A Summer Internship Project Report on

Efficiency of Recruitment Process using Talent Acquisition Metrics

at PropTiger Realty

MASTER OF BUSINESS ADMINISTRATION

By
ANJULEEN KAUR ANAND
Register No 1527533

Under the guidance of

Dr SOWMYA C S

Institute of Management
Christ University, Bangalore
MBA- 2015-2017
 DECLARATION

I, Anjuleen Kaur Anand, do hereby declare that the Summer Internship Project entitledEffectiveness of
Recruitment Process usingTalent Acquisition Metrics, has been undertaken by me as part of my
studies in thedegree of Master of Business Administration.I have completed this study under the guidance
of Dr Sowmya C S of Human Resources specialization, Institute of Management, Christ University,
Bangalore and Ms. Kriti Maheshwari, Regional Head-South at PropTiger Realty India in Bangalore.

I also declare that this work has not been submitted for the award of any degree, diploma, associateship or
fellowship or any other title in this University or any other University.

Place: Bengaluru (Name &Signature of the Candidate)

Date: Anjuleen Kaur Anand

Register No: 1527533

CERTIFICATE FROM THE COMPANY
ACKNOWLEDGEMENTS

I am indebted to many people who helped me accomplish this internship successfully.

First, I thank the ViceChancellor Dr. Fr. Thomas CMatthew of Christ University for giving me the
opportunity to do my summer internship project.

I thank Dr. Sunithi Phadke, Dean, Prof. Sudhindra S, Associate Dean, Fr. Thomas TV, Director, Prof.
Shrikanth rao S, Head of Department and Dr Sowmya C S Head of specialization, Institute of
Management for their kind support.

I wish to take this opportunity to express my deep sense of gratitude to thank Mr Gupinder Parmar,
Talent Acquisition Head and Ms Kriti Maheshwari, Regional Head-South at PropTiger Realty for
their guidance throughout my project. I sincerely thank Mr Rohit Hasteer, CHRO, PropTigerfor
providing me with an opportunity to work with theirHuman Resources Department to get an insight to
theirTalent Acquisition process.

I thank Dr Sowmya C S, for her support and guidance during the course of my summer internship.

Anjuleen Kaur Anand

Register No: 1527533

 TABLE OF CONTENTS

Declaration i
Certificate from the Company ii
Acknowledgements iii

CHAPTER I
EXECUTIVE SUMMARY

CHAPTER II
INTRODUCTION

CHAPTER III
INDUSTRY OVERVIEW & COMPANY PROFILE

CHAPTER IV
PROJECT OBJECTIVES & METHODOLOGY

CHAPTER V
RESULTS& INTERPRETATIONS

CHAPTER VI
CONCLUSIONANDCRITICAL ANALYSIS
6.1 CONCLUSION
6.2 CRITICAL ANALYSIS

CHAPTER VII
LEARNINGS

REFERENCES
EXECUTIVE SUMMARY

Talent acquisition of a company is the process of finding and attracting skilled candidates to
meet the company’s human capital demands. It involves planning for future needs of manpower
and building relationship with prospective candidates and sources such as consultants and
employees to get best quality candidates.

Human Resource in the last few years has been evolving to become a strategic partner to the
company. Thus, the need to standardize and quantify the HR measures has increased significantly
with most companies relying on HR metrics to assess the benefits of their human resource
efforts.

The focus of this paper has been on the analysis of the recruitment efforts of Proptiger using TA
metrics that are most relevant to the company. The effort has been to provide and quantify
various aspects of the talent acquisition. Many of the most widely used and standardized TA
metrics such as source of hire, quality of hire, TAT, time to fill, etc., have been calculated. The
purpose is to assist the management in better decision making, enabling to reduce recruitment
costs, identify bottlenecks and hire more efficiently.
INTRODUCTION:
Human Resource is the most critical resource for any Organization, therefore it becomes all the
more essential to attract, retain and grow the right talent for companies at the right time. This has
become extremely important for managers who have started to find value in recruiting and
retaininggood quality employees.Talent is an essential ingredient to any company’s well-being.
The quality of the work force that you get, develop, and keep on your team is directly
responsible for the success of your organization.

