Executive Search & Selection, Human Resources from India

GlobalHunt: leading HR professional management organization in India which has been providing manpower solutions to clients in the Gulf, Middle East and Far East countries for over a decade. GlobalHunt is one of the gulf recruitment agencies in India, poised to be an active partner in the growth of companies' located world over by providing from India, it's technologically advanced and highly qualified human resource. We have world wide services like recruitment agency for Middle East, recruitment agencies Dubai, recruitment consultants UAE, recruitment consultant Dubai.

Our mission is to provide our clients and candidates with the excellent recruitment services based on mutual trust and the highest professional standards driven by quality and cost consciousness. Most of our business is done on the basis of referrals from both candidates as well as clients. We tend to develop true partnerships with our clients in order to fully understand their business goals and needs. GlobalHunt`s International Recruitment Division has been in the forefront of providing specialized Human Resources at all levels in the areas of Engineering / Construction, Oil & Gas, Power, Information Technology, Telecommunication, Pharma, Healthcare, Finance / Banking, Insurance, FMCG, FMCD, Retail and Hospitality besides a large section of Services industry sectors.

Executive Search & Selection: For Top Management Hiring

We help Companies find Best of their most Crucial people, the One's who write the fate of the Company. We hire CEO's/ CFO's/ CTO's/ CIO's/ Directors/ Country Managers/ Vice Presidents & General Managers etc for virtually all industries / domains (including IT, Banking, Insurance, Retail, BPO, Automobiles, Services, Consulting, Power, and other Engineering/ Manufacturing Industries etc) across all locations in India including Mumbai, Delhi, Bangalore, Chennai, Hyderabad, Pune, Kolkata etc .

Placement Services: For Middle/ Senior Management Hiring

With strong fundamentals one doesn't need to specialize in a particular Industry to perform exceedingly well. We have proved this by doing exceptionally well, simultaneously in various industries like Information Technology, Banking, BPO, Insurance, retail, wide array of manufacturing/ service/ engineering industries. We service all Industries equally well for all locations in India but only at managerial/ lead level and above.

Locations Served: Across India including Delhi, Mumbai, Bangalore, Chennai, Hyderabad, Pune, Kolkata etc & International ones like US, UK, Singapore, UAE etc.

Please log on to http://www.globalhunt.in and have a look at our company profile http://www.globalhunt.in/company-profile.html

Client services: http://www.globalhunt.in/client-services.html

Contact Details:

Board Line: 91-11-46547700

Telefax: 91-11-46547788

Email : corporate@globalhunt.in

Visit us at : www.globalhunt.in

Implementing a successful change in organization is tough. Even setting up of a state of the art technology along with providing all the necessary training and equipments, does not guarantee a successful change.
The right way to manage change begins with a simple model but involves a process that can be complex and delicate. It entails careful planning, detailed design, and thorough implementation.

The Plan
Understanding the Change Needs- Your first step is defining the change you want to implement. Most important is defining the operational model: What do you want your organization's structure to look like? What roles need to be performed? How should future business processes look? What technology is needed?
The first requirement for success is keeping your goals realistic. Whatever the nature of the changes you're seeking, you need to know your organization's limits.
You also need to understand how change can be affected within your organization -- can the change be enacted at a business unit level and pushed down? Or should the change start with smaller groups (like project teams) and work its way up the organization?

Analyzing Readiness of Employees- The next stop is to assess how ready your organization is for change by analyzing three key factors:
%u2022 Stakeholders. Who stands to gain or lose the most through the changes you're planning, and who among the "losers" will present an obstacle? Who are the key change agents -- that is, who are the people that everyone else follows?
%u2022 Business processes. How radically will you change the way you conduct business? And what will it take to make that change?
%u2022 Employee skills. In what ways will your employees need to upgrade their skills? How many will need to learn new skills?

Next step is of Implementation and Selling the concept

Design, Implement and Sell
The design and implementation of organizational change are separate stages, but they are best seen as one continuous process, broken out into three streams: The communication side, the training side, and the incentives side.

Communication. Effective communication is a lot more than just giving people regular updates. People are naturally resistant to change, and you've got to sell them on the benefits of it. To communicate (i.e., sell) the change, do what any good marketing manager would do. Define segments and then develop key messages for each segment.
The key to communicating with stakeholders is to understand their pain-points. Addressing these pain-points should be a common thread throughout your communications.

