ASSIGNMENT

Course No : AGR-622
Subject : Human Resource Management
Submitted To : Ms. Ayesha Zafar
Prepared By : Aqib Umar

DEPARTMENT OF AGRICULTURE
&
AGRIBUSINESS MANAGEMENT
 LOCAL RECRUITING CHANNEL COMPANIES

RECRUITING CHANNEL COMPANIES CITY

1
1 Islamic Man Power Rawalpindi

2
2 job4u.pk Lahore

3
3 Agility Bo Lahore

4
4 JobsAlert.pk Lahore

5
5 Medical Billing Jobs in Pakistan Lahore

6
6 DRC Healthcare Pakistan Lahore

6
7 Falisha Manpower Rawalpindi

8
8 Marfa Overseas Rawalpindi

9
9 Eagle Testing Service Islamabad

1
10 Sirius HR & Management Consultants Karachi
INTERNATIONAL RECRUITING CHANNEL COMPANIES

Recruiting channel companies Key points:

1 TopTal
  High-profile clients
 Thoroughly vetted candidates
2 Kelly Services
  Proven track record for more than 70 years
 High profile resource for staffing data
3 Robert half
  Dependable assistance
 Strategic/customized portals
4 Randstad
  Global network of freelancers
 Reasonable rates

5 Adecco
  Partners with large enterprise companies
 One-stop shopping for staffing
6 Insight Global
  Broad selection of candidates
 Award-winning recruitment firm
7 Locas group
  High-profile clients
 Collaborative practice
8 Nelson
  Massive freelancer pool
 Long-lasting partnerships
9 Brilliant
 Award-winning staffing firm
 Represents high-quality talent
10 Front line source group
  American Staffing Association award-winning service
 IT staffing for cyber security and analytics
 What are the differences between headhunting vs. recruiting?
Headhunting and recruiting are hiring processes that have the same goal, to help employers
find the best candidate for an open position, but it's important to understand how these
methods differ. Here are some of the main differences between these two concepts:

Types of positions

Recruiters and headhunters typically hire for different positions. A headhunter often specializes
in a certain type of executive role. They learn the skills and experience needed in that role, and
help companies find candidates with these skills. A recruiter often fills entry- and mid-level
positions for a company.

Variability of roles

Headhunting and recruiting processes typically involve a different range of positions. A

company may hire a headhunting team to fill one specific position. For example, when a
business team knows its current CEO is leaving the company, the company may connect with a
headhunting agency. The headhunter performs a search for that specific candidate and, after
filling the position, often works with a new client.

A recruiter often helps companies find a larger variety of positions. Recruiters can work in
recruiting agencies or directly for an organization. For example, a business may have an internal
recruiter on the HR team. This person helps fill all open positions in the company. They work
with a wider variety of skill sets and experience, matching candidates with the best position for
them and helping the company build a successful team.

Candidates' availability

These two processes often involve professionals with different job availability. Recruiters work
most often with candidates who are actively seeking a new position or considering moving into
a new role. These professionals may connect with a recruiter at a job fair or through an online
job posting.

Typically, a headhunter works with professionals who are currently working and not seeking
new employment. Headhunters approach these individuals and offer them incentives to
interview and potentially move into a role at a new company. They can find these candidates
through their professional network or by seeking referrals in the industry. Occasionally,
headhunters may also interview and evaluate candidates who are actively seeking employment
while they perform their executive search.

Range of professional network

Professionals who work in recruiting or headhunting often have different professional

networks. Recruiters often work to help companies fill a variety of positions, so they typically
have a broader network. For instance, they may help a business find candidates for marketing,
sales, information technology and management roles. They may build a wide network to help
them meet more professionals in a variety of industries.

Headhunters often specialize in one industry or one type of role so they may have a narrower
and focused professional network. For example, if they specialize in the technology industry,
they may have connections in this field to help them meet potential candidates.

Process

These two strategies involve different processes. A headhunter often researches and starts
conversations with potential candidates. They take an active role in finding the right candidate
for the open position. A recruiter may take a more passive role during the job search process
and play a more active part during the interviewing stage. They often write and create job
postings, and candidates connect with them after reading the job posting or description. The
recruiter then reviews the applications and may invite candidates to interview.

