Initial G&W recruitment Cycle Training 3

Recruitment Processes

organisation details

For Grey & White, it is YOU, our clients, whose interests come FIRST.
Grey & White is dedicated to serve YOU, our existing and prospective clients.
We believe it is YOU why we exist and It is YOU who drive us towards our goals.

Grey & White HR Consultants Pvt. Limited (CIN NO: U74999MH2014PTC256904), the
erstwhile Human Capital Corporation, is one the fastest growing HR service provider
today. Grey & White or G&W has already created its footprints in hiring right talents for
its clients in Middle East, Japan, Australia and South Africa. In our journey of 9 years,
G&W has already created its strong positioning in Hiring and Search services in various
industrial domains. Our clients range from Multinational companies, Indian Conglomer-
ates and Multinationals to emerging and aspiring companies in various domains. For
G&W, our clients are those who we serve. That means, the professionals we hire and
the organizations we hire for. We at G&W, are proud that we are trusted by all our
clients because we are passionate, ethical and systematic.
Our approach is professional yet personal, we are oriented by processes but follow an
agile management approach to ensure customized servicing at any point in time. G&W
brings an unique blend of energy and experience, innovation and maturity for the
clients. Our vision is to become a global player in HR services and at the same time we
are always guided by our purpose of Adding Values to lives: Be it to the lifecycle of a
business or to an individual in terms of realizing the career dreams.
As Brian Tracy said “As a business owner or manager, you know that hiring the wrong
person is the most costly mistake you can make”.
Here comes our partnership with our client organizations to ensure that we find out the
best talent pool, be it through conventional hiring practices or through Recruitment
Process Outsourcing or through our consulting services towards streamlining Recruit-
ment process of our clients’ businesses. We believe knowledge is the key to grow an
organization and hence our operations are empowered by constant research and en-
deavors of creating environment of learning.

WHY US & OUR VALUES

CONTINUAL IMPROVEMENT CLIENT CENTRICITY

Improvement in our teams skill set to Maintain committed performance
reduce hiring risks. levels in terms of response time,
Incorporating technology in pro le tment & budget adherence.
service delivery, ERP & CRM. Be a market intelligence provider for
Upgrading & providing value added clients for human capital.
services. Adherence to agreed SLAs.
Benchmarking internal practices Ensuring constant communication
against Global Best Practises. as an interface between client and
candidate till joining.

EXPERIENCE & TEAM STRENGTH

More than a decade of experience in Executive Search and Recruitment
2000+ Professionals Placed Pan India
Over a lakh screened resumes in our ERP
15000+ relevant contacts in LinkedIn
TEAM comprises :
Engineers & management graduates (Researchers & Assessors)
Experts having experience accros various Industrial sectors on client servicing
side as well as client side

MISSION : DELIGHTED AND HAPPY CLIENTS

R ESP E CT

Research Engagement Social Passion Ethics Client Teamwork

orientation Responsibility Satisfaction

What All shall understand

There is a price to pay when companies adopt
Cost per Hire as the driver in staffing instead of
Quality of Hire .

The downside of using Cost per Hire as a means
of performance measurement is that it equates
to more

Hiring mistakes, largely ignores a candidate’s
impact on the bottom line, and fails to measure
the quality and fitment of the candidate to meet
the Performance
Objectives of the key position and the candi-
date’s impact on your bottom line.

Amazing Fact where new Hires fail?

“THE STUDY FOUND THAT

26% OF NEW HIRES FAIL BECAUSE THEY
CAN’T ACCEPT FEEDBACK,
23% BECAUSE THEY’RE UNABLE TO UNDER-
STAND AND MANAGE EMOTIONS,
17% BECAUSE THEY LACK THE NECESSARY
MOTIVATION TO EXCEL,
15% BECAUSE THEY HAVE THE WRONG TEM-
PERAMENT FOR THE JOB, AND
ONLY 11% BECAUSE THEY LACK THE NECESSARY
TECHNICAL SKILLS.”

Amazing Factwhere new Hires fail?

“46% OF NEWLY-HIRED EMPLOYEES WILL FAIL
WITHIN 18 MONTHS, WHILE “ONLY 19%” WILL ACHIEVE

UNEQUIVOCAL SUCCESS.

BUT CONTRARY TO POPULAR BELIEF, TECHNICAL SKILLS ARE
NOT THE PRIMARY REASON WHY NEW
HIRES FAIL; INSTEAD, POOR INTERPERSONAL SKILLS DOMI-
NATE THE LIST.”