What is Talent Acquisition?

Talent acquisition can be defined as the identification and selection of employees who have
special skills essential to the job and who can contribute to or drive revenue to an organization
by their extraordinary effort, using strong relationship management now or in future.
Recruitment is a subset of talent acquisition, it includes activities of sourcing, screening the
candidate, interviewing, assessment, selection, hiring and on-boarding.

Talent Acquisition Process

 Determining Vacancies

The first task in TA process is to find out how many positions are vacant for a specific profile
with the help of business. Once there is consensus on the number of open positions that are
needed to be filled, we can go ahead with lead generation for the same.

 Lead Generation

The recruitment team has to generate a pool of potential employees for the positions.A
thorough job analysis should be carried out and communicated to the team for them to know
the quality and characteristics of candidates the business is looking for. Lead generated could
be from various sources such as job portals, employee referrals, campus recruitment, social
media, company website, consultants, etc. Recruitment team needs to generate as many leads
as possible for candidates may back out at the last minute.

 Review candidature and Shortlist Applicants

Review all applications to ensure their qualifications and characteristicsare in line with
the job description and qualification. Recruitment team can provide comments to every
application on their qualifications if they match the minimum requirements of the
position.A telephonic screening may be conducted to collect information such as
availability, salary expectations, special positional requirements (e.g. willingness to work
night shifts), ascertain minimum requirements and other information to help
thecommittee with their review. A candidate can be screened out on the basis of the
 information obtained during the telephonic interaction and therefore telephonic screening
should be properly documented. If the shortlisted candidates represent a sufficiently
qualified and diverse applicant pool, the short list will be approved. Once it is approved,
the applicants can be contacted for interviews.

 Conduct Interviews

The interview is the most important aspect of the selection process. It is the opportunity
for the employer and future employee to learn about each other and validate the
information provided. Thus the interviewer needs to be well prepared to validate the
information the applicant has provided in their application and evaluate their skills and
competencies. Choose one or two questions from each minimally required skill and
competency to develop your interview questions. Review the applicant's application or
resume and make note of any issues that you need to follow-up on.

The use of behavioural and/or competency based interview questions is strongly

encouraged as, when properly crafted, they allow the interviewer to obtain more
meaningful data to determine the applicant’s ability to carry out the duties and
responsibilities of the job.

 Testing and other Selection Methods

Skills demonstrations, such as requiring applicants to demonstrate how to perform a task

specific to the position they are applying to, are considered tests and must be validated.
Applicants are to be notified, via the posted position purpose, of the requirement for tests
or other selection methods (e.g. writing and presentation) used as part of the hiring
process. Tests, work samples and presentations should only be required of short list
candidates

 Select Hire

Once the interviews have been completed, the committee will meet to discuss the
interviewees. Committee members will need to assess the extent to which each one met
their selection criteria. The search committee evaluation tool will be helpful in justifying
decisions and making them as objective as possible. The documentation should
demonstrate your selection decision.
  Reference Checks

The purpose of a reference check is to obtain information about a candidate’s behaviour

and work performance from prior employers that could be critical to your decision,
regardless of their skills, knowledge, and abilities. As past performance is the best
predictor of future success, it is recommended references be obtained from current and
previous supervisors who can speak to the candidate’s on the job performance. A hiring
mistake is costly in time, energy, and money. Failure to check references can have
serious legal consequences.

 Rolling out the offer

Once a finalist is selected, the recruiter, in consultation with the hiring manager, develops
the salary recommendation and builds the offer letter of record. The recruiter can send the
offer letter directly to the candidate or to the hiring manager, for them to share with the
candidate. Once accepted, the official date of joining is given to the new hire, the
onboarding process and new hire's orientation is initiated.

 Onboarding

Onboarding is the process of welcoming a new employee into the system and culture of
the company. Onboarding is more than just new hire orientation. Onboarding is a process.
Orientation is an event – the first step in the onboarding process. The orientation step
allows you to collect all relevant Human Resources, Payroll and Benefits forms. The
onboarding process helps you to develop a satisfied contributor. Onboarding conveys
your organizational brand and values, explains your people and professional culture,
aligns institutional expectations and performance and provides the tools for the employee
to be successfully assimilated into his or her position with a quicker ramp-up to
productivity.

