I completely agree with you Diana……………the fact that “colleagues are colleagues and not friends”…we are no more in college… it’s true

A Good Topic Useful for every ones life .....Thanks for sharing ...

Really Good one and Motivating thanQ bye takecare

Thanks for sharing Reema. Very inspiring & Good One .....takecare bye All the Best :-)

RECRUITMENT

Recruitment refers to the process of sourcing, screening, and selecting people for a job or vacancy within an organization. Though individuals can undertake individual components of the recruitment process, mid- and large-size organizations generally retain professional recruiters.
The recruitment industry
The recruitment industry has four main types of agencies. Their recruiters aim to channel candidates into the hiring organization’s application process. As a general rule, the agencies are paid by the companies, not the candidates.
Traditional recruitment agency
Also known as a employment agencies, recruitment agencies have historically had a physical location. A candidate visits a local branch for a short interview and an assessment before being taken onto the agency’s books. Recruitment Consultants then endeavor to match their pool of candidates to their clients' open positions. Suitable candidates are with potential employers.
Renumeration for the agency's services usually takes one of two forms:
A contingency fee paid when a recommended candidate accepts a job with a client company (typically 20%-30% of the candidate’s starting salary)
An advance payment that serves as a retainer
Online recruitment websites
Such sites have two main features: job boards and a résumé/Curriculum Vitae (CV) database. Job boards allow member companies to post job vacancies. Alternatively, candidates can upload a résumé to be included in searches by member companies. Fees are charged for job postings and access to search resumes.
In recent times the recruitment website has evolved to encompass end to end recruitment. Websites capture candidate details and then pool then in client accessed candidate management interfaces (also online). Key players in this sector provide e-recruitment software and services to organizations of all sizes and within numerous industry sectors, who want to e-enable entirely or partly their recruitment process in order to improve business performance.
The online software provided by those who specialize in online recruitment helps organizations attract, test, recruit, employ and retain quality staff with a minimal amount of administration.
Headhunters
Head hunting is a third-party recruiter often retained when normal recruitment efforts have failed.
Headhunters are generally more aggressive than in-house recruiters. They may use advanced sales techniques, such as initially posing as clients to gather employee contacts, as well as visiting candidate offices. They may also purchase expensive lists of names and job titles. They may prepare a candidate for the interview, help negotiate the salary, and conduct closure to the search.
Headhunters are typically small operations that make high margins on candidate placements (often more than 30% of the candidate’s annual compensation). Due to their higher costs, headhunters are usually employed to fill senior management and executive level roles.
While in-house recruiters tend to attract candidates for specific jobs, headhunters will actively seek them out. To do so, they may network, cultivate relationships with various companies, maintain large databases, purchase company directories or candidate lists, and cold call.
In-house recruitment
Larger employers tend to undertake their own in-house recruitment, using their Human Resources department. In addition to coordinating with the agencies mentioned above, in-house recruiters may advertise job vacancies on their own websites, coordinate employee referral schemes, and/or focus on campus graduate recruitment. Alternatively a large employer may choose to outsource all or some of their recruitment process (Recruitment process outsourcing).

The Recruitment Process
These are the main recruiting stages.
Sourcing
Sourcing involves 1) advertising, a common part of the recruiting process, often encompassing multiple media, such as the Internet, general newspapers, job ad newspapers, professional publications, window advertisements, job centers, and campus graduate recruitment programs; and 2) recruiting research, which is the proactive identification of relevant talent who may not respond to job postings and other recruitment advertising methods done in #1. This initial research for so-called passive prospects, also called name-generation, results in a list of prospects who can then be contacted to solicit interest, obtain a resume/CV, and be screened (see below).
Screening & selection
Suitability for a job is typically assessed by looking for skills, e.g. communication, typing, and computer skills. Qualifications may be shown through résumés, job applications, interviews, educational or professional experience, the testimony of references, or in-house testing, such as for software knowledge, typing skills, numeracy, and literacy, through psychological tests or employment testing.
In some countries, employers are legally mandated to provide equal opportunity in hiring.
A British Army etc. recruitment centre in Oxford.
Onboarding
A well-planned introduction helps new employees become fully operational quickly and is often integrated with the recruitment process.