WHILE THE FAILURE RATE FOR NEW HIRES IS DISTRESSING, IT
SHOULD NOT BE SURPRISING.

82% OF MANAGERS REPORTED THAT IN RETROSPEC-
TION, THEIR INTERVIEW PROCESS WITH THESE
EMPLOYEES ELICITED SUBTLE CLUES THAT THEY
WOULD BE HEADED FOR TROUBLE.

Why Companies Outsource Recruitment

MARKET INTELLIGENCE

SPECIALIST EXPERIENCE OF END TO
END RECRUITMENT CYCLE

EXPERTISE IN PICKING UP THE BEST
FITMENT

KNOWLEDGE OF THE INDUSTRY
(NOT ONLY PEOPLE BUT ALSO
OPERATIONS/ PROCESSES )

Why Companies Outsource Recruitment

WHAT DO YOU DO WHEN YOU MEET UP WITH AN ACCIDENT AND
YOUR LEG GETS FRACTURED ?

OPTIONS:
I VISIT A GENERAL PHYSICIAN , QUALIFIED MBBS, WHO KNOWS
MEDICAL SCIENCE AS A GENERALIST
I VISIT AN ORTHOPEDIC, SPECIALISED IN SURGERY AND MEDI-
CINE FOR BONES

AN EXECUTIVE SEARCH SPECIALIST/ CONSULTANT IS AN EXPERT , A
SPECIALIST IN HIRING IN THE SCIENCE AND ART OF HUMAN RE-
SOURCE MANAGEMENT. THEY ARE ABOVE GENERALISTS !

RECRUITMENT NEEDS : WHEN ARISE
FROM AN EMPLOYER

PLANNED, EXPANSION OR GROWTH BASED: I.E. THE

NEEDS ARISING FROM CHANGES IN ORGANIZATION AND RETIREMENT
POLICY.

ANTICIPATED OR INTERNAL STRUCTURE CHANGES OR
LOCATION SHIFTING :

ANTICIPATED NEEDS ARE THOSE MOVEMENTS IN PERSONNEL, WHICH
AN ORGANIZATION CAN PREDICT BY STUDYING TRENDS IN INTERNAL
AND EXTERNAL ENVIRONMENT.

UNEXPECTED: RESIGNATION, DEATHS, ACCIDENTS, ILLNESS

GIVING RISE TO UNEXPECTED NEEDS.

OUR DELIVERABLES

FAST RESPONSE
GREAT CONTACTS & NETWORKS AMONG PROFESSIONALS
IMPROVED ATTRACTION AND RECRUITMENT STRATEGIES
PROFESSIONAL JOB DESCRIPTIONS
PROFESSIONAL ASSESSMENTS
80% FITMENT
COST / BUDGET CONTROL
INDUSTRY INTELLIGENCE
BACK-UP (QUICK) IN CASE OF DECLINATION OF OFFERS

TYPICAL STAGES OF RECRUITMENT

client

on-going coaching/ SUCCESFUL sourcing/developing
development of employee PLACEMENT candidate pool
CONFIRMATION OF
PLACEMENT
OPTIONAL CLIENT
INTERVIEW & SITE TOUR

PRE-PROJECT ORIENTATION
EVALUATION

REFERENCE CHECKING

BEHAVIOURAL BASED INTERVIEW

TESTING & EVALUATION

PRE-SCREEN(PHONE OR WEB)

CANDIDATE GENERATION

ANALYSIS OF POSITIONS & REQUIREMENTS

processing/sourcing
of candidates

process

DEFING THE RECRUITMENT TAPPING THE TARGET GROUP facilitating the
POSITION job sites on broading process
REQUIRMENT direct
internal reference joining
planning e recruitment system
defining the process CAMPUS
setting the time frames
selection process
screening
predictive index
preliminary interview
CAMPUS

FINAL STEP
FINAL INTERVIEW
REFERENCE CHECK
OFFER
MEDICAL CHECKUP

JOB DESCRIPTION

AS THE HEADING SAYS THE BRIEF DETAIL ABOUT THE JOB ITSELF
WHAT NEED TO BE PERFORMED NOT THE JOB HOLDER.

