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It’s recruitment time on campuses. How does one decipher the DNA of a good placement interview? What is the dilemma of recruiters and what does it mean for the candidate?
As the placement season in professional colleges heats up, so do does the growing concern of the recruiters about choosing the right fit. Interview process is a defining moment not only for the candidate but also for the corporate. Of the different parameters of evaluating a prospective candidate for a chosen position, the PI (personal Interview), holds paramount significance owing to various reasons:
The last phase of the selection process
Allaying apprehensions on the part of the recruiter for investing – his ROI
The extent of a candidate’s capability to deliver on promises
The cost of a wrong selection is high and the recruiting personnel are held accountable too. The real interview opens up new vistas of learning experience for the recruiters as well the candidates and falls into different phases. Recruiters are constantly on the lookout for candidates with the right attitude, yearning, who will be accountable, capable of shouldering responsibilities, willing to learn and deliver results by sharing the mission and vision of the organisation. Hiring managers synchronically opine that job candidates’ “manners have deteriorated significantly and a high percentage of them are displaying a plethora of bad behaviours.”
Your attitude
What happens is different. ‘Many candidates pretend to share the organisation’s goals and obstinately craft an impression about their sense of commitment during the campus recruitment. But they stumble at the first quarter of their career’, says a head-hunter from Mumbai, who recently recruited from four southern states in the country. Most of those who face such career staggering soon quit, hardly deciding on the next grazing avenue.
Many of the candidates crack the interview code, but not the career code. These syndromes persist transcending the limits and creates a lose-lose situation for the candidate, corporate and also for education institutions. Slated reasons for this premature employee turnover are many. The ostensible reason being attitude of the new generation, including inflated ego, inability in assessing one’s potential, inadequate self-awareness, lack of proper training, guidance from mentors, unrealistic corporate expectations and a labyrinth of similar issues. Subsequently, interview trainers come up with new formulae for cracking upcoming interviews and the vicious cycle continues. Recruiting managers these days prefer graduates to post graduates for the obvious reason that they can be hired for their attitude and trained for their skills notwithstanding the cliché.
However, the personal interview continues to be a major phase in evaluating a prospective candidate for a chosen position. The recruiters make a final decision on the selection of the candidate invariably after the personal interview. An expert interview panel can easily evaluate the candidate and decide if it is worth investing on the candidate in tune with the organisational ethos.
Everyone undergoing the recruitment process is familiar with interview techniques. This familiarity ranges from a set of readymade FAQs to advanced questions prepared for parroting in the T-20 format. An often ignored fact by candidates at this stage is recruiter’s expertise for deciphering the employability of the candidate which surpasses a set of questions and answers. Placement interview is a platform and a type of formal communication in general and employment related communication in particular, where the candidate markets himself and gets assured of his selling points. Mostly, these selling points are skill sets in the form of communication, team working, problem-solving and the technical skills. Of late, it is well acknowledged that employers are looking for more than mere technical skills and knowledge, a degree provides. Hence job applicants who ‘willingly’ demonstrate that they are adept at effective communication, team making, good at problem-solving, along with corporate adaptability have the real advantage. But, the hard truth is that a skilful interviewer, can unmask the pretensions unless the allured attributes are demonstrated convincingly, which requires systemic modulation of the personality.
Hence, the big question each candidate should ask himself is: Why should I apply? The least acceptable, but the oft-repeated answers are: brand name, reputation, glamour of the designation, peer pressure, parental coercion, mere liking and compulsion from the college. But if the candidate rummages his mind to know if he fits the bill, then these answers can be enablers or drivers when applying. To put it specifically, the candidate should question himself ruthlessly by asking, How will I fit in? Can I really do the job? Can I find a way for differentiating myself? and What are the alternatives available? It is the company of my preference, but am I their kind of person?
Secondly, it is fundamental that the candidate is expected to know the recruiter, their requirement, the trends in the sector, the recruiter expectations, etc. Recently a leading South-based Private Sector Bank interviewed 210 candidates and finally had to be content with only a handful of them. Candidates should also know the basic set of skills and terminology with each domain and be proficient in at least the relevant areas. These are necessary but not sufficient to navigate an interview.