Recruitment in the UK
In the UK, recruitment services are provided by Employment Agencies or Employment Businesses, as defined by the Employment Agencies Act 1973. Essentially, Employment Agencies provide employers with candidates, which they can employ for a fixed, pre-defined fee. Employment Businesses provide candidates that are employed by the Employment Business, but act for (or are under the control of) a third party; commonly called Temporary Workers or Temps. In the UK, both Recruitment Agencies and Businesses are referred to as Recruitment Agencies, or simply Agencies, regardless of whether they operate as agencies, businesses or both. Many companies that operate in recruitment in the UK act as both Employment Business and Agencies.
Recruitment in Ireland
The recruitment service industry in Ireland is a flourishing commercial environment built on the strong and constant economic growth Ireland has experienced the last 10-15 years due to the Celtic Tiger, most prominently in Dublin. Specialized recruitment agencies (sometimes known as employment agencies or simply recruiters) across the country offer personnel consulting, specialist corporate recruiting, CV data basing, job-finding and headhunting, and temporary worker management services. These agencies usually work with larger business clients who are seeking qualified employees. There are approximately 600 recruitment agencies in Ireland, with an estimated 300 of those based in Dublin alone. Often large, growing businesses in Ireland prefer to outsource their recruitment and job advertising needs to an outside firm, and recruitment agencies offer these key services to these clients, usually in exchange for a percentage-based compensation matched from the new employee’s earned salary. In this way, the client pays the recruitment agency for services rendered – the candidate (new employee) usually does not pay anything for being recruited.
The past several years have shown somewhat of a turnaround for recruitment market dynamics. While it used to be more difficult to obtain business clients and large numbers of available job openings, the growing prevalence of recruitment agencies has led more and more companies to outsource their employment efforts as recruitment has become a very viable and cost-effective business partnership for many firms. Today, recruitment agencies are shifting focus to greater efforts on reaching out to job-seekers, as many agencies are finding no lack of client job opportunities. The task at hand, then, is to attract as many quality job candidates as possible, so as to place them in the multitudes of opportunities being offered by client businesses. Candidates are typically placed on multi-faceted set of criteria: personal preference and interests, industry or position experience, education, references, and psychographics.
Recruitment in Greece
In Greece, recruitment usually happens through specialist newspapers or websites, either by recruitment agencies or interested companies themselves.

Pitfalls of recruitment
Candidates can be subject to undue pressure to accept a job or position, such as in expanding the base of a cult.

