeta Recruiting good
working relationMeta Recruitips

Q1. Give me an example of a time when you originated an idea which has had a significant impact

 How did you sell this idea?

 Why do you think you were successful in selling it?

Q×. Tell me about a time when you have had to quickly establiMeta Recruit a working relationMeta
Recruitip

c AA
 How did you go about this?
 Did you achieve the level of rapport that you were aiming for? (how do you know?)

Qº. Tell me about a time when you failed to sell something that you thought was a good idea

 Why do you think it was not adopted?

 Could someone else have sold this idea better? (why?)
 What could you have done differently?

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 Unable to delegate  Counsels team members on  Looked up to for motivation
effectively (under or over- a need basis (reactive) and direction
delegates)  Able to steer team towards  Leads from front at time of
 Delegates task without goals crisis
authority  Some examples of handling  Develops a team which can
 Unreasonable expectations difficult subordinates function independently
 Autocratic style (maintenance rather than  Gives effective feedback
 Doesn¶t develop second line resolution)  Turns difficult subordinates
 Give up on difficult  Democratic leaderMeta around
subordinates ± allows problem Recruitip processes  History of building effective
to continue teams
 Evidence of being
unapproachable

Q1. Give me an example of how you have gone about building a team and allocating tasks

 What specific inputs did you provide? (how effective were these?)
 How did you ensure the commitment and motivation of the team?

Q×. Tell me about the most difficult subordinate you have had to handle

c A]
 What approach did you take?
 Were you able to gain his/her buy-in and commitment?
 How has the situation been resolved?

Qº. Give me an example of a time when you have delegated a task, but the subordinate was
unable to complete it successfully

 What factors did you consider when you delegated this task?
 How did you respond to the failure?
 How was the situation ultimately resolved?
 What impact did this have on the subordinate¶s ongoing development?
 Have you had an opportunity to delegate a task to this individual subsequently? (was this a
successful outcome?)

A       !




Organises and schedules events, activities and resources. Sets up and monitors time scales and
plans. Produces detailed project plans in which objectives are clearly defined and action steps for
achieving them are clearly specified. 

)     # 


 Acts on an ad-hoc basis  Effective use of available  Clear understanding of
 Does not use resources resources strengths and limitations of
effectively  Has clear plans in place team
 Fails to create processes  Sets team goals in line with  Constantly optimizes
 No understanding of organizational goals available resources
strengths and limitations of  Some understanding of  Plans in details ± clear
team strengths and limitations of definition and communication of
 Repeatedly sets unrealistic team roles and responsibilities
time scales  Generally sets realistic time  Sets realistic time scales
 Leaves others unclear scales and always achieves these
about roles  Occasional reviews  Systematically reviews
 No reviews of progress progress

Q1. Tell me about the first project you ever led

 How did you go about planning the project?

 What could you have done differently?
 What factors did you overlook?

c A
Q×. Tell me about the most successful project you ever led

 How did your approach here differ from the earlier example you described? (to what extent
were you able to implement the lessons you learned?)

 What was your contribution as a leader?

 What factors do you think contributed to the success of the project?
 What could you have done additionally to make it a greater success?

]    




Actively seeks to improve others¶ skills and talents by providing constructive feedback, coaching,
training opportunities and assignments, which challenge their abilities and encourage development.

)     # 


 Does not prioritize training  Sees training as important  Sees implementation of
and development but lacks structured process training as a key part of role
 Gives subjective, emotive  Looks only at Meta  Identifies training needs
feedback Recruitort term training needs proactively and effectively
 Gives no feedback  Exploits development  Looks at both long term and
 Avoids difficult feedback opportunities as they arise Meta Recruitort term
 Misses opportunities to  Gives regular feedback development issues
develop team  One or two examples of  Continuously looks for and
 No real impact on others¶ effecting other¶s development creates development
development opportunities for team
 Gives continuous, balanced
feedback
 Multiple examples of having
impacted others¶ development

Q1. Give me an example of how you have identified training needs for your subordinates

 How effective has this process been? (how do you gauge the effectiveness of this process?)
 How do you tell when someone is ready for an increased role or responsibility?

Q×. What is the most difficult negative feedback you have given in an appraisal?

 Why was this necessary?

 What impact did this have on the individual? (why do you say this?)

c ]0
 How did you subsequently contribute to this individual¶s development?

Qº. What do you believe to be the most important factors in ensuring long term development?

 How have you ensured that these factors get taken into account?

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Maintains high ethical standards both personally and professionally. Meta Recruitows fairness in
dealings with others. Is reliable and trustworthy.