Effective communication
These days job seekers are aware that prime importance is given to communication but they are little aware of the nuances of effective communication. For some it is the exhibition of verbal jugglery, for others it is concealing the real self and for yet another lot it is the use of fillers. What is required is speaking with conviction, clarity, straightforward language and tone supplementing with non-verbal cues. A candidate who succeeds in convincing the board of his personality which comprises the attitude, behaviour, confidence, competence and courage gets the right reward in the form of the aspired job. A clear mind that displays the inner urge to unlearn, learn and relearn devoid of all apprehensions about oneself and the opposite entity enables one to assure himself a stay of longer duration and trust in an organisation.
Prospective candidates should also understand that once the initial round of firing is over and the candidate emerges unhurt, it is then his turn to steer the process. Interviewers will only be happy to let go of the steering wheel at the hands of a genuine and worthy candidate. This provides him an opportunity to chariot the limits of visualizing his prospective role and his designs of delivering his responsibilities. The diligence with which the dialogue progresses, determines the success of both the proponents.
The more the round of interviews the stronger will be the strengthening of ties by improving the chances of mutual acceptance.
Source : Hindu
| Allahabad Bank | Indian Bank |
| Andhra Bank | Indian Overseas Bank |
| Bank of Baroda | Oriental Bank of Commerce |
| Bank of India | Punjab National Bank |
| Bank of Maharashtra | Punjab & Sind Bank |
| Canara Bank | Syndicate Bank |
| Central Bank of India | UCO Bank |
| Corporation Bank | Union Bank of India |
| Dena Bank | United Bank of India |
| IDBI Bank | Vijaya Bank |
| Start date for Online Registration | 10-01-2013 |
| Online Payment of Application Fees | 10-01-2013 to 28-01-2013 |
| Offline Payment of Application Fees | 12-01-2013 to 01-02-2013 |
| Last date for Online Registration | 28-01-2013 |
| Download of Call letter for Examination | After 06-03-2013 |
| Date of Online Examination (Tentative) | 16-03-2013 or 17-03-2013 |
| SL.No | OCCASION/FESTIVAL | DATE | DAY | SAKA-ERA |
| 1 | SANKRANTHI/PONGAL | 14-01-2013 | MONDAY | PAUSHA 24 - 1934 |
| 2 | MILAD-UN-NABI/ID-E-MILAD | 25-01-2013 | FRIDAY | MAGHA 05 - 1934 |
| 3 | REPUBLIC DAY | 26-01-2013 | SATURDAY | MAGHA 06 - 1934 |
| 4 | HOLI | 27-03-2013 | WEDNESDAY | CHAITRA 06 – 1935 |
| 5 | GOOD FRIDAY | 29-03-2013 | FRIDAY | CHAITRA 08 – 1935 |
| 6 | BABU JAGJIVAN RAM’S BIRTHDAY |
05-04-2013 | FRIDAY | CHAITRA 15 – 1935 |
| 7 | UGADI | 11-04-2013 | THURSDAY | CHAITRA 21 – 1935 |
| 8 | SRI RAMA NAVAMI | 19-04-2013 | FRIDAY | CHAITRA 29 - 1935 |
| 9 | RAMZAN (ID-UL-FITR) | 09-08-2013 | FRIDAY | SRAVANA 18 – 1935 |
| 10 | INDEPENDENCE DAY | 15-08-2013 | THURSDAY | SRAVANA 24 – 1935 |
| 11 | SRI KRISHNASHTAMI | 29-08-2013 | THURSDAY | BHADRA 07 – 1935 |
| 12 | VINAYAKA CHAVITHI | 09-09-2013 | MONDAY | BHADRA 18 – 1935 |
| 13 | GANDHI JAYANTHI | 02-10-2013 | WEDNESDAY | ASVINA 10 – 1935 |