Recruitment Process Outsourcing (RPO) is a form of business process outsourcing (BPO) where an employer outsources or transfers all or part of its recruitment activities to an external service provider.
RPO may involve the outsourcing of all or just part of recruitment functions and process. The external service provider may serve as a virtual recruiting department by providing a complete package of skills, tools, technologies and activities. The RPO service provider is "the" source for in-scope recruitment activity.
On the other hand, occasional recruitment support, for example temporary, contingency and executive search services is more analogous to out-tasking, co-sourcing or just sourcing. In this example the service provider is "a" source for certain types of recruitment activity. differentiating between RPO and other types of staffing
The biggest distinction between RPO and other types of staffing is Process. In RPO the service provider assumes ownership of the process, while in other types of staffing the service provider is part of a process controlled by the organization buying their services.
History
While temporary, contingency and executive search firms have provided staffing services for many decades, the concept of an employer outsourcing the management and ownership of part or all of their recruiting process wasn't first realized on a consistent basis until the 1970s in Silicon Valley's highly competitive high tech labor market. Fast-growing high tech companies were hard-pressed to locate and hire the technical specialists they required, and so had little choice but to pay large fees to highly specialized external recruiters in order to staff their projects. Over time, companies began to examine how they might reduce the growing expenses of recruitment fees while still hiring hard-to-find technical specialists. Toward this end, companies began to examine the various steps in the recruiting process with an eye toward outsourcing only those portions that they had the greatest difficulty with and that added the greatest value to them. Initial RPO programs typically consisted of companies purchasing lists of potential candidates from RPO vendors. This "search/research" function, as it was called, generated names of competitors' employees for a company and served to augment the pool of potential candidates from which that company could hire.
Over time, as business in general embraced the concept of outsourcing more and more, RPO gained favor among Human Resource management: not only did RPO reduce overhead costs from their budgets but it also helped improve the company's competitive advantage in the labor market. As labor markets became more and more competitive, RPO became more of a common solution. It is claimed that a greater impetus for RPO was provided by the shortage of skilled labor created by the dot-com boom and RPO was utilized more commonly to fill the gap.
The greater use of RPO is also said be influenced by the ubiquitous use of technology to increase productivity. This reliance on technology places a premium on hiring people with specific technical skills. This specificity requires a targeted approach to recruiting, and RPO is a strategy that can satisfy this need.
There have been fundamental changes in the US labor market that serve to reinforce the use of RPO as well. The labor market has become increasingly dynamic: workers today change employers more often than in previous generations. De-regulated labor markets have also created a shift towards contract and part-time labor and shorter work tenures. These trends increase recruitment activity and may encourage the use of RPO.[citation needed]
Benefits
RPO's promoters claim that the solution offers improvement in quality, cost, service and speed.
RPO providers claim that economies of scale enables them to offer recuritment processes at lower cost while economies of scope allow them to operate as high-quality, specialists.[citation needed]. Economies of scale and scope are said to arise from a larger staff of recruiters, databases of candidate resumes, and investment in recruitment tools and networks.
RPO solutions are also claimed to change fixed investment costs into variable costs that vary with fluctuation in recruitment activity. Companies may pay by transaction rather than by staff member, thus avoiding under-utilization or sacking recruitment staff when activity is low.
Problems
If a company failed to define its overall recruitment strategy and hiring objectives, then any recruiting program may fail to meet the company's needs. This is especially true for outsourced programs like RPO. RPO is a tool for executing tactical plans and can only succeed in the context of a well defined corporate strategy.
As with any program, a company must manage its RPO activities. A company must provide initial direction and continued monitoring to assure the desired results. Overall, providing guidance to external activities can present a significant management challenge.
Outsourcing of company processes may fail or prove a poor organizational fit. Improperly implemented RPO could reduce the effectiveness of recruitment.
The costs charged for recruitment transactions may total more than the cost of the internal recruitment department.
RPO service providers may fail to provide the quality or volume of staff required by their customers.
Placing all recruitment in the hands of a single outside provider may discourage the competition that would arise if multiple recruitment agencies were used.
An RPO solution may not work if the company's existing recruitment processes are performing poorly. An RPO solution may not work if the service provider has inadequate recruitment processes or procedures to work with the client.
RPO may not resolve difficulties that organizations have hiring staff when the organization is perceived negatively by potential employees. This will instead require improved branding and an adjustment of image.
Organizations with efficient hiring process that are viewed as employers-of-choice by potential staff may stand to gain negligible benefits from RPO.