)     # 


 Succumbs to opportunities  Usually maintains basic  Maintains high ethical
for personal or professional or ethical standards standards despite opportunities
gains  Generally reliable for personal or professional or
 Treats others unfairly ± gains
Meta Recruitows favoritism etc.  Fair and transparent in
 Evidence of betraying dealing with others
confidences etc.  Always reliable

Q1. Have you ever experienced a conflict of interest between what would benefit the organisation
and what was ethically correct?

 What did you do?

 How did you choose that course of action?

Q×. How do you feel that your ethical standards compare with those of your colleagues?

 Why do you say this?

 Tell me about a situation where this was highlighted?
 What values or ethical standards do you look up to in your colleagues? (to what extent have
you been able to assimilate these?)



" 

Meta Recruitows awareness of goals and standards. Follows through to ensure that quality and
productivity standards are met.

c ]1
)     # 

 Evidence of compromising  Adheres to quality  Sets quality standards and
quality to complete a task (µends standards benchmarks
justify the means¶)  Occasionally converts  Seeks to consistently
 Makes the same mistake errors into learning improve quality
repeatedly ± no evidence of opportunities  Champions quality
learning  Aware of but neutral standards
 Cynical about quality towards quality standards  Systematically converts
standards errors into learning
 Unaware of quality opportunities
standards within organisation

Q1. How is quality defined in your organisation?

 To what extent do you subscribe to this definition?

 To what lengths have you gone to ensure it? (probe for examples)
 To what extent have you been able to raise quality standards in your organisation?

Q×. Have you ever found it necessary to compromise on quality in order to meet a deadline?

 Could you have done things differently to avoid this?

 What feedback resulted form this incident?
 How have you used this feedback?

 



Concerned to provide a prompt, efficient and personalized service to clients. goes out of the way to
ensure that individual customer needs are met.

)     # 


 Ignores feedback from  Meets the needs of  Goes out of the way to
customers customer (reactive) delight the customer
 Internally focused  Some evidence of repeat  Proactive in handling
 No consideration of business customer related issues
customer service benchmark  Some customer feedback (anticipates)
 Fails to secure repeat mechanisms demonstrated  Seeks constant feedback
business  Reacts positively to  High proportion of repeat

c ]×
 Negative attitude about customer issues business
many customers  Personally takes
 Frequently fails to meet responsibility for customer
customer expectations satisfaction

Q1. What do you think are the key factors required for effective customer service?

 Tell me about a time when you have gone out of your way to meet a customer¶s needs
 Tell me about a time when you have failed to meet the customer¶s requirements
 Tell me about a time when you as a customer have been delighted

Q×. Is there someone whom you consider as an internal benchmark for customer service?

 What qualities do they exhibit?

 To what extent have you been able to assimilate this approach?

Qº. How much of your business is repeat business?

 What do you attribute this to?

 Tell me about a key customer relationMeta Recruitip that you have developed

QÎ. Tell me about the most difficult customer you have had to deal with

 What did you do?

 How was it resolved? (is the customer still doing business with you?)
 To what extent were you required to modify your behaviour?
 What have you learned from this?

5  d 


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Makes rational, realistic and sound decisions based on consideration of all the facts and
alternatives available.

)     # 


 History of sub-optimal  Evidence of some good  Evidence of taking many
decision making judgment calls (and some follow correct decisions
 Consistently blames through)  Considers all alternatives
external factors for mistakes  Takes most (but not all) and evidence

c ]º
 Unrealistic expectations factors into account  History of his/her decisions
 Not able to justify judgment  Partial analysis of issues being implemented (had
calls significant impact on
 Delays or avoids taking a organisation)
judgment call  Learns from own and
 Over-reliance on intuition others¶ mistakes
 Lacks credibility among  Makes informed
colleagues assumptions (rather than
 Fails to consider sufficient reliance on intuition)
alternatives

Q1. Tell me about a time when your judgment has had a major impact on a decision or situation

 What information or analysis did you contribute?

 What made you choose that approach?
 What was the outcome?

Q×. Give me an example of where you have entirely followed your intuition in making a decision

 Why did you do this?

 What was the result?
 How typical is this of your decision-making style?

Qº. Give me an example of where you have ignored your intuition and looked only at the facts

 Why did you do this?

 What was the result?

QÎ. Give me an example of when your judgment has proven to be wrong

 Could you have avoided this? (How?)