| 14 | VIJAYA DASAMI/ DUSSEHRA |
14-10-2013 | MONDAY | ASVINA 22 - 1935 |
| 15 | BAKRID (ID-UL-ZUHA) | 16-10-2013 | WEDNESDAY | ASVINA 24 – 1935 |
| 16 | DEEPAVALI | 02-11-2013 | SATURDAY | KARTIKA 11 – 1935 |
| 17 | MUHARRAM | 14-11-2013 | THURSDAY | KARTIKA 23 - 1935 |
| 18 | CHRISTMAS | 25-12-2013 | WEDNESDAY | PAUSHA 04 - 1935 |
| SL.No | OCCASION/FESTIVAL | DATE | DAY | SAKA-ERA |
| 1 | BHOGI | 13-01-2013 | SUNDAY | PAUSHA 23 – 1934 |
| 2 | MAHA SHIVARATRI | 10-03-2013 | SUNDAY | PHALGUNA 19- 1934 |
| 3 | DR.B.R.AMBEDKAR’S BIRTHDAY |
14-04-2013 | SUNDAY | CHAITRA 24 – 1935 |
| 4 | DURGASHTAMI | 12-10-2013 | 2ndSATURDAY | ASVINA 20 – 1935 |
| SL.No | OCCASION/FESTIVAL | DATE | DAY | SAKA-ERA |
| 1 | NEW YEAR’S DAY | 01.01.2013 | TUESDAY | PAUSHA 11 - 1934 |
| 2 | ARBAYEEN | 03.01.2013 | THURSDAY | PAUSHA 13 – 1934 |
| 3 | KANUMU | 15.01.2013 | TUESDAY | PAUSHA 25 - 1934 |
| 4 | SRI PANCHAMI | 14.02.2013 | THURSDAY | MAGHA 25 – 1934 |
| 5 | YAZ DAHUM SHAREEF | 21.02.2013 | THURSDAY | PHALGUNA 02 – 1934 |
| 6 | MAHAVEER JAYANTHI | 24.04.2013 | WEDNESDAY | VAISAKHA 04 – 1935 |
| 7 | BASAVA JAYANTHI | 13.05.2013 | MONDAY | VAISAKHA 23 – 1935 |
| 8 | BIRTHDAY OF HAZRATH ALI |
24.05.2013 | FRIDAY | JYAISHTHA 03 – 1935 |
| 9 | BUDDHA PURNIMA | 25.05.2013 | SATURDAY | JYAISTA 04 - 1935 |
| 10 | SHAB-E-MERAJ | 07.06.2013 | FRIDAY | JYAISTA 17 – 1935 |
| 11 | SHAB-E-BARATH | 25.06.2013 | TUESDAY | ASHADA 04 – 1935 |
| 12 | RATHA YATHRA | 10.07.2013 | WEDNESDAY | ASHADA 19 – 1935 |
| 13 | JUMAT-UL-VIDA | 02.08.2013 | FRIDAY | SRAVANA 11 – 1935 |
| 14 | SHAB-E-QADAR | 05.08.2013 | MONDAY | SRAVANA 14 - 1935 |
| 15 | VARALAKSHMI VRATHAM | 16.08.2013 | FRIDAY | SRAVANA 25 – 1935 |
| 16 | SRAVANA PURNIMA / RAKHI PURNIMA |
20.08.2013 | TUESDAY | SRAVANA 29 – 1935 |
| 17 | MAHALAYA AMAVASYA | 04.10.2013 | FRIDAY | ASVINA 12 – 1935 |
| 18 | EID-E-GADEER | 24.10.2013 | THURSDAY | KARTIKA 02 - 1935 |
| 19 | 9TH MUHARRAM | 13.11.2013 | WEDNESDAY | KARTIKA 22 – 1935 |
| 20 | KARTHIKA PURNIMA | 16.11.2013 | SATURDAY | KARTIKA 25 - 1935 |
| 21 | ARBAYEEN | 23.12.2013 | MONDAY | PAUSHA 02 - 1935 |
| 22 | CHRISTMAS EVE | 24.12.2013 | TUESDAY | PAUSHA 03 - 1935 |
| 23 | BOXING DAY | 26.12.2013 | THURSDAY | PAUSHA 05 - 1935 |
| SL.No | OCCASION/FESTIVAL | DATE | DAY | SAKA-ERA |
| 1 | PARSI NEW YEAR’S DAY | 18.08.2013 | SUNDAY | SRAVANA 27 – 1935 |
| 2 | MAHARNAVAMI | 13.10.2013 | SUNDAY | ASVINA 21 - 1935 |
| 3 | GURUNANAK JAYANTHI | 17.11.2013 | SUNDAY | KARTIKA 26 - 1935 |
S.No
Type of Exam
Exam Date Issue of Exam Notification
Declaration of Results/Marks
1st Phase Counselling 2nd Phase Counselling Commencement of Class Work Last Date For Admissions 1 EAMCET 10.05.2013
(FRIDAY)1st week of February 2nd June June 17-30
June 25-30July 8-11
July 25-30August 1 August 14 2 ICET 17.05.2013
(FRIDAY)2nd week of
February31st May June 08-20 July 5-8 August 1 August 14 3 ECET 20.05.2013
(MONDAY)1st week of February 28th May June 20-26 July 10-15 July 1 July 30 4 EdCET 03.06.2013
(MONDAY)1st week of March 21st June June 29-July 07 August 1-6 July 29 August 31 5 LAWCET&
PGLCET06.06.2013
(THURSDAY)Last week of
February16th June July 18-22 August 7-9 July 29 August 31 6 PECET FROM
02.05.2013Last week of