Develop a strategy around the best medium for reaching everyone -- newsletters, e-mail, workshops, brownbag lunches, etc. -- and how often people will need to be reached. To reach larger audiences consider setting up monthly presentations with a forum for questions and answers.

No matter which media you choose, it is critical to communicate regularly but be sure to establish a schedule that you can keep. Also, for those people who are on the front lines driving the change, provide talking points on a weekly basis. This will allow them to provide consistent messaging and to speak with one voice.

Training. It is critical to give people the skills they will require through effective training. Training requirements should be planned around the specific skills employees will need and how quickly they can learn them. Take care in determining the best medium of instruction -- is it in a traditional face to face classroom setting? Or learning from a manual or computer tutorial? Or through a virtual seminar?

Maybe your needs are less complicated? If all you require is a low-level program for a simple change in a process, you might be able to deliver the training through a single group presentation or even send it out by e-mail.

For any complex change, however, a pilot of the training program is crucial. You don't want to run a costly and time consuming training program only to find it did not deliver the goods.

Incentives Change can be greatly aided with the use of incentives, but designing the most appropriate incentives can be tricky. Incentives can be of the "carrot" or "stick" variety. Sticks can be very effective and certainly do not need to be that painful. For example, if taking a training class is part of the required change, present a list of people who have and have not attended training during a company meeting. The public dis-recognition might be just enough to get people to act.

Carrots, though, are better, positive incentives. It's important your incentive strategy be consistent with your organization's culture. What do your employees value, and how can that guide you in designing incentives?

Success
While successfully implementing change is difficult and requires careful planning and rigorous activity, and most of all, an understanding of people and how to change the way they do things, it can be done. Doing it right means you only have to do it once. Doing it wrong? Well, ... we all know the answer to that one.

About the Author:
Sonika Mishra is a content writer and an emerging author in the field of technology. She is associated with GlobalHunt India "http://www.globalhunt.in", which is the Top Executive Search Firm in India - A Recruitment Consultants and and Placement Agency For the recruitment and placement of some of the top talent with its clients in the IT, Telecom, FMCG, Financial Services, Banking, Real Estate and Manufacturing Industries etc.

HR Blog: http://hr-horizons.blogspot.com

The downslide in the IT segment have meant that the role of placement agencies have become even more critical. These placement agencies work day in and day out in order to fulfill the placement needs of candidates and clients. Placement agencies hence are mushrooming everywhere in the country.
Apart from this, the placement agencies take a matter of minutes in order to get the right fir for the company and the candidate. Consultants at the placement agency work as hard as possible in order to groom the candidates for the interview and show their talent in negotiating on both ends.
The placement agencies in India also work in order to find the right blend of candidates for the skill sets set forward by their respective clients.
The placement agency also saves time for the for the companies as they help in placement of candidates for their clients who have outsourced their work to them.
Normally all placement agencies are pretty good in getting the job done, but there are a few placement agencies which lack the know how and struggle to provide results. Hence, in order to find the right placement agency, it is necessary to find out about the clients the placement agency is serving to and the number of candidates the agency is having. If they have a list of top companies then it is sure that they have extended database for jobs, but in case the list of clients is small then give it a good thought before taking them on and giving them the mandate.
Some well known placement agency in India are Ma Foi, Zehnder, Amrop International, Manpower Inc, GlobalHunt, ABC Consultants, Stanton Chase, Accord, and the list goes on and on. These are some of the India's leading placement agencies, which find appropriate jobs in all sectors for both middle and senior level globally.
The major forte of these placement agencies is the fact that they provide executive recruitment solutions of top class and help both firms and candidates find the right match.
GlobalHunt: A Recruitment Consultants and Placement Agency For the recruitment and placement of some of the top talent with its clients in the IT, Telecom, FMCG, Financial Services, Banking, Real Estate and Manufacturing Industries etc.

Sonika Mishra is a content writer and an emerging author in the field of technology. She is associated with GlobalHunt India "http://www.globalhunt.in", which is the Top executive Search Firm in India - A
Recruitment Consultant and Placement Agency For the recruitment and placement of some of the top talent with its clients in the IT, Telecom, FMCG, Financial Services, Banking, Real Estate and Manufacturing Industries etc.