Cost

Headhunting is typically more expensive for companies than the recruiting process.
Headhunters specialize in a certain industry or role, and they help find executive candidates for
a senior-level role. This typically takes more time and effort than the recruiting process.
Recruiters may use job postings and online tools to help them gather a group of candidates.
Then they spend time interviewing and assessing candidates, which is often a shorter process
than headhunting and therefore less expensive for HR teams and companies.

How does the headhunting process work?

Companies and headhunting agencies may use their own process to find candidates, but often
organizations follow these steps:

1. Identify need for new employee

A company may contact a headhunting agency or professional when they have an open
executive role. They may also contact the headhunter before a transition phase when they
know a current team member plans to leave the role. For executive roles, this may be
confidential information the headhunter must keep private while contacting prospective
candidates.

2. Determine necessary qualifications

The headhunting team often creates a list of necessary skills and experience. They can use this
information to find the best candidates for the role. They may write an official job posting or
create a personal candidate profile to use during their search.
3. Consider candidates

Depending on the role, the headhunting team may begin the search by creating a list of ideal
passive candidates. These are professionals in the industry who are currently working in similar
roles. They may contact or connect with them to discuss the open position.

The headhunting team may also consider active candidates who are currently seeking a new
role. They may attend conferences, review executive job boards or share a job description
online to help them find potential candidates.

4. Review and interview candidates

Once the headhunting team has gathered a set number of interested professionals, they may
collaborate with the internal hiring team to review the list. They work together to refine the list
to determine the best candidates for the role. They then interview and evaluate these
professionals to help make a decision.

5. Send a job offer

After making the final decision, the company may send a formal job offer. They also handle
negotiations and contracts. The professional then can begin their career in the new role, and
the headhunting team can begin working with a new client.

How does the recruiting process work?

Here are the common steps involved in the recruiting process:

1. Identify open positions

The recruiting process often begins with the HR department or hiring manager creating a list of
open positions. They may share this with a recruiting company or team. If the company has an
internal recruiter, this professional may collaborate with a manager or HR team to create this
list.

2. Write and share job description

The recruiting team creates a job description for each open role. They may ask current
employees in that role to describe their duties, research the role online, and ask managers or
HR professionals about the skills and experience required for the role. They use this information
to write a formal job description. They can then share this information online on job boards and
search websites.
3. Consider additional candidates

Depending on the role, the recruiting team may also find additional candidates. They might
attend a job fair, conference or networking event to meet professionals in the industry. This can
help them find more job seekers who might be a great fit for an open role.

4. Review and interview candidates

The recruiting team often reviews the initial applications and may create a list of candidates to
interview. Depending on the company, they may conduct an initial phone interview, or they
may only conduct one formal interview in person or on video. They may also share their final
list of applicants with the company, and internal team members may conduct interviews
independently.

5. Extend job offer

Typically, the company sends a formal job offer after selecting a candidate. The recruiting
professional may begin searching for another position in the company, or they may begin
working with a new client, depending on their role and work environment.
 VALIDITY
Validity is used for examining how accurately something gets measured by a method. If a
particular method actually measures all that it claims and the generated results closely
align with real-world values, the method is considered to be valid. 

Research validity is categorized into four main types which involve:  

1. Construct validity
2. Content validity
3. Face validity
4. Criterion validity

Let’s discuss each of the different types of validity in detail.

1. CONSTRUCT VALIDITY
With the help of construct validity, it becomes easy to evaluate if a particular measurement tool
actually represents the thing that we want to measure. It plays a key role in signifying the
overall validity of a specific method.

What is a construct?
A construct can be defined as a characteristic or concept that you cannot observe directly.
However, you can measure it by observing the indicators that are related to it.

The constructs may constitute characteristics seen in individuals like happiness, intelligence,
satisfaction, fitness, depression, etc. Although, these may comprise wider concepts too that are
applied to social groups or bigger organizations, such as social responsibilities, freedom of
choice, gender equality, freedom of speech, etc. 

What does construct validity mean?