February15th June July 10-12 July 28-29 July 22 August 31 7 PGECET 22.05.2013
to
25.05.2013Last week of
February5th June June 16-28 July 13-17 August 1 August 14
Where does one get job-ready entry-level talent? That's a question that has been bothering companies across industries now. The issue assumes significance as companies are spending more time on training entry-level talent to make them job ready. At times, even after three-six months of training, skill gaps have been noted. In a country where graduates are passing out in greater numbers each year, companies say this has nothing to do with the numbers, but skill-sets.
While this has been more pronounced in sectors like IT, specialized sectors such as pharmaceuticals have also started facing a dearth of talent even as they chalk out their expansion plans. The situation has sprung up an opportunity for a new set of entrepreneurs to train students in specific skill-sets while they are still in college. However, with no real solution in sight, companies are left with no option but to invest large sums in training. Pharma company Lupin spends Rs 25,000 on every employee, while Hexaware Technologies spends Rs 30,000 per head every year. "All good pharmaceutical companies are growing, so there is a big need for talent in this industry. Most large companies are in expansion mode and are setting up new plants. Being a research-intensive industry, there is a need for more technically skilled and knowledge workers. India does not have a shortage of people. But there is an acute shortage of good, employable and industry-ready people," said Divakar Kaza, president, human resources, Lupin.
Pharma companies historically have hired people from science and pharmacy backgrounds and less of engineers. On the supply side, the universities churn out a large number of graduates and post graduates in science and pharmacy but very few of them are employable. "While the absolute numbers look encouraging , industry-ready candidates with the required life skills and technical competence are very low. Therefore, companies end up investing heavily in technical training and life skills centers... almost like parallel universities to make already educated people industry ready," said Kaza.
Lupin hires around 2,000 freshers every year in domestic sales, manufacturing and research. Every year, a 1,000 people go through a training programme for two weeks at its residential training centre in Lonavala. The programme lasts for two weeks and is mandatory for every new recruit before they get on to their jobs. The training in Lonavala is followed up by another two-three weeks of on-the-job training at the manufacturing plants. "We spend Rs 25,000 on every employee, almost equivalent to a fresher's two months salary ," said Kaza.
The IT industry faces a similar problem. Hexaware Technologies runs a two-month foundation training programme (FTP) for freshers . The first month involves training in certain basic software skills, while the second month has a specific training programme. "We spend Rs 30,000 per head every year," said Deependra Chumble, chief people officer of the company, which inducted 800 odd freshers in 2011.