Over the past few years, organizations have done an unprecedented amount of restructuring,
retrenchment, and downsizing. Much of this has been very reactionary, without time to think,
plan, or take into consideration the optimal workforce size and structure. This is where human
resource analytics and metrics steps in.

Human capital metrics can help make sense out of the challenges and confusion of economic
downturns and growth cycles. It enables you to gauge the overall health of your talent acquisition
process and provides visibility to understand and analyze the workforce and enable data-driven
decision-making for the workforce. In an economic crisis, organizations that use these key
metrics would be much better prepared to handle the changes and move rapidly with agility. The
most advanced organizations in the world use human capital metrics and analytics tools to
manage their workforce. With a defined human capital strategy, and advanced metrics to
measure success, organizations are able to build a lean and highly productive workforce, and be
prepared to quickly outperform competitors when opportunities surface.

This study aims to improve the choice of employer by using specific talent acquisition metric
tools to analyse the employer’s best source of hires, turnaround time, time to filland offer
acceptance rate.Targeting these critical metrics that link workforce strategy to business results
will help HR make business and workforce strategy decisions by identifying cost savings
opportunities, improving retention of key talent, and increasing workforce productivity and
efficiency.
Talent Acquisition Metrics

Talent acquisition continues to be one of the most urgent issues for companies, and the pressure
to hire the right people has created an intensely competitive recruiting environment. With
research suggesting that HR has the highest impact on a company’s bottom line, it’s HR that
ensures companies have the right people in place to build and foster excellence throughout the
organization.

Yet, hiring initiatives tend to fall flat because companies fail to address the revolution that is
taking place in job seeking and recruiting.

For example, the disruptive force of technology has permanently changed the way people apply
for jobs and how employers hire, requiring talent acquisition departments to take on a more
analytical approach to hiring by tracking key recruiting metrics.

Manual tracking of these metrics in spreadsheets or folders is no longer a viable option. Using
technology to track the following set of metrics – from sourcing to recruiting– will directly
improve the bottom line, budget, and productivity. In this report, the aim is to show how each
metric provides key insights into the recruiting process, provide industry standards for
measurement, and offer helpful tips and tactics in order to impress executives and hiring
managers while facilitating positive change.

Top TA Metrics

 Source of Hire

This metric tracks where the candidate being hired is sourced from. It helps to measure
the effectiveness of the tools the company is using: social media, email campaigns, job
boards, employee referrals, every sourcing channel. Tracking source-of-hire over time
will help to modify the recruitment team’s work allocation based on the effectiveness and
cost to ensure the best return-on-investment. By tracking source-of-hire, recruiters have
insight into which is the strongest source and which is the weakest which helps them save
on time and resources.

 Time to fill

Industry standard suggests that time-to-fill represents the number of days from when the
job requisition was opened until the offer was accepted by the candidate. Not only does
knowing time-to-fill help HR professionals gain insight into a realistic time to hire new
employees in the future, but it also helps managers redistribute work more effectively
while the position is open. Once any high time-to-fill challenges are uncovered, you’ll
 have the opportunity to make recommendations to the hiring manager that demonstrates
how simple changes can improve their time-to-fill.

 Every Open Requisition: Total Applied, Interviewed, Offers Extended, Offers Accepted

Track important ratios such as the number of candidates applied to interviewed,

interviewed to offered, and offered to accepted. Strategic recruiting requires
understanding the intricacies of each search and the ability to anticipate where the
bottlenecks might be ahead of time.

 Hiring Manager Satisfaction

Hiring managers and recruiters are uniquely positioned to notice different problems in the
hiring process. Receiving feedback on a regular basis allows you to see what worked,
what didn’t, and what internal improvements can be made for the next search. Hiring
manager satisfaction is best tracked through surveys via electronic forms.

 Candidate Satisfaction

Similar to hiring manager satisfaction, candidate satisfaction is best tracked through

surveys via electronic forms. Candidate satisfaction is crucial to employer branding.
Therefore it is imperative to not only focus on candidates who make it through to next
levels of selection but also to ensure the experience of rejected candidates is kept in mind.
Collecting feedback on the current stats of your hiring process will help to improve future
candidate experiences, which is key in recruiting for all applicants whether selected or
not.