Construct validity is a great way of ensuring that the measurement method aligns well with the
construct that you aim to measure. Suppose you plan to build a questionnaire for the diagnosis
of depression, it’s essential for you to know: is your questionnaire really able to measure the
construct for depression? Or does it measure the respondent’s behavior, level of happiness, or
some different construct? 

For attaining construct validity, it’s imperative to make sure that the indicators you use are
cautiously developed on the relevant existing knowledge. So, the questionnaire should include
only the relevant questions that can effectively gauge the popular indicators of depression.
Construct validity examples:
Emotions don’t have any unit that can help us measure them directly. We can only measure
emotions based on a collection of indicators. 

Happiness can be measured by the indicators such as high energy, positivity, frequency of
laughing, and smiling. Anxiety can be measured by symptoms such as restlessness, edginess,
difficulty concentrating, and others.

2. CONTENT VALIDITY
Content validity is used for evaluating if a test can represent the different aspects of a
specific construct. In order to generate valid results, it’s essential that the content of the
survey, test or any measurement method you use must cover the relevant & necessary
areas of the subject it intends to measure. 

In case there are some missing aspects from the measurement or you included irrelevant
aspects, the validity is at stake.

Content validity examples:

A mobile phone company wants to conduct a customer satisfaction survey about a specific
cell phone model they recently launched. The survey should have questions about the
product such as – features, quality, performance, color, design, price, etc. 

If some questions are left out then the survey result may not be an accurate indication of
customers’ satisfaction with the product. However, if the surveys have questions unrelated
to the product, the results will again be invalid. 

This means that to protect the validity of the result, the content of the survey must cover
all relevant questions about the product.

3. FACE VALIDITY
Face validity is used for considering how appropriate the content of a particular test looks
on the surface. It seems quite similar to the content validity, but it is considered to be a
more subjective and informal type of assessment.

Face validity examples:

A teacher wants to understand his students’ mental capacity. He creates surveys that ask
questions about how much time they spend studying. 
On the surface, the survey seems to represent what he wants to test. The teacher
considers it to have high face validity. Face validity is considered to be the weakest form
among all types of validity.

Being a subjective measure, face validity is usually referred to as the weakest type of
validity. Although, it can play a key role in the foundational stages of creating a method.

4. CRITERION VALIDITY
Criterion validity plays a crucial role in evaluating the relativity of your test results, i.e. how
closely a test’s results correspond to another test’s results.

What is a criterion?
A criterion can be defined as an external measurement of a similar thing. In other words, it
is a widely popular and established test that has been considered valid already.

What does criterion validity mean?

To seamlessly assess criterion validity, you should begin by calculating the correlation that
exists between your measurement’s results and the criterion measurement’s results. In
case you get a high correlation, this will indicate that your test is actually measuring what
it is supposed to measure. 

Criterion validity examples:

The hiring manager of an ad agency creates a test to measure the capability of job
applicants for creating ads. The manager finds another test that is considered a standard to
measure the applicant’s capability of creating ads. 

The manager used the result of the standard test as a criterion for judgment. She then
compares the results of both the tests taken by the job applicant to assess their capability.  

She finds that the result for both tests is similar. This means the test created by the hiring
manager has high criterion validity.
 C FACTOR
the flagship product of The Talent Games is an AI-powered and neuroscience-backed gamified
assessment platform that assists employers with the pre-screening tests and assessments of job
applicants.

WHAT IS C-FACTOR?
The C Factor game is a turnkey solution that harnesses the power of neuroscience and artificial
intelligence to reduce bias from the recruitment processes, providing each candidate an equal
opportunity to land their dream job and offering companies a chance to strengthen their
employer brand. As a highly effective gamified assessment platform, C-Factor helps
organizations with pre-screening of candidates, equipping recruiters with the data they need to
hire the top-tier talent in their pipeline. Companies can select the most relevant assessment
tools from our library to create the perfect ready-to-play game for millennial recruitment.