IT SPECIFIES

THE GENERAL DESCRIPTIVE OF AROUND THE JOB
THE RESPONSIBILITIES
WHOM TO REPORT
WHERE TO PERFORM
WHAT TO PERFORM
REMUNERATION
WORK HOURS, ETC.

JOB DESCRIPTION SHOULD BE SIMPLE
JOB DESCRIPTION SHOULD NOT OVERSTATE OR EXAGGERATE
JOB DESCRIPTION SHOULD BE PRODUCED JOINTLY AND AGREED;
CONFIDENTIALITY MAINTAINED

Recruitment Processes

HEADHUNT AND NETWORK !!!!

HISTORY OF SOURCING TOOLS

- Want Ads - Want Ads - Want Ads - Want Ads
- Cold Calling - Cold Calling - Cold Calling - Cold Calling
- Resume on File - Resume on File - Resume on File - Resume on File

- Internet Job Boards - Internet Job Boards - Internet Job Boards
- Resume Databases
- Resume Databases - Resume Databases
- Chat Rooms
- ATS - Chat Rooms - Chat Rooms

- ATS - ATS

- Advanced Internet - Advanced Internet
Search Tactics Search Tactics
- Proliferation of - Proliferation of

Niche Job Boards Niche Job Boards

- Web 2.0 Tools
- Social Networks

- Micro sites
- Texting, Twitter, etc.

MARKET RESEARCH

CREATE KNOWLEDGE, THROUGH INFORMA-
TION, DATABASE !

Knowledge is a process of piling up facts;
wisdom lies in their simplification."�

Hence “simplify” and “apply” Knowledge

Headhunting – Why and When

Quality of CVs – Conversion Ratio is
higher
Niche Skills requirements And When
competition stiff – When requirement
is very specific
Lead time less
Strengthen Database
To target candidates who otherwise
may not apply
Client confidence on YOU

You can be a good Headhunter

If you have/are –
Knowledge
Common Sense in abundance
Perseverance
Organized
Creative
Good Networking skills
Confident

Knowledge

Client’s Requirement
Client’s Business
Client’s Industry
Target company
People
Projects
Processes

Use Common Sense

Am I tapping the right industry, the
right people at the right time at the right place?
Am I introducing myself in the right manner
Am I using the right words while making these
calls?
Am I closing the conversation at the right time?
Am I asking right and to-the-point questions?

Organized

Do I document the relevant details after every call I
make Important names and nos. etc.

Do I document the research findings for future
reference.

Am I able to retrieve the information whenever I
need them

Good networking skills

Establishing relationships with other professionals.

Join associations, talk to new people, talk to people
you know, and to people they know.

In case, you cannot network openly do it with dis-
cretion, but do network!

Remember, just because you've interacted with
someone once does not mean that you're network-
ing job is done. You must keep the communication
open on a continual basis.

Perseverance

"WE ARE TOLD THAT TALENT CREATES ITS OWN OP-
PORTUNITIES.
BUT IT SOMETIMES SEEMS THAT INTENSE DESIRE
CREATES NOT ONLY ITS OWN OPPORTUNITIES, BUT
ITS OWN TALENTS.“

Map and identify similar companies

Understand client requirement/company

Take ideas from client about head-hunting prospects / related
industries.

Brainstorm and note down similar companies in the same line of
business.

Search Internet for better understanding.

Talk with colleagues about similar past requirements.

List down all similar companies with phone numbers in an excel
sheet

Talent Mapping

What is Talent Mapping? The Human Capital
“Who is where” Talent/Competencies
“Who knows what” Talent Tracking
“Who joined whom (client)”

Talent Mapping Process

Step1 - Detail research about the client company
Step2 - Detail understanding of the JD
Step 3 - Identifying target sectors or target companies

Pitching a Candidate

Step 1: Generating interest in the client's organization
Step 2: Generating interest in job profile
Step 3: Generate interest in compensation & benefiTT

Result A: Candidate acknowledges interest

Step 4: Brief interview - validate key skills & experience

required

Step 5: Schedule onsite interview with Human Resource

Department – stress importance of being on-time & to
call at least a day in advance to re-schedule

Generating Interest !

Rehearse: Great Marketers understand how overwhelmingly import-
ant it is to persuade and put a huge amount of effort into each
speech. They put in the hours to rehearse and revise each speech,
their delivery will be so smooth, natural and relaxed, it could sound
ad-libbed.