 Cost-per-Hire

Cost-per-hire typically includes advertising fees, agency fees, employee referral payouts,
travel expenses, relocation expenses, and internal recruiter costs including time spent
screening, and dividing it by the total number of hires. Cost-per-hire is a metric that
should be seen in context with other recruiting metrics, as it can vary greatly from one
position to another. For example, cost-per-hire for a senior executive position will be
drastically different from a non-exempt position.
  Quality-of-Hire

It’s essential to keep track of candidate success once they are on board. In order to
document and track quality-of-hire, send surveys out to hiring managers periodically
during the first year, or at a preferred interval. Tracking this feedback can help the
recruiter get to know the hiring manager’s preferences and ultimately fine tune recruiting
and screening processes over time.

 Turnover-Rate

The new-hire turnover rate is calculated by dividing the number of employees that
separate from the company (including by firing, voluntarily leaving, retirement, etc.) by
the total number of employees during that time period. This can be calculated in any set
interval (i.e. month, year, etc.) Regardless of their level of performance, a new hire can
hardly be considered a success if they voluntarily quit within the first few months.

Deciding which metrics to track differs from company to company and from department to
department.
Ultimately, identifying the right recruiting metrics for your business should boil down to two
steps:

Step 1: Choosing the right metrics that make sense to the organizational goals and business
strategy.

Step 2: Ensure alignment and that the team understands the meaning and purpose of each
specific metric and how to measure for standardization.

It’s important to remember that metrics cannot have any power by themselves. Most metrics
should be looked in context of one another in order to tell the most accurate story. Being able to
tell a story with metrics is now more critical than ever. By drilling down into the data it’s
possible to spot root cause problems and minimize their negative impact much sooner than
before. Even better, by eliminating these problems, a company is able to maximize quality of
hire while minimizing cost and reducing time to fill.
INDUSTRY PROFILE
ABOUT THE INDUSTRY: REAL ESTATE

Real estate is property comprised of building, land and anything else that is fixed and immovable
along with the structure.

The real estate industry is one of the most globally acclaimed industries. Real estate in India is
the 2nd largest employer after agriculture and is expected to grow at 30 percent over the coming
decade. In terms of Foreign Direct Investment inflows, it is fourth largest in the country. The
Indian real estate market is becoming one of the most sought after destinations in Asia Pacific as
overseas funds amounted to more than 50% of all investment activity in 2014, compared with
just 26% in 2013 in India.

SEGMENTS OF REAL ESTATE

The real estate sector comprises of sub-sectors:residential, commercial, industrial and

institutional. The growth of this sector depends on the demand for office space as well as urban
and semi-urban accommodations and the growth of the corporate environment.

 Residential
It consists of Plots, Villas, Floors, Apartments, Houses, etc. which are needed by
individuals non business purposes.

 Commercial

This segment is concentrated on real estate for business purposes. The common types of
commercial real estate include retail, commercial plots, restaurants and office spaces.

 Industrial and Institutional

Industrial and institutional segment focuses on manufacturing, educational institutes and

production. Plants, schools, warehouses, hospitals and universities comprise the most
common type of this segment of real estate.
INDIAN REAL ESTATE INDUSTRY IN THE CURRENT SCENARIO
Real estate sector in India is slated to reach US $180 billion by 2020 from the recorded US$ 93.8
billion in 2014. This rise can be contributed mainly to the increasing income of households, rapid
urbanisation, investments by NRI’s and rise of nuclear families.Apart from these, the following
factors have also resulted in the real estate sector at being an all-time high:

 Rise of Nuclear Families

Nuclear families are on the rise because of job relocation as well as changes in culture.
This is mostly seen in Urban India and is slowly on the rise in other parts as well. Over
the past decades, major social trends in marriage and increasing work related stress has
altered the structure of families which is responsible for couples opting for nuclear
families in most metro cities in India.