Software testing outsourcing provides for software testing carried out by the forces of an additionally engaged company or a group of people not directly involved in the process of software development. Contemporary testing outsourcing is an independent IT field , the so called Software Testing & Quality Assurance.
Software testing is an essential phase of software development, but is definitely not the core activity of most companies. Outsourcing enables the company to concentrate on its core activities while external software testing experts handle the work efficiently, ensuring quality results. Today stress, performance and security testing are the most demanded types in software testing outsourcing.
At present 5 main options of software testing outsourcing are available depending on the detected problems with software development:
full outsourcing of the whole palette of software testing & quality assurance operations
realization of complex testing with high resource consumption
prompt resource enlargement of the company by external testing experts
support of existing program products by new releases testing
independent quality audit.
Availability of the effective channels of communication and information sharing is one of the core aspects that allow to guarantee the high quality of testing, being at the same time the main obstacle for outsourcing. Due to this channels software testing outsourcing allows to cut down the number of software defects 3 – 30 times depending on the quality of the legacy system.
Retrieved from "http://en.wikipedia.org/wiki/Software_testing_outsourcing"
The business process outsourcing industry in India refers to the Services Outsourcing Industry in India, catering mainly to Western operations of MNCs (Multinational Corporations).
The sector witnessed considerable activity during 2004–05, including a ramping up of operations by major multinational corporations players and Indian organizations stepped up hiring. The domestic BPO market, catalyzed by demand from the telecommunications and BFSI segments, matched the growth of BPO exports. The market experienced maturity and consolidation, a result of numerous mergers and acquisitions taking place within the sector. There were over 400 companies operating within the Indian BPO space, including captive units (of both MNCs and Indian companies) and third-party services providers. The key enabler for this has been cheaper bandwidth leading to low telecom costs for leased lines and availability of educated English speaking workforce in India. The Indian BPO industry remains on a growth path, emerging as one of the key investment markets in the country.
It is also referred to as Information Technology Enabled Services or ITES, and high end work with specialization is referred to as Knowledge Process Outsourcing or KPO. There are other variants in use such as Legal Process Outsourcing (LPO).
NASSCOM is a chamber of commerce that represents this body and lobbies for it, as well as creates a platform for members to take up common issues. NASSCOM services both the Indian Software and the Indian BPO industry.
Airlines
In the early 1980s several European airlines started using Delhi as a base for back office operations, British Airways being one among them. The BA captive was finally spun off as a separate organization called WNS in the current millennium.
Amex
In the second half of the 1980s, American Express consolidated its JAPAC (Japan and Asia Pacific) back office operations into New Delhi. This center was headed by Raman Roy, and has been a source of several leading names in the Indian BPO Industry.
General Electric
In the 1990s Jack Welch was influenced by K.P. Singh, (A Delhi based realtor) to look at Gurgaon in the NCR region as a base for back office operations. Pramod Bhasin, the India head of G.E. hired Raman Roy and several of his management from American Express to start this enterprise called GECIS (GE Capital International Services). Raman for the first time tried out voice operations out of India, the India operations also was the Beta site for GE Six sigma enterprise. The results made GE ramp up their Indian presence and look at other locations. In 2004 GECIS was spun off as a separate legal entity by GE, called Genpact. GE has retained a 40% stake and sold a 60% stake for $500 million to two equity companies, Oak Hill Capital Partners and General Atlantic Partners.
Third party BPO's
Till G.E most of the work was being done by "captives"- a term used for in house work being done for the parent organization. In 2000 Raman Roy and some team members from GECIS quit , and with VC funding from Chrysalis Capital started Spectramind. At the same time an organization called EXL started in Noida and Efunds started in Mumbai and Gurgaon, and Daksh in Gurgaon. However, recently most of the Indian BPO's even smaller and mid-sized ones are actually setting-up their onshore presence. Most of the serious players are actually improving the outsourced business processes by leveraging on years of experience and now some of them are directly competing with their own older clientbase by marking this transition to KPO 's.
Entry of IT majors
In 2002 Spectramind was bought by software major Wipro, and BPO by then had become mainstream like the IT Industry in India. The team that had setup Spectraming went on to start Quatrro in 2006, a BPO specialising in high end BPO/KPO services. By 2002 all major Indian software organizations were into BPO, including Infosys(Progeon), Inforlinx, HCL, Satyam( Nipuna)and Patni. By 2003 Daksh was bought out by IBM and later in 2006 MphasiS by EDS. Even international 3rd party BPO players like Convergys and Sitel had set up shop in India, swelling the BPO movement to India. Then service arms of organizations like Accenture, IBM, Hewlett Packard, Dell too set up captives in India.
Size of industry
The industry has been very growing rapidly. It grew at a rate of 38% over 2005. For the FY06 financial year the projections is of US$7.2 billion worth of services provided by this industry. The base in terms of headcount being roughly 400,000 people directly employed in this Industry. The global BPO Industry is estimated to be worth 120-150 billion dollars, of this the offshore BPO is estimated to be some US$11.4 billion. India thus has some 5-6% share of the total Industry, but a commanding 63% share of the offshore component. The U.S $7.2 billion also represents some 20% of the IT and BPO Industry which is in total expected to have revenues worth US$36 billion for 2006. The headcount at 400,000 is some 40% of the approximate one million workers estimated to be directly employes in the IT and BPO Sector.
The related Industry dependent on this are Catering, BPO training and recruitment, transport vendors, (home pick up and drops for night shifts being the norm in the industry). Security agencies, Facilities management companies.