º 

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Breaks problems into constituent parts and differentiates key elements from the irrelevant or trivial.
Makes accurate use of logic, and draws sound inferences from information available

)     # 


 Can¶t see the wood for the  Some evidence of handling  Evidence of logical thought
trees complex issues in a structured processes

c ]Î
 Doesn¶t break problems manner  Evidence of being able to
down, doesn¶t make logical  Follows through ideas with break problems down
connections some guidance  Uses structured models and
 Doesn¶t ask sufficient  Usually able to take most tools
questions factors into account  Tries different approaches
 Unable to handle  Differentiates between big
complexity picture and micro-level issues
 Has difficulty converting raw  Demonstrated ability to
data into increased handle complexity
understanding  Can illuminate issues for
others

Q1. What is the most complex problem you have recently had to address?

 How did you go about it?

 How did you organize and prioritize the information at hand?

Q×. Tell me about a problem that you have been unable to solve

 What approaches did you try?

 What do you now feel that you Meta Recruitould have done?

Qº. To what extent is attention to detail a key element of your working style?

 Have you ever made a mistake of paying too much attention to detail?
 Have you ever made a mistake of paying too little attention to detail?

Î  





Demonstrates a broad-based view of issues, events and activities and a perception of their long-
term impact or wide implications.

)     # 


 Low ability and desire to
think beyond the task at hand
 No general knowledge of
strategic issues and trends
 Thinks logically (but does  Ability to see the big picture
not stretch beyond)  Able to assess long term
 Provides inputs rather than implications of an idea
initiates strategic thinking  Organisation believes in

c ]ü
 Analysis limited to  Able to think through to him/her
immediate and obvious medium term  Asks fundamental questions
 Adequate knowledge about  Very well informed about
future strategy of firm trends and events
 Some evidence of strategic  Takes on role proactively
inputs

Q1. Describe how one of your decisions has had an immediate impact on your company¶s business

 How did/will it effect the company in the long term?

Q×. What is your opinion on your current/past organization¶s strategy?

 What is the mission or vision driving this strategy?

 If you were in charge what would you do differently?
 What is your opinion on your competitors¶ strategies?

Qº. What do you think are the current trends which are likely to have the greatest future impact on
your industry?

 How could you capitalize on this?

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Willing to make firm and speedy decisions and commit to definite courses of action on the basis of
limited information if necessary.

)     # 


 Procrastinates or avoids  Consults others on  Makes important decisions
decision-making important decisions quickly
 Does not course-correct in  Doesn¶t take decisions until  Makes accurate decisions
the event of a wrong decision necessary on the basis of limited
 Evidence of abdicating  Resists making decisions in information
important decisions the absence of all available  Able to justify decision
information taken
 Performs course corrections
if incorrect decision taken

c ]
  Evidence to commitment to
course of action taken

Q1. Tell me about a time when you have managed to reach a decision on the basis of limited
information?

 What led you to this decision?

 To what extent did the decision prove to be correct?
 What was the contribution of others?
 Would the decision have changed if you had access to all of the information?

Q×. What feedback have you received on your decision-making abilities?

 How did you react to that?

 Do you agree with the feedback? (why?)

Qº. Tell me about a time when you made an incorrect decision?

 At what point did you realize that it was incorrect?

 How did you react? (what corrective action did you take?)
 How easy was it for you to change your approach?

 
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Demonstrates a readiness to make decisions, take initiative and originate action.

Continues to strive for a goal (as long as it is realistically attainable) even in the face of adversity.
Seeks closure.

)     # 


 Doesn¶t initiate or seek to
get involved in new projects
 Evidence of giving up in
adverse situations
 Complete assigned projects
 Attempts closure in adverse
situations
 Initiates and actions new
projects
 Evidence of persistence in
adverse situations
 Pursues long term projects
actively

Q1. Give me an example of a time when you have managed to achieve a successful result in an
inherently difficult situation

c ]A
 What led to your success?

Q×. Tell me about a time when you took the initiative and originated a project

 Why was your input necessary?

 How did you ensure that your ideas were followed through?
 What was the outcome?

Qº. How does your ability to persist towards closure of issues compare with that of your
colleagues?

 How effective have you been? (why do you say that?)

QÎ. Give me an example of a very prolonged project that you have been involved in.

 How did you maintain your momentum and focus?

 What is the current status of that project?

   
B

A 


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Maintains effective work behaviour in the face of setbacks or pressure. Remains calm, objective
and in control in stressful situations. Maintains a stable performance under pressure. Accepts
criticism without becoming over defensive.

)     # 


 Unable to cope in a  Open to feedback  Always stays cool in
dilemma or crisis  Stays reasonably calm in stressful situations
 Unable to accept criticism most situations  Able to retain clarity in
 Believes that others are difficult situations
unduly critical of him/her  Evidence of consistent
 Evidence of inability to performance
recover from setbacks  Welcomes change
 Proactively seeks feedback

Q1. Describe the most stressful situation you have had to work under

 What made it so stressful?