The term executive search firm is used for those which do search for executives through some employees proficient in consultancy. Search may be of three major types like by the board of directors, by executives in the organization, or by an outside executive search organization.
An executive search firm in India offers all job seekers a platform to launch there career by submitting their resume for consideration. Over the past half a decade, with advent of MBA in India, the importance of executive search firm has increased.
Since the organizations are expanding rapidly, in order to cut down on recruitment costs, they outsource the same work to executive search firms. These search firms do a lot in order to provide the best resources for there clients. From developing the job description along with the personnel of the client, which involves describing the contents of the job in terms of functions, duties, responsibilities, and operations to sourcing names of potential candidates, creating interest in the position of the candidate to assisting in scheduling interviews as well as making the offer and successfully tackling the counter offer, if any.
In India, the search executive firm fills the gap between the jobseeker and the Company. The different sources of search are either from portals or databases or even from personal references. This way, they service both the job seeker and the employer. The reach of these executive search companies is far and wide so the information is rich and very valuable for the employer.
Some well known executive search firms in India are Ma Foi, Zehnder, Amrop International, Manpower Inc, GlobalHunt, ABC Consultants, Stanton Chase, Accord, and the list goes on and on. These are some of the India's leading executive search firms, which find appropriate jobs in all sectors for both middle and senior level globally.
The databases in these executive search firms are so well maintained that neither a job seeker nor the clients, apart from the firm itself has any trouble in collating or accessing data. These executive search firms charge a specific percentage on every recruitment they provide, which varies with the kind of positions being filled.

Sonika Mishra is a content writer and an emerging author in the field of technology. She is associated with GlobalHunt India "http://www.globalhunt.in", which is the Top Executive Search Firm in India - A Recruitment Consultants and Placement Agency For the recruitment and placement of some of the top talent with its clients in the IT, Telecom, FMCG, Financial Services, Banking, Real Estate and Manufacturing Industries etc.

The word outsourcing can be easily misinterpreted with offshoring.. It is always advisable to shift clients account to an overseas location after the completion of of a certain number of recruiting cycles. If it is initiated in the best manner then it can save time and can improve productivity many folds, but at the same time a goof up might lead to a disaster culminating even into the loss of business.

There are a number of advantages of RPO:

Top notch Talent Pool

Competition for the most talented individuals is increasing. Organizations need to secure the best people quickly and efficiently to help them build competitive capability

Cost reduction and removal of workload from the HR Administration

RPO providers take on the burden of operational recruitment activities, allowing organizations to focus on core value-creating and strategic activities. By transforming processes, utilizing best practice, and replacing a fixed cost base with a variable charging structure, RPO can significantly reduce the cost of recruitment. In regular staffing, you invest in salary, incentives, overheads, infrastructure cost and more. By outsourcing recruiting functions to Recruiting Junction, all you need to pay is a fixed monthly retainer fees (which is lesser than the salary of one in-house recruiter) along with a negligible commission. You can reduce up to 50% of your cost by offshore outsourcing.

Better Productivity and Quality

There are many stakeholders in a recruitment process; through improving processes and evaluating the right metrics and KPIs, RPO providers can provide highest quality services. By outsourcing your recruitment process to Recruiting Junction you get dedicated recruiters for each client, while in regular staffing, one recruiter handles many clients. In regular staffing the focus is lost, as recruiters serve bigger clients better. Our recruiter can provide undivided attention to your all your clients - big or small.

Reduce operational risks

Risks come in many forms, and the expert knowledge of an RPO specialist can help organizations reduce the risks associated with an inability to scale their business operationally to meet changing demand, and the risks of non-compliance to legislative and regulatory change

In the end, any process which saves money, creates efficiency and reduces risk will always be preferred by management.

Thanks & Regards,
GlobalHunt India
Executive Seatch firm

HR planning is designed to ensure that the personnel needs of the organization will be constantly and appropriately met. HR planning involves three steps: (1) forecasting manpower demand,
(2) Forecasting manpower supply, and
(3) Human Resource actions.
Staffing is an integral part of the HRM process. It is a set of activities aimed at attracting and selecting workers for the purpose of achievement of the organization's goals.

The two basic steps involved in staffing are recruitment and selection.
The recruitment process begins with finding and attempting to attract candidates who are suitable for filling job vacancies. The recruitment process involves five steps:
(1) Performing job analysis,
(2) Pesigning job description,
(3) Identifying job specification,
(4) Attracting a pool of recruits, and
(5) Selecting the best recruits.

