PRESENTED BY:

•Seeboli Ghosh•Santosh Tiwari•Shradha Diwan•Snigdh Daga•Sohini Banerjee•Soniya Sinha•Sonu Gupta

CASELET 1

Process-improvement Strategy

One Sigma = 690,000 DPMO = 31% efficiency

Two Sigma = 308,000 DPMO = 69.2% efficiency

Three Sigma = 66,800 DPMO = 93.32% efficiency

Four Sigma = 6,210 DPMO = 99.379% efficiency

Five Sigma = 230 DPMO = 99.977% efficiency

3.4 DPMO =

99.9997% efficiency

HR department stepped forward to implement 6 sigma

Used six sigma methodology for hiring and recruiting activities

Minimized deviations from the set standards for the company

Committed top management

Emphasized on extensive training for the complex statistical tools

Managers trained first

They in turn trained their employees

Clear and measurable job standards

Internal and external hiring selection tools relating to job performance

Changes among better managers and better selection of future employees

Trainings and development programs weaved as a habit

Integration of performance management and performance appraisal to match individual job standards

CASELET 2

Openings in the company are in the middle and top managerial positions

Such experienced personnel are already employed and busy with their job

Attracting this group of “passive job-seekers”

CHALLENGE

Study conducted to understand the behavior of the targeted group –

How spend their free time?The websites they visitTheir intentions of seeking a new jobTheir satisfaction level in the present jobTheir expectations about ideal job

environment

If invited by a friend or associate

working for the same organization

If the time consumed for the hiring cycle could

be reduced

REWARDS

IN-HOUSE HEAD

HUNTERS

Attracted nearly 10% of the top talent in the industry

Reduced hiring costs to a substantial extent

Human Capital strengthened

Attract Talent Retain Talent

CASELET 3

Call for the post of Relationship Manager

Thorough preparation for the interview

Mittal excited; well versed

ALLSET

An hour behind schedule : No Intimation

Unfriendly and Unapproachable panel

Seated on a rickety chair : Uncomfortable Posture

Snubbed

Irrelevant questions

Sarcastic and cynical

Imaginative situations and tough decisions

Ambiguous instructions

Conversations cut short

Mittal exhausted

Longed to leave the room

Did not ask any questions

MITTALDISGUSTED

CASELET 4

Planning expansion to 15 new cities

Substantial increase in man-power

A massive Recruitment Drive

ISSUE

REQUIREMENT

SOLUTION

Large number of applications respond to advertisements

Appointment of sales executive

Crucial role in generating sales for the company

Initiative

Willingness to learn

Love for travelling

Self-confidence

Ability to convince people

Communication and interpersonal skills

Ability to work in a team

Professionalism at work

HR manager unconvinced about conventional recruitment process

Skeptical about the effectiveness of the regular interviews

Not enough to judge the candidate’s skills and competencies

Structured a new interview model Description of past and real-life situations

“Describe a situation where…”

“Which was the most difficult sale you have ever made?”

“How did you convince the customer to go for the product”

Brought out specific job-related competencies

Candidate’s behavior in different situations

Specific job related skills can be assessed

True worth of the candidate can be discovered

Effectiveness of selection: 50%

Lessons:

Past performance is not a

perfect predictor of

future behavior

Over-reliance on

any one process is ineffective

Combination of

selection tools should

be used