You have to at least rehearse once or twice before you start pitching,
even great communicators do that, as its not the communication
skill, the content, the salient selling points that makes the conversa-
tion interesting to crack a deal !

Tell a Story: To Convince share experience / stories/ happenings/
incidents

Keep it Simple: You don’t need to always indulge into corpo-
rate-speak. Simple but effective. That’s what we strive for. No convo-
luted language. Make direct statements that people can remember.”

Pitch Dialogue has to have very strong selling
points

Generating Interest in Job Profile !

My voice is my Persona !

Motive:  In every speech, the object is to motivate. He always fo-
cused to know what we want to accomplish with each par-
ticular target audience, that’s our candidate. The point we
want to make, the behavior we want to influence, the ac-
tions we want them to take…will happen if we know our
target Audience VERY VERY WELL 

Why The person might have put his CV in Portals ?
Why even the person would even lend his years ?
Where does he hail from ? Where is his family located ?
What’s his career growth so far ? How fast..how slow, where
his peers are today ?
Is he stuck in his career ? Designation, money, location, pro-
file ??
Does he feel he has been undervalued in his current organi-
zation?
When was promoted last time?
Is he happy with his team and boss ?

CALLS FOR A BACKGROUND RESEARCH!!!!!!!!
EACH CANDIDATE WILL REQUIRE A DIFFERENT PITCHING
DIALOGUE, AS EACH CANDIDATE AS A PRODUCT IS
DIFFERENT

Step2: Generating Interest In Company Profile

As a Specialist we shall know our client organisation very
well, AGAIN IT CALLS FOR RESEARCH, INFORMATION
TRACKING AND UPDATION

EXAMPLES:
Which all initiatives the organisation has taken in the recent
past , in terms of expansion / restructuring ?

Major Achievements of the organisation in the recent past ?

Any New Honcho joining the organisation as a strategic
Head ?

What do employees say about work culture of organisation ?

In competition where the organisation have climbed ?

Which all employee pro benefits the organisation provides?

What is position of the organisation in terms if ethical stan-
dards in the market ?

Step3 : Generate Interest In Comp- Benefits

The position offers very competitive compensation and ben-
efits compared to leading players in the industry.

The offer will give full consideration to your skill and experi-
ence, and your ability

Even if the person is demanded to come on the same pack-
age, one has to understand the breakup and guide the can-
didate in case he has some raise in the calculations

Step 4: Screening

ONE OF THE MOST IMPORTANT FACT WHY
CLIENT CALLS YOU A “CONSULTANT” AND
PAY FEES !

technical
coMpetences
BEHAVIOURAL
coMpetences
CONTEXTUAL
coMpetences

Step 4: Elements of Screening

VERY IMPORTANT IS TO VERIFY THE
INFORMATION ON RESUME

Is there any gap in his years of passing out ?
Is there any year difference in employment history?
Appearing in MBA : Has he passed out right now ?
Has he been promoted recently?
Is he in the same organisation mentioned?
as he mentioned his age ? (If is a criteria)
Has he narrated roles in each organisation or the roles
are mere copy paste ?

DETERMINE HIS LEVEL OF INTEREST IN CHANGING

GIVE HIM SOME CONFIDENCE THAT YOU KNOW
ABOUT THE INDUSTRY AND ITS CURRENT STATUS

Step 4: Elements of Screening

OPEN THE FUNNEL ASK OPEN-DIRECT
QUESTIONS (YOU ALL KNOW !)

What is your current role ?
What are the challenges in your current role?
Which is major significant achievement so far?
What do you like about your present organisation the
most?
What is career aspiration for next 3 years and long
term?
Why Looking for Change ?

Step 4: Elements of Screening

NARROW THE FUNNEL

Whom do you report to ?
Do you handle a Team , how big ?
What's your KRA for the current year?
How much revenue have you contributed individually
and through the team?
Have you been awarded for your performance anytime
recently?
Who has cracked the biggest deal recently?

GAUGE INTERPERSONAL SKILLS

I know your senior XYZ, is he a good performer ?
I heard you do better than him ?
Is he good to report to ?
These days your organisation XYZ isnt really making
news, any problem internally, high attrition level...why?

Step 4: Elements of Screening

NARROW THE FUNNEL

Whom do you report to ?

Do you handle a Team , how big ?

What's your KRA for the current year?

How much revenue have you contributed individually
and through the team?

Have you been awarded for your performance anytime
recently?