Recruitment can be conducted internally as well as from external sources. Internal recruitment is the process of finding potential internal candidates (present employees) and encouraging them to
apply for and/or be willing to accept organizational positions that are vacant. External recruitment involves attracting people from outside the organization to apply for vacant positions. There are various sources for obtaining external job candidates. These include advertisements, educational institutions, employment agencies, voluntary applicants, and referrals by present employees.

Once the candidates are attracted to job positions, the management needs to find qualified people to fill the available jobs through the selection process.
The selection process consists of seven steps:
(1) preliminary screening,
(2) application blank,
(3) selection tests,
(4) comprehensive interviews,
(5) reference checks,
(6) physical examination, and
(7) making the selection.
more in other post....
Thanks & Regards,
GlobalHunt
Executive Search Firm

Recruitment can be conducted internally as well as from external sources. Internal recruitment is the process of finding potential internal candidates (present employees) and encouraging them to apply for and/or be willing to accept organizational positions that are vacant.External recruitment involves attracting people from outside the organization to apply for vacant positions. There are various sources for obtaining external job candidates. These include advertisements, educational institutions, employment agencies, voluntary applicants, and referrals by present employees.

Once the candidates are attracted to job positions, the management needs to find qualified people to fill the available jobs through the selection process.
The selection process consists of seven steps:
(1) preliminary screening,
(2) application blank,
(3) selection tests,
(4) comprehensive interviews,
(5) reference checks,
(6) physical examination, and
(7) making the selection.
To integrate the newly hired employees into the organization, managers must adopt a systematic socialization process.

Performance appraisal also known as employee appraisal, is a method by which the performance of an employee is evaluated (generally in terms of quality, quantity, cost and time). The roots of performance appraisal can be found in Frederick Winslow Taylor's time and motion study[1]. Performance appraisal is a part of career development.
Performance appraisals are a regular review of employee performance within organizations.
Generally, the aims of a scheme are:
* Give feedback on performance to employees.
* Identify employee training needs.
* Document criteria used to allocate organizational rewards.
* Form a basis for personnel decisions: salary increases, promotions, disciplinary actions, etc.
* Provide the opportunity for organizational diagnosis and development.
* Facilitate communication between employee and administrator.
* Validate selection techniques and human resource policies to meet federal Equal Employment Opportunity requirements.

The most popular methods that are being used as performance appraisal process are:
* Management by objectives (MBO)
* 360 degree appraisal
* Behavioral Observation Scale (BOS)
* Behaviorally Anchored Rating Scale (BARS)

Compensation Management - Enables companies to plan and define employee remuneration data on the basis of reward strategies, including performance-based and competency-based pay, variable pay plans, bonuses and long-term incentives. Supports companies in defining and putting into practice compensation structures throughout their lines of business.
Training - Training is referred to as the method to give the new entrant or an existing employee the skills, knowledge and attitude needed to perform the job.
There are various methods of training, which can be divided in to cognitive and behavioral methods. Trainers need to understand the pros and cons of each method, also its impact on trainees keeping their background and skills in mind before giving training.

Cognitive methods are more of giving theoretical training to the trainees. The various methods under Cognitive approach provide the rules for how to do something, written or verbal information, demonstrate relationships among concepts, etc. These methods are associated with changes in knowledge and attitude by stimulating learning.

The various methods that come under Cognitive approach are:
* LECTURES
* DEMONSTRATIONS
* DISCUSSIONS
* COMPUTER BASED TRAINING (CBT)
* INTELLEGENT TUTORIAL SYSTEM(ITS)
* PROGRAMMED INSTRUCTION (PI)
* VIRTUAL REALITY
Behavioral methods are more of giving practical training to the trainees. The various methods under Behavioral approach allow the trainee to behavior in a real fashion. These methods are best used for skill development.

The various methods that come under Behavioral approach are:
* GAMES AND SIMULATIONS
* BEHAVIOR-MODELING
* BUSINESS GAMES
* CASE STUDIES
* EQUIPMENT STIMULATORS
* IN-BASKET TECHNIQUE
* ROLE PLAYS

Both the methods can be used effectively to change attitudes, but through different means.

