NEW REC RUITER

TRAINING
M ODULE
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Introduction
This training module will provide new
recruiters with a comprehensive overview of
the recruitment process, from sourcing a n d
screening candidates to conducting effective
interviews a n d ensuring a positive onboarding
experience. By the end of this training, you will
be equipped with the knowledge a n d skills to
b e c o m e a successful recruiter, contributing to
the growth a n d s u c c e s s of your organization.

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Introduction to
Recruitm ent
Recruitment is the process of actively seeking out, finding, a n d hiring candidates for a specific
position or job.

W ha t is Recruitm ent? Im porta nce of Role of a Recruiter

Recruitm ent
Rec ruitm ent is the p ro c es s o f Effec tive rec ruitm ent is c ruc ia l Recruiters are responsible for sourcing,
find ing a n d attracting qualified o
forg
r a niza tio na l s uc c es s , a s it ens ures screening, a n d selecting the best
fill o p en to p o s itio ns
candidates within an tha t the rig ht p eo p le a re in the candidates, while also providing a
organization. ro
rigles
ht , d riving p ro d uc tivity a nd positive candidate experience
inno va tio n throughout the process.
.
The Popula r Job
Porta ls
01 Naukri.com 06 Indeed India

02 M ons ter India 07 Apna

0 S hine.com 08 W ork India

3

04 Tim es Jo b s

05 LinkedIn
 Industries We Served

Telecom Banking and

Finanace

E-commerce
IT/ITES/BPO

Hospitality Insurance

NGO-Free Services Reta i

l

Rea l Esta te Education

We work in all these industries, but currently,
we are focusing mostly on Banking a n d
Finance, Insurance, a n d Retail.
BFSI - Banking, Financial Services, a n d
Insurance NBFC - Non-Banking Financial
Company
Unders ta nding the Recruitm ent
Proces
The s process is like finding the right puzzle piece for a
recruitment picture. First, the c o m p a n y
figures out what kind of piece it needs. Then, it looks in different places to find that piece, like
job websites or asking friends. Once it finds s o m e potential pieces, it checks if they fit by
looking at their skills a n d experience. Finally, it picks the best piece a n d a d d s it to the picture,
making the team stronger.
 Sourcing
Identifying and attracting
qualified candidates
thro ug h va rio us channels,
s u c h a s job boards, Screening
s o c ia l m ed ia , a nd
em p lo yee referrals. Identifying and attracting
qualified candidates
Interviewing thro ug h va rio us channels,
s u c h a s job boards,
Eng a g ing c a nd id a tes in s o c ia l m ed ia , a nd
structured interviews to a s s e s s em p lo yee referrals.
their s kills , exp erienc e, a nd
cultural Hiring
fit. Extend in jo b o ffers to the
g c a nd id a tes a nd
selected the recruitment
finalizing
process.
S ourcing S tra teg ies
Div ers e S ourcing C ha nnels
Leverage a variety of channels, including job boards,
social media, employee referrals, a n d professional
networks.
Bes t S ourcing Pra ctices
Optimize job postings, use targeted outreach, a n d
leverage employee referral p r o gr am s to attract top
talent.
Bes t S ourcing Pra ctices
Utilize applicant tracking systems, social media, a n d
other recruitment tools to streamline the sourcing
process.
 C a ndida te S creening a nd
S election
Im porta nce of S creening Phone S creening Bes t Pra ctices
Thorough candidate screening helps identify Conduct well-structured phone interviews to
the most qualified individuals and a s s e s s candidates' fit a n d gather additional
streamlines the hiring process. information.

Res um e S creening C a ndida te S election C riteria

Techniques Develop a systematic approach to review
resumes, focusing on key skills, experience,
Develop a systematic approach to review a n d qualifications.
resumes, focusing on key skills, experience,
a n d qualifications.
Interviewing Techniques

Interv iew Ty p es
Utilize a variety of interview formats,
including phone, video, a n d in-person
interviews.

