To get into the then world renowned universities like the Takshilla and Nalanda was very difficult as the screening at the gate itself by the guard was so brilliant that the deserving can only enter. Hiring as a HR subsystem should follow those norms so the entrance of the right candidate is only possible. In this competitive world the ability to execute is the key to success and the execution in the organisation is done by people at all the levels therefore hiring the right is most important.
Aspirants candidates
Candidates shortlisted
Catalysts was retained by a large chemical company to set up an end-to-end hiring process. In order to build a plant in the state of Gujarat they required bulk hiring for their Green Field Project.
Although the law entails that a company hires local talent, Gujarat is an industrially developed state which makes it difficult to hire local talent in large numbers. When they approached Catalyst with their requisition, we anticipated the problem and suggested numerous hiring methods – like campus hires – and prepared a detailed induction and training Programme for new joiners. Our suggestion included a list of campuses that would provide the maximum student domiciliary to the state.
We leveraged our network and invited candidates from different institutes. Considering we may run short of eligible candidates; we expanded the criteria from freshers to those with two years of experience.
On the day of the interview, we had roughly 1000 aspirants lined up. They were directed through aptitude and attitude tests, and then shortlisted applicants were batched for group discussions. Of the shortlisted applicants, 250 candidates went on to an interview round conducted by trained recruiters from the Chemical Company and Catalysts.
Our mission was successful by the following evening, offer letters had been sent out and candidates had joined the workplace within a weeks’ time – eager for their first day. They were sent to the Mumbai office for two years of rigorous training to understand the work culture and operations, post which they returned to their home base in Gujarat.
The assignment lasted 30 months during which we continuously monitored the progress through regular interactions with the recruits and their line managers.