Building an Engaged Workforce
Employee engagement is nothing but the psychological commitment of the employees to the assigned task. It means that how well an employee relates himself to his work, how dedicated the employee is towards his work and so on.

An employee who is committed to the organization would
* Send positive wibes about the work, atmosphere and feeling in the organization, amongst his mates and the outside world
* Feel as if an integral part of the firm,
* Push himself that wee bit more in order to achieve targets.
The association of the candidate with the organization begins from the day when he's given the offer letter.
* The candidate should be made to feel at ease when he joins the firm as a new entrant
* A proper induction process needs to be carried in order to explain extensively what his role will be in the organization..
* The employee must be clearly aware of his tasks and targets in order to give his 100%
So this is for the firms who have just recruited manpower. What happens when the employee is with the firm for a considerable duration. When employees join an organization, they're usually enthusiastic, committed, and ready to be advocates for their new employer. Simply put, they're highly engaged. But often, that first year on the job is their best. The longer an employee stays with a company, the less engaged he or she becomes. And that drop costs businesses big in lost profit and sales, and in lower customer satisfaction
Employees who are "not engaged" aren't necessarily negative or positive about their company. They take take it easy with their employer, and their co-workers. They don't commit themselves.

The "actively disengaged" employees are the "cave dwellers." They're "Consistently Against Virtually Everything." They're not just unhappy at work; they're busy acting out their unhappiness. Every day, actively disengaged workers undermine what their engaged coworkers accomplish.
"Engaged" employees are builders. They want to know the desired expectations for their role so they can meet and exceed them. They're naturally curious about their company and their place in it. They perform at consistently high levels. They want to use their talents and strengths at work every day. They work with passion, and they have a visceral connection to their company. And they drive innovation and move their organization forward.

To start with, employees must have a strong relationship with, and clear communication from, their manager. They need a manager who will clear a path for them, so they can concentrate on what they do best, and do more of it. They also need strong relationships with their coworkers. They must feel a commitment toward their coworkers and from them, because that commitment enables them to take risks and stretch for excellence.

Managers also have to challenge employees within their areas of talent, and then help them gain the skills and knowledge they need to build their talents into strengths
Engaged employees tend to get the least amount of focus and attention from managers, in part because they're doing exactly what their manager needs them to do. Some managers mistakenly think they should leave their best employees alone. Great managers do just the opposite. They tell us again and again that they spend most of their time with their most productive and talented employees because they have the most potential. If a manager coaxes an average performance from a below-average employee, she still has an average performer. But if she coaches a good employee to greatness, she gains a great performer.

The challenge comes when managers see some of the first symptoms that an engaged employee is wavering toward the "not engaged" category. Then they need to act immediately. What are the indications of employee disinterest in work.

One is that the relationship between the employee and the manager begins to diminish, and it isn't meeting the employee's needs. The second is that the employee begins feeling that their potential is being wasted -- that they don't make full use of their talents and strengths in their role.
So in order to tackle these aspects managers need to take some steps.
Start with expectations. Has the employee lost clarity about his role? Is he confused about what the managers, and the business, need him to contribute every day? Then make sure he has the right materials, equipment, and information to move toward those outcomes.
Next, refocus on that employee -- on his skills, knowledge, and talents. Employees who get to do what they do best every day move toward engagement. And last but not least, catch him doing things right. Recognize him for excellence. Recognition is personally fulfilling, but even more, recognition communicates what an organization values, and it reinforces employee behaviors that reflect those values.

Set clear expectations, give employees the right materials, focus on the employee, and recognize your best performers -- those are the strategies that drive engagement.
Source: http://www.govleaders.org/gallup_article.htm

Thanks & Regards,
GlobalHunt
Executive Search Firm

Recession or crisis is the part of the normal cycle of business - it is certain that they will sooner or later occur. Therefore, it makes just as much sense to plan for recessions or downturns as it does to plan for good, economic times.

Employees may experience anxiety around a number of issues during an economic downturn or financial turmoil. These may include:

1. Potential job loss and reduced income
2. Depletion of savings and investments
3. Inability to handle new demands created by work force reductions
4. Increased competition within the organization for fewer resources, with less willingness on the part of groups to support each other
5. Unpredictability about how long and deep the downturn will be

There isn't a magic bullet to get us through stressful, hurtful, and challenging times. From the standpoint of budget reductions, a few helpful concepts include:

1.Take full advantage of good financial times because they set the stage for decisions made in difficult financial times.
2. Do the best you can to represent the needs you have for resources to carry-out and support your programs.
3. Always be on the lookout for alternative revenue sources, including enterprise funds where appropriate.
4. Never forget how important you are to the safety of your community.