Who has cracked the biggest deal recently?

HYPOTHETICALLY GAUGE ANALYITICAL
APTITUDE AND INFORMATION LEVEL

What Do you think, how the market is going to react in
the next quarter?

How do you think International Economic scenario is
going to impact Indian market scenario ?

Step 4: Elements of Screening

GAUGE INTERPERSONAL SKILLS

I know your senior XYZ, is he a good performer ?

I heard you do better than him ?

Is he good to report to ?

These days your organisation XYZ isnt really making
news, any problem internally, high attrition level...why?

Answers if are mostly negative like boss is a stupid, work
culture is bad, management has no focus...may also throw
some light on the personal own performance and interper-
sonal skills

Step4: Schedule onsite interview

To schedule interview:
Tell the candidate ,

CONGRATULATIONS! Your resume has been shortlisted !

You would like to invite him/her in for an interview !!

Don’t push a candidate , Show urgency and monitor response !

Note candidates response to scheduling interview, & his/her eager-
ness for the interview

Take Alternative time slots from clients

Remind the candidate about coming 10 minutes before time

Communicate interview schedule to all interviewing managers in ad-
vance with Resume and feedback

Step6:Feedback and Followups

Ask the candidate, his experience, liking and overall interest after
meeting the client in person !
Ask the client about the short-listing status
Enquire rejection reasons, insist to get them to the extent possible
If Shortlisted, send an immediate CONGRATULATIONS! Mail
If not, send a regret mail, saying the relationship remains and we will
work out future possibilities.
For every feedback from Client, thank the client for feedback !

Negotiation

Is more an Art than a science
Traits Needed in a good negotiator:

Maturity Analytical Skills

Common Sense Empathy

Presence of Mind Patience

Good Numerical Abilities Perseverance

Convincing Ability Confidence

Effective Negotiation

Negotiation Objective/ Specific Goals/ what you want really and
realistically
Identify the “Deal Maker”
Mutual Benefit
Are Majority Interests satisfied?
Identify Break Even , but try to support GOALS of Client Organization
Prepare Before and After
Identify potential Obstacles and ways Around
Learn more about other side’s issues and interests
Produce a constructive negotiation Platform, Use Deal Maker Point-
ers for both the sides
Remember Negotiation is on issues, nothing personal
Earn the image of being trust worthy, ethical and benevolent/
honest
Use Specific and correct information, Numbers
Learn and ACT

Compensation

Fixed Components Flexible Components (TAX EXEMPTED)
Basic (TAXABLE)
House rent ( TAXABLE) Special Allowances/ Reimbursements
Medical
LTA (Annual)
Petrol/ Fuel
Food Coupons
City Allowances

Statutory Components Variable Components

Provident Fund ( 12% Of Basic or
Rs. 780/- from both sides)

Professional Tax
(Rs. 200/-)
Gratuity (after 5 years of
employment; Company pays
to Govt., Govt. pays to employee)

GROSS SALARY PER ANNUM= FIXED COMPONENT PER ANNUM-
\PROVIDENT FUND/ PROFESSIONAL TAX= NET SALARY PER ANNUM
TAKE HOME WILL BE DIFFERENT/

Compensation

Component Taxable Income

Basic Fully taxable
House Rent Allowance Fully taxable
Supplementary allowance Fully taxable
Conveyance Partially exempt
Lunch coupons Fully Exempt
Medical reimbursement Partially exempt
Leave travel allowance Partially exempt
Company’s contribution Partially exempt
towards PF
Telephone reimbursement Fully Exempt
Car reimbursement Fully Exempt
Annual bonus Fully Exempt
Mediclaim contribution Fully Exempt
Gratuity Partially exempt

Compensation

Basic: The basic component of the salary is the actual
compensation for the work and is fully TAXABLE. RANGES
BETWEEN 30-50% OF THE SALARY

House rent allowance: HRA is given to employees to help them

meet the cost of rented accommodation. Tax treatment of HRA is a bit
complicated; three figures need to be computed:
Actual HRA received
Amount by which rent paid exceeds 1/10th of salary (basic + DA)
50% of the salary (basic + DA) if located in Mumbai, Delhi, Kolkata or
Chennai and 40% of salary if located elsewhere
Rs 8,000
Rs 10,000 – (10% of Rs 25,000)
= Rs 7,500
50% of Rs 25,000 = Rs 12,500

The lower of the above three amounts is allowed as a
deduction from the HRA received and the rest is con-
sidered taxable.