 Increased spending capacity of households

The rise of the Indian middle class is based on one key factor – education. For the group,
education is a ticket to better employment opportunities and higher salaries thus
eventually translating into an ability to spend more and invest in property. They also fall
into the category of first time buyers. A lot of them change cities due to job transfers and
instead of renting, plan to invest in property.

 Attractive Home Loan Schemes and FDI

With home loans getting more accessible with easy payment plans as well as lower
interest rates, owning a property is easier than before in India for both the working and
the business class. RBI cut interest rates by 50 basis points in two rounds this year.
There has been remarkable boost to uplift real estate sector in the recent past by the
government. The government removed all restriction on foreign direct investments into
the real estate and construction sector except for a three-year lock-in period for select
projects, in a major boost for the sector.

According to a research by Liases Foras, the real estate sales across eight major cities in
India improved by 17% from Q2 FY2015 to Q2 FY2016. The real estate industry in India
is thus expected to grow steadily in the coming years.
COMPANY PROFILE
PropTiger is an independent real estate advisor with a pan-India presence. PropTiger
provides end to end solutions for customers interested in buying residential property:
from site visits, to home loans and property registrations.PropTiger provides a vast range
of more than 1,44,000 verified real estate properties in 12 cities in India. It has 25 offices
in 9 cities with over 1200 employees.

PropTiger’s business is divided under the following segments:

Elara Technologies Pte.: PropTiger has two models under its residential sales division
namely Primary Sales and Secondary Sales.

Primary Sales: Primary residential sales include sales of property which is under
construction and would generally take a few years to be ready for possession. These
properties are sold by builders, are comparatively lesser priced in comparison to
secondary (re-sale) properties and give higher returns however takes longer for
completion.

Secondary Sales: These are ready to move in properties sold by individuals which require
instant payment and are costlier than primary properties. However there is less risk
associated with these as the end product is ready for possession.

AardeTechnosoft Pvt. Ltd.:

The non-sales functional areas of PropTiger come under Aarde Technosoft Pvt. Ltd.

PropTiger.com is funded by:

News Corp.:Rupert Murdoch owned venture capital firm with 30% stake. Stakeholders
in 20th century Fox entertainment, Star TV, Tata sky, National geographic, etc.
Accel Partners: Investors in Flipkart, Facebook and Myntra
SAIF Partners: Invested in Make My Trip and JustDial
Horizen ventures
Mission of the Company: "To help Indian families buy their dream homes"

PropTiger Team
Dhruv Agarwala: CEO

Rohit Hasteer - Chief Human Resources Officer

Ravi Bhushan: Chief Technology Officer

Sunil Mishra - Chief Business Officer (Primary Sales)

Ankur Dhawan - Chief Business Officer (Secondary Sales)

Neeraj Chaturvedi - Chief Marketing Officer

Vikas Wadhawan - Chief Financial Officer

Aditya Verma - Chief Strategy Officer

OBJECTIVES OF THE STUDY

Objective1: To analyse the talent acquisition data provided by the company.

Objective 2: To apply the latest and most relevant talent acquisition metrics using the
available data.
Objective 3: To provide insight to enable better workforce related decision making.

PROJECT DESIGN AND METHODOLOGY

Data Collection: Primary data was collected from HR managers.

Tools used for Data Analysis: The data was quantitative in nature. Each metric requires a
specific formula to find results. The data analysis was carried out using Microsoft Excel.
 RESULTS
The analysis was carried out using employee data for the time period from April FY2015
to April FY2016.

Turn Around Time

This gives us insight into the efficiency of the recruiter in hiring new employees from the
date a vacancy is approved to when the offer letter is released.

TAT for a vacancy = Date the offer letter is released – Position open date

 The average TAT for the employee data provided was found to be 36 days
 The average TAT for Sales staff was 35 days
 For supporting functions such as HR, administration, Legal and compliance: 45 days
 For Home Loan staff: 54 days
 For Technology & Information services team: 35 days
 TAT when sourced from Websites: 33 days
 TAT when sourced from Employee Referrals: 34 days
 TAT when sourced from Consultants: 46 days
 TAT when sourced using other sources:31 days
 Functional Area Wise

80
70
60
50
40 74
30 55 56
48
20
10
0
Sales HR, Admin & Technology & Home Loan
Legal Information
Services

Sourcing Channel Wise

70

60

50

40

30 60
48 51
20
33
10

0
Websites Employee Referrals Consultants Others
 Time to Start
This metric allows us to find the number of days it takes for a vacant position to get filled
once the person joins.The calculation for this metric is done using the below mentioned
formula:

Time to start = Date of joining of the new recruit – Position Open Date

 The average Time to start for employee data is 51days.