S tructured Interv iews Effectiv e Ques tioning

Develop a consistent set of questions to Us e a m ix o f o p en- end ed a nd
a s s es s c a nd id a tes ' s kills a nd b eha vio ra l- b a s ed q ues tio ns to gain
experience objectively. deeper insights into candidates.
The Proces s Of
Recruitm ent
Unders ta nding Job Des cription ( JD)

Definitio n o f Jo b Des c rip tio n

d eta iled
(JD): d o cAum ent o utlining the
responsibilities, qualifications, and
requirements for a specific job role.
Im p o rta nc e o f Und ers ta nd ing the
JD: Ens ures c la rity in
id entifying the rig ht candidates for
the position.
The Proces s Of
Recruitm ent
S etting C ritica l- to- Qua lity ( C TQ)
Pa ra m eters
Explanation of Critical-to-Quality (CTQ)
parameters: Key criteria that are
essential for success in the job role.
Importance of Setting CTQ Parameters:
Helps in evaluating candidates
objectively and efficiently.
Examples of CTQ Parameters:
Educational
Qualifications Work
Experience
Skills a nd Competencies
The Proces s Of
Recruitm ent
C TQ C heck
C riteria
Introduction to CTQ Check Criteria: Specific
requirements tha t ca ndida tes must to be
considered
meet for the role.
C TQ C heck C riteria Exa m ples :
Candidate Age: Age range suitable for the position.
Education: Minimum educational qualifications
required. W ork Experience: Minimum
yea rs of releva nt work experience.
Domain Expertise: Specific knowledge or expertise in a
particular domain.
Industry Experience: Previous experience working
in relevant industries.
The Proces s Of
Recruitm ent
C TQ Pa ra m eters for the Life Ins ura nce
Indus try
Work Experience in BFSI (Banking, Financial Services, a n d
Insurance):
Candidates should have a mi ni mum of 6 months to 2
years of experience in BFSI roles.
This ens ures tha t c a nd id a tes ha ve a
fo und a tio na l understanding of the financial services
industry.
Job Stability a n d Duration Check:
Candidates' job history should demonstrate stability in
previous roles.
The Proces s Of
Recruitm ent
Location Check:
Ca ndida tes must reside in the sa me city a s the
job location.
This ensures proximity to the workpla ce a nd
reduces
potential commuting issues.

Introduction Skills:
Candidates should be proficient in delivering a concise
and engaging introduction.
The minimum duration for the introduction should be
60
seconds.
The Proces s Of
Recruitm ent

Presentation a n d Appearance:
C a nd id a tes s ho uld p res ent them s elves
p ro fes s io na lly, wearing formal attire.
Bo th m a le a nd fem a le c a nd id a tes s ho uld
a d here to
professional dress codes.
This c rea tes a p o s itive firs t im p res s io n a nd
reflec ts professionalism in client-facing roles.
Recruitment companies employ
various m ethods to find ca ndida tes ,
including

Job Porta ls Referrals

S ocia l M edia Headhunting

Da ta ba s e S ea rch Em a il
C a m pa ig ns

Networking Events
workart
Job seekers can find recruitm ent com panies
job
andpostings through various channels,
including

Job Referral
Portals s
Social Networking
Media
C om pany
Websites C areer
Pages
A pproa ch S tructured For
Recruiters

S hortlis ting Releva nt

C Vs

S cheduling Interview
Interviews Process
 Positive Negative
Feedba ck Feedba ck

Documentation

Offer
Letter
Reshuffle
C a lling Form a t For
Fres her
Every candidate a n d situation is different, s o recruiters often need to
customize their approach. Understanding the candidate's background,
career goals, a n d the nature of the job role helps recruiters tailor their
communication style a n d strategy. S o m e candidates m a y prefer a
formal conversation, while others m a y respond better to a more friendly
a n d informal approach. It's important for recruiters to gather feedback
after e a c h interaction to understand what works well a n d where
improvements c a n be made. Being adaptable a n d flexible in their
ap p r o a c h allows recruiters to e n g a g e effectively with candidates a n d
achieve successful outcomes.
 1.
Hello: [Candidate's Name], this is [Your Na me] calling from [Recruitment
Greeting
Company/Agency]. How are you today?
2.Introduction:
I'm calling to discuss a job opportunity that I think you might be interested in.
3.Job Brief:
We ha ve a job opening for [J ob Title] in [Loca tion]. It's a [brief description of
the role, company, and responsibilities].
4.C a ndida te Interes t:
Are you currently looking for job opportunities, and would you be interested in learning
more about this role?
5.If Interes ted:
Great! Can you please provide me with some details?
What is your current location?
Are you open to relocating, and if so, what locations are you
considering? What is your expected salary or CTC (Cost to Company)?
Could you please share your CV with us?
Also, may I have your PAN number for documentation purposes?
6.If Not Interes ted:
I understa nd. Could you plea se sha re the rea son why you're not interested
in this opportunity?
7.Referrals:
Do you know anyone who might be interested in this opportunity? We appreciate referrals.
8.Any Other Queries:
Is there anything else you'd like to know about the job or the company?
9.Tha nk You:
Tha nk you for your time a nd considera tion. W e'll keep you upda ted on a ny
future opportunities that match your profile. Have a great day!
 C a lling Form a t For
Experience
1.Introduction:
2.Hello [Candidate's Name], this is [Your Name] calling from
[Recruitment Company/Agency]. How are you today?
3.Experience Inquiry:
4.Can you please tell me about your current or last
company's domain and the industry/channel you worked
in?
5.Motivation to Switch:
6.What is the reason behind your interest in switching
jobs? Is there anything specific you're looking for in your
next role?
7.Verification:
8.Just to confirm, could you please provide me with the
total number of years of experience you have in your
field?
9.Also, I'll need some documents from you. Can you ensure
your CV is updated and share it with us? Additionally, may
 Genera l Interview
Ques tions
1.Tell m e about yourself
2.Why are you interested in this position/company?
3.What are your strengths a n d weaknesses?:
4.C a n you provide a n example of a challenging situation you faced
at work a n d how you handled it?:
5.Where do you see yourself in 5 years?:
6.How do you handle stress a n d pressure?:
7.What do you know about our company?:
8.Do you work better independently or a s part of a team?:
9.C a n you describe a time when you h a d to adapt to change?:
10.Do you have any questions for us?:
Agency Channel:

1.Field Sales – Life insurance

2.Ca ndida tes ha ve to recruit Agency/Advisor from their
own network
3.They can recruit CAs, Doctors, Advocates, Retirees, Housewives,
and Businessmen as freelancers
4.They have to manage the freelance team and achieve targets
5.On roll job with sa la ry + ha ndsom e incentive + fa st-
tra ck promotion if they achieve the 6-month target
Direct Channel:

1.Field Sales – Life insurance

2.The co m p any p ro v id es 6 0 % lead s and 4 0 % fro m the o p en
network
3.C and id ates hav e to call custo m ers and m eet a m inim um o f 3
customers daily
4.O n ro ll jo b w ith salary + hand so m e incentiv e + fast-track
promotion if they achieve the 6-month target
Banca Channel:

1.Field Sales – Life insurance

2.Candidates have to sit at the tagged branch
3.They hav e to b uild relatio nship s w ith b ranch R M s, and R M s
w ill provide leads
4. Meet a minimum of 3 customers daily
5.O nro ll jo b w ith salary + hand so m e incentiv e + fast-track
promotion if they achieve the 6-month target
Common Challenges
Lack of Experience:
Building a Candidate Pipeline
Client Relationship
Management Time
Management:
Handling Rejection:
Understanding Job
Requirements Technology
 Leg a l a nd Ethica l
C ons idera tions
EEO
C om p lia
Ensure nce
recruitment p ra c tic e
s a d here to Eq ua l
O
Emp ppolortunity
ym ent (EEO ) la ws a nd
regulations to avoid
discrimination.

S ens itiv e Inform a tion Ethica l Decis ion- M a king

Maintain strict confidentiality when Uphold high ethical s ta nd a rd s
handling candidates' personal thro ug ho ut the
a n d professional information. process, treating all rec candidates
ruitm en
with respect a n d fairness.
t
Onb oa rd ing a nd
Retention
C om p rehens iv e Pos itiv e
Onboarding C a nd id a te
Develop a structured onboarding Experience
Prioritize a positive candidate
p ro g ra m to help new hires experience throughout the
integ ra te s ea m les s ly into the rec ruitm ent p ro c es s to
organization. strong
b uild a employer brand.

Em p loy ee Retention S tra teg ies

Implement p r o g r a m s a n d initiatives to e n g a g e a n d retain top

talent, reducing turnover a n d maintaining a skilled workforce.
Performance Evaluation a n d
C ontinuous Im provem ent
Recruitm ent KPIs
Establish clear a n d measurable key performance
indicators (KPIs) to track the effectiveness of your
recruitment efforts.

M etrics Tra cking

Regularly monitor a n d analyze recruitment metrics to
identify areas for improvement a n d optimize your
processes.