Compensation

Supplementary allowance: This allowance is nor-

mally given as an additional benefit to employees and
is fully taxable.

Conveyance: Conveyance allowance is paid to em-

ployees to compensate them for their travel expenses.
It is fully exempt if it is a reimbursement of expenses
incurred for official purposes. If it is given to cover the
employee’s expenses of travelling from residence to
work, it is exempt up to a limit of Rs 800 p.m. and the
rest is taxable.

Lunch coupons: Many employers provide lunch or

lunch coupons to their employees nowadays. These
are fully exempt from tax as long as they are not given
in cash. There is also no limit laid down by law on the
amount that can be paid through such coupons.

Medical reimbursement: Often medical expenses

incurred by the employee or his/her dependants are
reimbursed by the employer. Such reimbursements are
exempt from tax, up to an amount of Rs 15,000 p.a.

Leave travel allowance (LTA): LTA is often given to em-
ployees to reimburse them for expenses incurred on
outstation personal travel. It is exempt from tax up to
the amount actually spent twice in a block of 4 years.

Compensation

Telephone reimbursement: Many employers
reimburse the telephone expenses of their key
employees. Since communications is acknowl-
edged to be an important element in business
today, such reimbursements are fully exempt
from tax subject to submission of actual bills.

Car reimbursement: Any reimbursements
made by the employer in case of use of a car
for official purposes by an employee are fully
exempt from tax.

Annual bonus: This is a popular additional in-
centive given by many employers. It is fully tax-
able. Annual bonus also includes any amounts
given in the form of incentives, commissions,
etc.

Mediclaim contribution: Any premium paid by
the employer on a HEALTH INSURANCE for an
for an employee is fully exempt from tax.

Compensation: Perks and Benefits

Perquisite Tax implication

Rent-free accommodation Taxable
Telephone at residence Exempt
Motor car for personal use Exempt
Club membership Exempt
Refreshments during working Exempt
hours
Subsidised lunch/dinner Exempt
Training expenses Exempt
Holiday home facility Exempt
Awards/presents/rewards Exempt
Expenses on credit cards Exempt

REVIEW PEAPLE RETAIN

/CHANGE MANAGEMENT

Exercise: Salary

Sr.No Component PROVIDE A SALARY
STRUCTURE OF AN EM-
I Basic Salary (A) PLOYEE WHO IS BEING
OFFERED A FIXED GROSS
House Rent Allowance (HRA) CTC OF 24 LACS PER
ANNUM
Children's Education Allowance
HOW MUCH WOULD BE
II Children's Hostel Allowance HIS NET MONTHLY
Transport Allowance SALARY ?

Special Allowance

Food Coupons

Total Monthly Allowances (B)

Medical Reimbursement*

Leave Travel Allowance **

III Car Allowance / Car Lease Rental

Fuel Reimbursement

Drivers Salary Reimbursement / Allowance

Total Reimbursements (C)

v Provident Fund (Company Contribution)

Gratuity

Superannuation Fund Contribution

Total Retirals (E)

Step7:Follow up till candidate joins

Track Resignations
Track Resignation Acceptance.
Track behaviour of the candidate till he joins !
Send him “All very Best! “ mail on joining
Make him feel he had a great experience to switch
over through YOU ! That’s the key to build relations
and networks

Traits Of A Hiring Consultant

Confident
Goal orientated
Good Researcher
Updated
Good interpersonal and communications skills
Good team player
Ability to handle multiple priorities
Tenacity
A problem solver
Ability to work to deadlines and targets
Enjoy responsibility and working in a high-pressure
environment
Good sense of humor  
Persuasiveness and Negotiations

QUALITY : Metrics That Matter Most !!

behavioral consistent
interviewing quality hire&
& structured roi metrics

proactive
recruitment
process design
full lifecycle
management

Reasons of FAILURE….

Job Description Mismatch

The Req. did not accurately describe the needed
skills
The level of the position changed since posting
Through the interviewing process new desired skills
are identified but the posting is not changed
The job description was too vague to accurately judge
proper fit

Screening Mistakes

You were not able to convince the screener
that you were both truly interested in the
position and belong within the “Best Fit”
subgroup

The screener was not properly qualified/in-
formed to screen candidates and eliminated
possible “Best Fit” candidates

THANK YOU