 Time to startfor Sales staff is 48 days
 For supporting functions such as HR, administration, Legal and compliance: 55 days
 For Home Loan staff: 74 days
 For Technology & Information services team: 56 days
 Time to startwhen sourced from Websites: 33 days
 Time to startwhen sourced from Employee Referrals: 48 days
 Time to startwhen sourced from Consultants: 61 days
 Time to startwhen sourced using other sources: 50 days

Functional Area Wise

80
70
60
50
40 74
30 48 55 56
20
10
0
Sales HR, Admin & Technology & Home Loan
Legal Information
Services
 Sourcing Channel Wise

60

40 60
48 51
20 33

0
Websites Employee Consultants Others
Referrals
 Sourcing Channel

PropTiger uses varied sources of recruitment for hiring its employees. The analysis is
given below:

 Website
Proptiger uses Naukri portal for majority of its hiring through websites.
37% of the total employees hired were sourced from Websites.

 Employee Referrals
This is the second most utilized source of hiring. Research shows that the best quality of
hires come from employee referrals.
33% of the total employees were referred by existing employees.

 Consultants
PropTiger sources from 3-4 consultants which has accounted for 23 % of their employee
hiring.

 Campus
PropTiger doesn’t put too much emphasis on campus recruiting. Only a negligible 2%
have been picked up from campus.

 Direct
5% of the hires came directly.

Source of Hire
2%
5% Websites
23% 37%
Employee Referrals

Consultants

33% Direct

Campus
 Quality of Hire

This metric measures the quality of hired candidates from various sources. This has been
calculated on the basis of their appraisal ratings which range from 1-5, 5 being the
highest ranked. This is calculated taken into account employees hired from the top 3 most
utilized sources of recruitment.

Appraisal Employee
Rating Naukri Referrals Consultants

4+ 20.54% 34.28% 28%

3+ 52.05% 50% 47.82%
2+ 23.29% 11.42% 21.73%
B/w 1-2 4.11% 4.29% 2.17%

Quality of Hire

60

50

40

30

20

10

0
4+ 3+ 2+ b/w 1-2

naukri employee referrals consultants

 New Hire Turnover Rate

It is a critical metric that measures how many new joiners separate from the company. It
can be calculated for any time period preferably a year or less.

New Hire Turnover Rate = New joiners separated in that time period X 100
Total number of new joiners in that time period

The new hire turnover rate for PropTiger for the period from April FY2015 to April
FY2016 was found to be 12%

 Internal v/s External Hires

An internal recruitment is characterized by promotion of existing employees to fill vacant

positions as well as having a employee referral strategy. An external recruitment strategy
is one which a human resources department will systematically search the employee pool
outside its own employees to fill positions.

Internal hires account for 35% of the hiring whereas the rest 65% is through external
recruitment.

 Offer acceptance Rate

The offer acceptance rate is an important metric that offers high-level insight into the
success of your talent acquisition strategies. It can be calculated using the below
mentioned formula:

Offer Acceptance Rate (%) = (Number of Acceptances / Number of Offers) x 100

The company has 82% success rate when it comes to acceptance of offers.
 CRITICAL ANALYSIS
Job seeking and recruiting have changed for the long haul, and companies are constantly
rethinking their current processes and technology strategies in order to align with
corporate objectives. This new normal in talent acquisition requires a fresh outlook on
how companies approach and invest in finding the right people.

Thus this new approach requires new techniques such as human capital metrics which
allows a deeper understanding of the root cause various time lags, hurdles and difficulties
in the processes.

The following have been the main findings of the study:-

 The average TAT was found to be 36 days overall while for Sales staff it is 35 days
which is also the least as compared to all other functional areas. We can conclude that the
Talent Acquisition team is on the right track comparing the TAT to last 2 years TAT
given by the company.