What Can Leaders do during difficult times?

1. A frequent Communicator with the clarity, credibility and candidly.
2. Keep connected. Keep checking in with all levels of staff to see how people are doing.
3. Keep control on emotional anxiety because it is highly contagious.
4. Develop a proactive plan to recognize, identify and deal with current challenges and emotions in the workplace.
5. Keep intact in the turmoil and show calm confidence and optimism towards your subordinate. Set a standard to lead by example and live your values.
6. Keep your team focused towards the ultimate objective and celebrate after achieving the milestone.
7. Focus on core strengths and values, company vision and how to keep customer confidence high.
8. Engage your top talent to make them more productive and everyone's extra effort should be noted and recognized.

Financial Crisis: Is an RPO solution?

A much heard topic these days are none other than Recruitment Process Outsourcing (RPO). Perhaps, facing today's economy, organizations are busy reviewing the staffing plans and determining how company is going to clear the black cloud of economic downturn.

The traditional methods of disparate recruitment functions and outsourcing to multiple vendors (staffing, technology, screening, etc.) do not meet today's requirements to compete effectively in the global marketplace. They also are difficult to manage in terms of quality and cost efficiency. Taking advantage of a RPO in a questionable economic climate is one way to keep your organization lean and efficient.
Frame your mind with the best recruitment strategy for your company in this economy crisis by analyzing the following points:
1. Calculate the cost per hire.
2. Make the organization updated with the opportunity cost for the time spent versus workforce planning.
3. Calculate the cost of sourcing candidates, putting efforts and the time to fill the positions.
RPO is one of the options in the mind of organization due to lack of internal HR resources.

Additional driving factors include:
1. Turnover reduced through improved quality of candidates.
2. Accountability to management that creates a need for detailed cost management and a forecast of staffing and workforce planning.
3. The need to better manage/reduce recruitment spending/total cost per hire.
4. The need to free HR resources to focus on more strategic talent management and workforce planning initiatives.
5. A transformation to centralize a decentralized recruiting function.
6. To control of global staffing requirements through one centralized service center and control of recruitment activities and spending.
RPO allows the HR and talent acquisition functions the necessary time and resources to focus on strategic, talent management concerns driven by the bottom line. Now, HR is able to influence better decision making and improve workforce planning efforts. The review of RPO has led many companies to realize that a lack of sufficient internal information and data prevents accurate calculation of their cost per hire.

If you choose RPO, you can benefit immediately from a recruitment team that can quickly scale to meet your hiring needs. An RPO team's success is tied to stringent service levels, providing a high level of accountability to performance and cost that is often difficult to build and enforce with an internal team.

The Organizations Using RPO and its effect
1. A reduction of 80 percent in third-party agency expenditures within one year.
2. A reduction in time to fill positions (showing a return to the bottom line over $1million by not having key sales positions unfilled).
3. Lower turnover rates due to better hires.
4. Improved global reach for hard-to-fill niche positions.
5. Improved employer brand.
6. Increased HR's time to focus on greater talent management issues.
Consider RPO as a long-term, strategic approach to building a strategic talent management function. The RPO partnership can relieve you of chores associated with recruitment and provide a fixed cost per hire backed by stringent service level agreements. The value of increased quality of candidates, reduced time to fill positions and improved time to productivity of new hires can directly impact your bottom line. Through the establishment of best practices presented by an RPO provider, organizations of all sizes are realizing the benefits of outsourcing their recruitment processes.
Conclusion

The saying "the best defence is a well thought-out offence" applies to management in difficult times such as a recession. The best way for a firm to handle such times is to plan for them ahead of time. A management team that is adroit at planning and implementing recession strategies can sometimes use the circumstances of a recession to expand market share.

About the Author:
Kundan Mishra is a content writer and an emerging author in the field of technology. Associated with GlobalHunt India "http://www.globalhunt.in", which is the Top Executive Search Firm in India - A Recruitment Services and Placement Services For the recruitment and placement of some of the top talent with its clients in the IT, Telecom, FMCG, Financial Services, Banking, Real Estate and Manufacturing Industries etc.