C ontinuous Im provem ent

Implement feedback m e c h a n i s m s a n d utilize lessons
learned to continuously enhance your recruitment
strategies.
 W O R K A R T HR SOLUTION

TRAINNIN
G
QUI
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TEST N O W
TRAINNIN
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Q U ESTIO N
1
 TRAINNIN
QUI
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QUESTION 1
Z
A
USING CANDIDATES' INFORMATION
FOR PERSONAL GAIN
What is a key ethical
B
SELLING PERSONAL INFORMATION
principle to follow when TO ADVERTISERS

handling candidates'
MAINTAINING STRICT
information? C CONFIDENTIALITY

SHARING INFORMATION OPENLY

D WITH OTHER CANDIDATES
TRAINNIN
QUI
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Z

Q U ESTIO N 2
 TRAINNIN
QUI
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QUESTION 2
Z
TO BUILD A STRONG
A EMPLOYER BRAND
Why is it important to
TO DISCOURAGE CANDIDATES
prioritize a positive candidate B FROM APPLYING
experience?
TO REDUCE EMPLOYER
C BRAND REPUTATION

TO INCREASE
D RECRUITMENT COSTS
TRAINNIN
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Z

Q U ESTIO N 3
 TRAINNIN
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QUESTION 3
Z
TO DECREASE
A WORKFORCE SKILLS
What is one purpose of
TO INCREASE
implementing employee B TURNOVER RATE
retention strategies?
TO ENGAGE AND
C RETAIN TOP TALENT

TO RECRUIT NEW
D EMPLOYEES CONSTANTLY
TRAINNIN
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Z

Q U ESTIO N 4
 TRAINNIN
QUI
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QUESTION 4
Z
TO COMPLICATE THE
A RECRUITMENT PROCESS
Why is it important to
establish clear and B TO DISCOURAGE CANDIDATES
FROM APPLYING
measurable recruitment KPIs?
C TO MAKE THE PROCESS LESS
EFFICIENT

TO TRACK THE EFFECTIVENESS

D OF RECRUITMENT EFFORTS
TRAINNIN
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Q U ESTIO N 5
 TRAINNIN
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QUESTION 5
Z
AVOID OPTIMIZING
A PROCESSES
What should be done by
IDENTIFY AREAS FOR
regularly monitoring and B IMPROVEMENT
analyzing recruitment metrics?
IGNORE THE
C METRICS

KEEP THE SAME RECRUITMENT

D STRATEGIES FOREVER
TRAINNIN
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Q U ESTIO N 6
 TRAINNIN
QUI
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QUESTION 6
Z
TO KEEP RECRUITMENT
A STRATEGIES STAGNANT
What is the purpose of
TO CONTINUOUSLY
implementing continuous B ENHANCE STRATEGIES
improvement in recruitment
TO DISCOURAGE CANDIDATES
strategies? C FROM APPLYING

TO AVOID FEEDBACK
D MECHANISMS
TRAINNIN
QUI
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Z

Q U ESTIO N
7
 TRAINNIN
QUI
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QUESTION 7
Z
TO OVERWHELM
A NEW HIRES
Why should new hires be
TO HELP THEM
integrated seamlessly into the B ADJUST EASILY
organization through a
TO INCREASE
structured onboarding C TURNOVER RATE
program?
TO DISREGARD
D THEIR NEEDS
TRAINNIN
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Q U ESTIO N 8
 TRAINNIN
QUI
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QUESTION 8
Z
TO AVOID HIRING
A ANY CANDIDATES
Why is it important to
TO DISCRIMINATE AGAINST
maintain high ethical B CERTAIN CANDIDATES
standards throughout the
TO TREAT ALL CANDIDATES
recruitment process? C WITH RESPECT AND FAIRNESS

TO SHARE CANDIDATES'
D INFORMATION PUBLICLY
TRAINNIN
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Q U ESTIO N 9
 TRAINNIN
QUI
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QUESTION 9
Z
HIRING WITHOUT ANY
A RETENTION STRATEGIES
What can help in
CREATING OBSTACLES FOR
reducing turnover and B CURRENT EMPLOYEES
maintaining a skilled
ENCOURAGING A TOXIC
workforce? C WORK ENVIRONMENT

ENGAGING AND RETAINING

D TOP TALENT
TRAINNIN
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Q U ESTIO N
10
 TRAINNIN
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QUESTION 10
Z
BY AVOIDING ANY CHANGES
A TO THE EXISTING STRATEGIES
How can lessons learned
BY CONTINUOUSLY IMPLEMENTING
be utilized in enhancing B OUTDATED STRATEGIES

recruitment strategies?
BY IGNORING ANY FEEDBACK
C RECEIVED

BY UTILIZING LESSONS LEARNED

D TO MAKE IMPROVEMENTS
THANK
YOU
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