THE C-FACTOR ADVANTAGE

Wondering how interactive, engaging and user-friendly is the C-Factor gamified assessment
platform? Read on! We conducted a survey on 7000 students who played C-Factor game and
asked them about their experience. Here’s what the respondents said:

 91% said the game reflected real work situations

 80% agreed the game was relevant to the position they applied for
 94% thought the platform was easy to understand
 74% felt that the game allowed them to demonstrate their full potential

This data indicates that C-Factor has actually allowed job-seekers to be selected purely on the
basis of merit, eliminating biases that have been rife in the traditional recruitment process for
many years. With C-Factor, candidates are now in the driving seat, having massive power over
where to direct their career.

On the flip side, this state-of-the-art recruitment game enables companies to flaunt their tech
savvies and showcase their employer brand.

HOW DO WE KNOW THIS?

Well, this is what the 7000 applicants we surveyed had to say about the companies that utilize
C-Factor:

62% believed companies can hire better quality candidates

62% agreed that C-Factor has altered their perception about the companies
75% stated that C-Factor provides a more outstanding experience as compared to other
assessment platforms

The candidate market is inundated with talented people, but the traditional hiring process
prevents companies from identifying them. However, the interactive, creative and ingenious C-
Factor has bridged the wide gap that both candidates and companies have been experiencing
for several decades.

And now human resource professionals with a digital mindset cannot avoid jumping on the
gasification bandwagon. Luckily, C-Factor is precisely the top-of-the-line solution they’ve been
eagerly waiting for!

Why Should Employers Use C-Factor as a Gamified Assessment Platform for Bulk Hiring

Here are some reasons why employers should use C-Factor for recruitment:

STRENGTHEN YOUR EMPLOYER BRAND

Merely knowing where to find the right talent isn’t enough to build a healthy pipeline of talent.
Talent acquisition managers need to step up their recruitment efforts by differentiating
themselves from the competition through a robust employer brand. In its 2014
report, CEB indicated that employers that invested in employer branding reported a 54%
increase in high-quality candidates.

With its wide scope and customizability, the C-factor gamified assessment platform allows
companies to entice the best candidates by showcasing their employer brand to hundreds and
thousands of candidates. In fact, according to a LinkedIn survey, 75% of applicants consider an
employer’s brand before even applying for a job, which is why organization needs to invest into
building a strong employer brand based on their organization’s values, vision and culture.

GAIN REAL INSIGHTS INTO YOUR CANDIDATES

Sometimes candidates don’t perform their best or fall flat in pre-employment tests and
interviews due to nervousness or anxiety. Other times, recruiting professionals neglect qualified
candidates solely because they didn’t present their resume in an attractive, eye-catching layout.

By using C-Factor test for recruitment, HR leaders provide applicants a stress-free and fun
environment, allowing them to display their true potential. This, in turn, enables them to
evaluate each candidate’s true abilities.
APPEAL TO THE DIGITAL NATIVES
As a tech-savvy generation, Millennial are better equipped than their predecessors to leverage
technology for cutting-edge products and services. Thus, they also intend to work for a
company that positions itself as a digital innovator.

Additionally, considering the fact that millennial are the fastest growing labor force and will
make up 75 percent of the workforce by 2025, recruiters need to understand what captivates
this generation in order to attract, retain and motivate them. The game designer, J
McGonagall believes the average western millennial will have spent 10,000 hours on computer
generated gaming by the time they are 21. And this is why, the C-Factor game presents itself as
the ultimate state-of-the-art solution to attract and source the top millennial talent.

• REDUCE BIAS & PROVIDE A LEVEL PLAYING FIELD

A competent candidate comes in all different shapes and sizes – old, young, black, white, novice
or an experienced professional. The prospective employee can belong to any of these
backgrounds. However, resumes cannot fully grasp the skills and capabilities that a candidate
has to offer, especially when it comes to those who recently entered the workforce and the
industry.

According to research, the traditional hiring process is biased and unfair, replete with
unconscious sexism, racism and ageism that significantly impact who get hired. In fact, 81% of
employers believe unconscious bias influences their hiring decisions, as a result of which they
miss out on top candidates. C-Factor tests assess candidates on different facets of their skills
and abilities rather than judging them merely on the depth of their resume. It disregards a
candidate’s background, educational qualifications and other aspects which can be influenced
by socioeconomic factors, giving everyone an equal opportunity to shine and prove their true
potential.