Table 1: Global BPO Market by Industry[1]

Industry Percentage (%)
Information Technology 43
Financial Services 17
Communication (Telecom) 16
Consumer Goods/ Services 15
Manufacturing 9
Table 2: Global BPO Market by Geography[1]

Country Percentage (%)
United States
59
Europe
27
Asia-Pacific (incl. Japan)
9
Rest of the World 5
From a PricewaterhouseCoopers survey
Table 4: Size and Growth of BPO in India[1]

Year Size (US$ Bn) Growth Rate (%)
2003 2.8 59
2004 3.9 45.3
2005 5.7 44.4
Table 5: Call Center Employee cost[1]

Country Cost (USD/yr)
USA
19,000
Australia
17,000
Philippines
9,050
India
7,500


An Indian call center


Currently the Indian BPO Industry employs in excess of 245,100 people and another 94,500 jobs are expected to be added during the current financial year (2005-2006) Nearly 75% of US and European multinational companies now use outsourcing or shared services to support their financial functions. 72% of European multinational companies have outsourced financial functions over the past two years.

Additionally, 71% of European companies and 78% US companies plan to use these services in the next 12-24 months. Overall, 29% of US and European companies expect to increase their use of outsourcing of financial functions, with spending expected to be nearly 16% higher than current levels.
Growth in this sector will get a further impetus as Indian BPO companies have robust security practices and emphasis is laid in developing trust with clients on this score. While earlier there were varying quality standards on this aspect, today there is focus on standardization of security, such as data and IP security.

Leading BPO-ITes cities in India
Bengaluru, Chennai, Hyderabad, NCR (New Delhi, Delhi, Gurgaon, Faridabad, NOIDA, Greater Noida, Ghaziabad), Pune, Mumbai are Tier I cities that are leading IT cities in India.
With rising infrastructure costs in these cities, many BPO's are shifting operations to Tier II cities like Mangalore, Mysore, Hubli-Dharwad, Belgaum, Coimbatore, Madurai, Hosur, Nagpur, Kochi, Trivandrum, Chandigarh, Mohali, Panchkula, Kolkata, Ahmedabad, Bhubaneshwar, Jaipur, and Vishakapatnam.
Tier II cities offer lower business process overhead compared to Tier I cities, but may have a less reliable infrastructure system which may hamper dedicated operations. The Government of India in partnership with private infrastructure corporations is working on bringing all around development and providing robust infrastructure all over the nation.

Leading BPO organizations in India
The Dataquest BPO Top 20
AJUBA SOLUTIONS PVT LTD.
Bootstrap Technologies Pvt Ltd.
Genpact
Transworks
IBM Daksh
TCS BPO
Cambridge Solutions
WNS Global Solutions
Wipro BPO
Convergys India
Firstsource Solutions
HCL BPO
Aegis BPO
Infosys BPO
EXL Services
Outsource Partners International
Sutherland Global Services
Sparsh BPO Services Ltd.
vCustomer
HTMT Global
24/7 Customer
Aptara
e2z
MphasiS BPO
Source : dqindia.ciol.com/dqtop20/2007/sas&bpo07/
[edit] Captive
Motorola
Nokia
Option One
Prudential
Principal Financial Group
Reuters
Siemens
Standard Chartered Bank
Tesco
UBS AG
United Health
Yahoo
aMarketForce
Bootstrap Technologies Pvt Ltd.,

Companies Outsourcing to India
This is a list of companies sending work to 3rd parties in India, or having partners to run their centers.[citation needed]
Aetna
Alcoa
Aviva
Barclays
BBC (in planning stages)
Blue Cross and Blue Shield Association
BT Group
Capital One
Cisco
Delta Air Lines
Experian
Helion-prime
Hewitt Associates
HSBC (HSBC Data Processing India Pvt, Ltd)
Mercer
Norwich Union
Verizon
[edit] References
^ a b c d e The Evolution of BPO in India (PDF). PriceWaterHouseCoopers (April 2005).
uhc (united health care)

Hi Sashmita

I appreciate your concern to write such helpful reply.

When I see replies like these, I feel very happy and touched for being part of creating HRLink.in

Good taekcare bye be in touch :-)

Hi Diana
I really appreciate your concern to Sowmya... (at the end of your already long work day!) to write such a lengthy and helpful reply.

When I see replies like these, I feel very happy and touched for being part of creating HRLink.in

Takecare Bye Be in touch keepsmiling:-)