Chumble said the company engages with colleges on the kind of curriculum that is required to be introduced to ensure students are job-ready when they pass out, but experts believe the problem is larger than that. PurpleLeap, a Pearson Educomp Company, which specialises in providing 'ready to deploy' entry-level talent to the IT industry in particular , works within college premises to train students with specific skills to enhance their employability.
"Even in a bad year, IT companies are talking about hiring in large numbers. But there are deficits in skill gaps. At one of our clients, even nine months of training was not enough to bridge the gap in skills. Fresh hiring has grown nearly three times for the IT industry. Five years ago, companies used to hire from the top 10 institutes. Where are the additional employable people going to come from? With growing demand for people, companies have no choice now but to dip deeper into the source of talent pool. From 90 percentiles, companies are now hiring 70 percentiles. That's where the problem arises in skill gaps," said Amit Bansal, CEO, PurpleLeap .
Besides the curriculum, experts also believe that the problem lies in the manner in which internships are framed. "We need to have longer internships during an MBA. We currently have 1.5-2 months' summer internship, while in European business schools it's longer at about two six-month internships. Another thing that needs to change is that Indian business schools are driven more by theory and real life is very different," said Tulika Tripathi, managing director, Michael Page in India, a specialist recruitment firm.
Tripathi believes companies should invest more on providing live projects to MBA students, where currently little attention is paid to career management.
Source : TOI
Infosys is changing course in its India business to focus more on deals from corporations rather than government, which now contributes about 90% to the company's revenue in its home market.
The government takes a long time to finalise contracts and implementation cycles are long, adding to the pressure on Infosys, which is looking to make up for project delays and cancellations in its main markets — the US and Europe — from where it earns about 85% of its income.
"We have sufficient government business in our India order book and deal pipeline to keep the momentum going for at least a year," said V Balakrishnan, a director on Infosys overseeing the India business, the BPO unit and banking product Finacle.
"So, we believe this is a good time to reorient ourselves and aim for greater share of private sector work." ET reported in September that government technology projects worth several thousands crore of rupees had stalled as bureaucrats delayed signing off on spending decisions, fearing scrutiny in the wake of several corruption scandals during the year.
A late entrant to India's $10-billion (Rs 55,000 crore) IT services market, Bangalore-based Infosys faces stiff competition from early movers in the space such as IBM, Tata Consultancy Services and Wipro.
Infosys gets 1.9% of its $7 billion sales or about $135 million (Rs 740 crore), in annual revenue from India, compared with larger rival TCS, which gets 7.5% of its $10.8 billion revenue, or $810 million.
Balakrishnan said Infosys sees opportunities in energy and utilities, besides the telecommunications and retail sectors, where the company has begun working with some of the large players.
Balakrishnan, who was Infosys's chief financial officer until recently, stepped down in October to make way for younger colleague Rajiv Bansal. At that time, co-founder and chairman emeritus NR Narayana Murthy had said the board would consider Balakrishnan along with other contenders for the role of chief executive in early 2015 when SD Shibulal retires.
Manish Bahl, vice-president and country manager at Forrester, said with a general election due in 2014, it is unlikely that government will announce any more big projects and would likely go cautious on technology spending decisions.
While the effort to diversify its revenue portfolio in India may be a good move, analysts said Infosys still needs to get a few things right to successfully compete in the local market.
"Infosys needs to ensure the ability to deliver solutions at competitive price points, besides investing in building a mature network of partners," said Milan Sheth, partner at technology advisory Ernst & Young, adding the company should also cater to small and medium businesses.
"Competitors like IBM have their networks spanning into tier II and tier III cities, giving them a wider reach." And competition is only going to increase as more companies that earlier focussed on outsourced work from the US and Europe look for alternative markets to support growth. "We believe IT services companies will get more aggressive on domestic deals even if they come at lower margins, in order to support growth," said Bahl of Forrester.
Source : TOI