• ENHANCE THE CANDIDATE EXPERIENCE

C-Factor provides an unrivalled experience to candidates with its interactive recruitment games
that evaluate players on cognitive and critical thinking abilities, personality traits and problem-
solving skills. With its potential to reduce unconscious bias and provide a level playing field to
all players, this revolutionary recruitment game dramatically improves candidate experience.

• REACH A LARGER TALENT POOL

Organizations that employ the traditional method of recruitment struggle with sifting through
an enormous number of resumes, and this task only becomes more time-consuming and
demanding when they have over a hundred resumes against a single job position. In addition to
that, recruiters also face the challenge of not having enough candidates to choose from owing
to their inability to reach the mass audience.

With the C-Factor gamified assessment platform, talent acquisition managers can lure a
plethora of candidates who may not have found about the job position on their own. In other
words, C-Factor serves as a talent surfacing engine, uncovering top talent from unexpected
places and letting both the employer and the candidate discover each other in a fun way.

COMPANIES USING C-FACTOR GAMES

In the current candidate-driven market, employers looking to source finest talent need to prove
to the job seekers why they should work for their company.

Here are some companies that have stolen the limelight with C-Factor:

SHELL
Shell, the Dutch-British oil and Gas Company headquartered in the Netherlands, shook hands
with The Talent Games to discover the finest college students and fresh graduates for its
Internship Programmed and Management Trainee Programmed. Using the ready-to-play
gamified recruitment solution C-Factor, Shell managed to induct the cream of the crop while
also strengthening its employer brand.

KHAADI
Factor game along with on-campus visits to pique the interest of the ambitious fresh graduates
for its LEAD Management Trainee Programmed.

JAZZ
Jazz, a mobile operator in Pakistan that provides a range of prepaid and postpaid voice and data
telecommunication services to both individual and corporate subscribers, used C-Factor game
to explore the power of digital innovation in talent management. With the gamified assessment
platform, the company managed to screen thousands of candidates online and hire the most
qualified of them.

HOW TO PLAY C-FACTOR RECRUITMENT GAMES?

The C-Factor game comprises of four different sections, all of which need to be attempted to
successfully complete the game. These include:
·         Aptitude Assessments

·         Psychometric Assessments

·         Situational Competency Based Assessments

·         Cognitive Ability Games

APTITUDE ASSESSMENTS
The aptitude assessments measure a candidate’s ability to work with information in different
areas. Candidates are expected to complete three sub-sections, including Error Checking,
Inductive Reasoning and Numerical Reasoning. Each of these categories gauges one’s innate
aptitudes and abilities and don’t rely on any specific knowledge, so it’s not something one can
effectively study for. However, it is important to remain focused as these questions have right
and wrong answers.

PSYCHOMETRIC ASSESSMENTS
Psychometric assessments assess several aspects of candidates – their values, behavioral
preferences, the kind of the work environment they prefer to work in, so on and so forth. These
kinds of assessments include the behavioral profile against the OCEAN personality
questionnaire. Since these questions are indicative of one’s personal preferences, interests and
motivations, they do not require any prior preparation. This is also why there is no right or
wrong answers. The best way, therefore, to complete this section is by choosing a response
that comes most natural to you.

SITUATIONAL COMPETENCY BASED ASSESSMENTS

Situational competency based assessments, also known as SJTs (Situational Judgment Tests)
evaluate how a candidate responds to situations encountered in the workplace. Built around
hypothetical scenarios, these kinds of assessments are mapped against a set of competencies
chosen by each employer. Hence, the answers given by the candidates reveal how aligned they
are with the values and behaviors of a particular company. To ensure the applicants have a
good understanding of such assessments, we provide some sample questions at the start so
they can familiarize themselves with them.

COGNITIVE ABILITY GAMES

Using a series of 1-2 minute games, this section measures a person’s cognitive traits, including
focus, decision-making ability, judgment, memory and problem-solving skills. These games have
right and wrong answers and the top panel signifies your score. For every correct answer you
gain a point, but there is negative marking for every wrong answer. So the best way to
successfully complete these games is by ensuring you are in a distraction-free space and
attentive while playing the game as they are timed and give you only one chance.