 How did you deal with this?

c ]]
 How did this stress effect your behaviour?

Q×. When did you last receive a piece of negative criticism?

 What was it? (who gave it to you?)

 How did you react?
 Did you feel that it was valid?
 Have you acted on it? (how successful has this action been?)

Qº. Give me an example of a major setback that you have experienced

 How did you respond?

 What was the most negative aspect of your response to this situation?
 How did you overcome the setback?

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' 

Creates new and imaginative approaches to work-related issues. Identifies freMeta Recruit
approaches and Meta Recruitows a willingness to question traditional assumptions.

)     # 


 Meta Recruitows no  Occasional evidence of  Invariably initiate new
willingness to initiate new initiating new methods methods and approaches
methods  Explores new ideas under  Constantly explores new
 No inclination to think out of compulsion ideas and perspectives
the box  Demonstrates ability to spot  Highly developed
 Unable to spot opportunities opportunities capabilities in exploiting
 No track record of creativity  Some track record of opportunities
and innovation creativity and innovation  Consistent track record of
creativity and innovation

Q1. Tell me about a situation where you spotted an opportunity that others had missed

 How significant an opportunity did this turn out to be?

 Why do you think that you were the first to spot it?

Q×. Give me an example of where you have looked at an establiMeta Recruited process or system
from a fundamentally different point of view

 What made you realize that the current system could be improved upon?

c ]
 How did you sell this to your colleagues?
 What has been the result?

Qº. What is the best work related idea you have had to date?

 How did you arrive at this idea?

 Has this been accepted/implemented?

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)




Is adaptable and willing and able to adjust to changing demands and circumstances. Moves from
one team to another with ease. Contributes to team performance efficiently and effectively. Quickly
establiMeta Recruites credibility with team members.

)     # 


 Rigid and inflexible in  Adapts with some  Readily adapts to changes
adapting to changes in reservations to changes in in demands/circumstances/
demands/circumstances/ teams demands/circumstances/ teams teams
 Not comfortable with  Accepts multiple reporting  Welcomes multiple
multiple reporting lines lines reporting lines
 Does not build credibility  builds credibility with team  Proactively builds credibility
with team members members with team members
 Open to working in new  Enjoys working with multiple
teams teams

Q1. Tell me about a time when you have worked in a cross-functional team

 What issues did you face?

 How effective was your contribution to this team?
 How effective was the team?
 What have you learned from this?

Q×. How have you handled the difficulties involved in multiple reporting lines?

 What has been the most difficult situation resulting from this?
 How did you resolve this?
 What was the outcome?

Qº. How many different roles have you played within your organisation?

c 0
 How do you handle the transition from one role/team to another?
 How have you handled the competing demands on your time?
 How have you ensured that all roles receive an appropriate level of attention?

9 +


      

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Understands and applies commercial and financial principles. Views issues in terms of costs,
profits, markets and added value.

)     # 


 Has no exposure to  Exposure to commercial  High degree of exposure to
commercial aspects of job aspects commercial aspects of job
 Does not look at impact of  evaluates impact of actions  Constantly evaluates impact
actions on costs etc. on costs etc of actions on costs etc
 Insensitive to commercial  Limited knowledge of  Current knowledge of
issues accurate budgeting principles accurate budgeting principles
 No knowledge of budgeting  Limited examples of cost  Multiple examples of cost
principles management and value added management and value added
 No examples of cost
management and value added

Q1. What was the last major commercial decision you had to make?

 How did it impact the bottom line?

 To what extent could you have made a better decision?

Q×. Tell me about an opportunity you have had to reduce costs in your functional area?

 What was the impact on Quality?

 How does this compare with the cost reductions achieved by your colleagues?

Qº. Tell me about the last time you were involved in a budgeting exercise

 What was your role?

 What factors did you take into account?

QÎ. Tell me about a time when you have added value to an existing product or service

c 1
 What was your input?
 How has this been received?
 Did this translate into commercial advantage?

Qü. When was the last time you were challenged on your organization¶s pricing policy?

 How did you go about justifying it?

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Understands technical or professional aspects of work and continually maintains technical

knowledge. Has a high level of domain understanding. Remains updated on relevant areas

=  

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Speaks clearly, fluently and in a compelling manner to individuals and to groups. Communicates in
a structured, balanced and effective manner.

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Writes in a clear, concise and logical manner, using appropriate grammar, style and language for
the reader.

c ×
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