Most employers would like to see their average time to fill trending downwards but
hiring is complex and optimizing against a complex metric can be damaging. Therefore,
compromising on the quality of the candidate for the sake of reducing the number of days
it takes to fill a position should be avoided.

TAT for home loan staff is the highest which can be contributed to the non-easy
availability of candidates as candidates belonging to Home Loan background generally
prefer working for financial institutions.

 Time to start gives an understanding of how many days it takes for the talent acquisition
team to get a vacant position filled. It is marked from the day of opening of a position to
the first day of joining of the new employee. Similar to the TAT, the time to start for
Home Loan staff is the highest.

 Quality of hire has been measured by taking the top three utilized sources of hire i.e.
Websites (Naukri), Employee Referrals and Consultants.

The highest rated employees with a rating of 4+ are sourced from Employee Referrals
that accounts for 34% of hiring done using employee referrals.
 The second best source of quality is Consultants having 28% of their hires falling in the
4+ range.
In terms of quality of hire, Naukri comes last with 20% in the 4+ rating.

 PropTiger balances their internal v/s external hiring quite well. Majority of their hiring
happens from job portals such as Naukri.com which accounts for the highest i.e. 37% of
their recruitment efforts. The TAT for employees sourced through websites including
Naukri is 33 days. Therefore, this is a good strategy as this allows them to save on
recruitment costs as well as time.

Not lagging far behind is Employee Referrals with 32% of the employees being hired
through this source. The HR team at PropTiger offers an attractive employee referral
scheme and ensures that employees are aware about the same which has helped them
utilize this source to its full potential. This is also a good source in terms of TAT which is
34 days.

Consultants account for 22% of the hiring done at PropTiger. Proptiger recruits from 4-5
consultants depending on the job profile. This source is utilised mainly for positions that
are hard to fill. The TAT for consultants is 46 days being the highest.

Campus Recruitment is hardly 2% as the majority of open positions at Proptiger are for
Real estate sales agents for which at least one year of real estate experience is required.

 In terms of offer acceptance rates, 82% is a good number to achieve specially being a
relatively new company with majority hiring of sales force.
 SUGGESTIONS
The following suggestions have been formulated based on the above study. These
suggestions might be useful for the TA team at PropTiger to have more efficient
recruitment.

 The expense that is spent on consultants can be minimized by focusing on recruitment

through employee referrals and job portals which are far less expensive.

 Employee Referral is PropTiger’s best source of hire in terms of quality of candidates and
should be utilized to the maximum.

 TA team can look at recruitment through other upcoming channels of sourcing such as
Social media and mobile media. Social recruiting through LinkedIn, Facebook, etc. can
be explored.

 Increasing the rate of internal hire by initiating an MDP or by internal job postings can be
done.

 By continuously tracking Time to Fill reports and sorting it by Hiring Manager, the
company can know which manager is taking how long to fill a position. This will also
allow the team to know whether the hiring manager’s time to fill is in line with the
average time to fill for the company.

 Measuring hiring manager satisfaction on a quarterly basis can be carried out by the TA
team. This metric shows how satisfied is the business manager with the quality of
candidates acquired by the TA team. This will allow the TA team with better
understanding of what works and what doesn’t by doing a gap analysis.

 An analysis of turnover rate of high performer can be done. Calculating the turnover rate
is common, however it just shows how many people the company is losing. High
performer turnover rate can be more significant as the business is more impacted by high
performers and retention of this lot is most important. Tracking this metric will allow the
company to plan for replacement of these high performers with equally skilled
candidates.

 Another metric that can be tracked is ‘High performer retention rate’. Regular tracking of
this metric department wise will enable the HR team to formulate a standard High
performer retention rate which can be communicated to all departmental managers. This
will also allow the company to assess a manager’s ability to retain the best performing
employees.
LEARNINGS

 The importance of quantifying and tracking a company’s recruitmentmeasures using

talent acquisition metrics.
 The calculation of most important talent acquisition metrics, their relevance and
interpretations.
 Understanding the talent acquisition process in a company.
 Recruitment using various portals such as Naukri and Employee Referrals.
REFERENCES

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