What is RPO and how to frame SLA for RPO services ?

What is the SLA (Service Level Agreement) for RPO ( recruitment process outsourcing ) ? What are the precautions and guidelines for framing a SLA ?

Shrinking workforce, work-visa caps, recent expansion of economy coupled with general frustration with the results and costs associated with traditional recruiting models on the part HR leadership prompted demand for innovative ideas when it comes to talent acquisition and retention. Attracting and retaining talent is undoubtedly one of the top items on any executive’s priority list. One the most talked-about answers to this challenge is Recruiting Process Outsourcing (RPO). It has become one of the hottest buzz words and fastest growing areas of Human Resource Outsourcing (HRO), with HRO in turn representing as a sub-set of outsourcing initiatives within the broader Business Process Outsourcing (BPO) industry.

In a recent corporate buyer survey, close to 75% of respondents indicated that they have either recently engaged a talent acquisition provider or are actively involved in sourcing. This tremendous acceptance rate is clearly indicative of the next phase in RPO maturity. While there is still lack of commonly-shared definitions and standards, most decision-makers no longer need to be sold on the benefits of outsourcing the recruitment function as a concept. Despite some differences with traditional transaction-focused outsourcing models, recruiting outsourcing has been gaining ground not only in executive board rooms but also in the minds of hiring managers as a way to let their organizations concentrate on expanding the core competencies while outsourcing such resource-intensive and often difficult tasks as finding and retaining the right people.

Nowadays, some of the key challenges are in selecting the right vendor to partner with amongst a sea of companies claiming to be RPO providers as well as in coming up with common definitions for RPO and figuring out the standards and expectations. How do you navigate the RPO field full of providers claiming to be the most efficient, cost-effective and reliable partner?

Reviewing a potential vendor holistically is crucial. You have to look at their delivery capabilities, scalability, experience with requirements similar to yours, cultural fit and check references. Luckily some of the methods and lessons can be derived from other, slightly more mature BPO disciplines. As with any other outsourcing engagements, a successful RPO initiative is characterized by clear rules of engagement and consistent quantitative assessment of objectives and delivered results. Although most of the companies realize that need, often RPO engagements fail to establish a well-defined Service Level Agreements (SLA’s).

If you want to succeed in implementing an RPO, you must define Key Performance Indicators (KPI) in accordance to the scope of services being outsourced, establish a Service Level Agreement that would spell out the expected results for each KPI, and then monitor execution of the SLA on a frequent basis.

While the classic definition of Recruitment Process Outsourcing implies transferring the entire talent acquisition and retention function to an outside provider, some organizations choose to only outsource a sub-set of recruiting processes. Each company defines what a successful RPO engagement is based upon their unique needs. However, some common metrics such as “time-to–hire”, “cost per hire”, “Recruiting Cost as % of Revenue” are used across the board. Although all of these measurements are examples of KPI’s applied to track the HR function, they can not always be directly used to measure the success of PRO initiatives. A company entering in an RPO engagement should have clear objectives that are in line with the degree of control that company is willing to release to an outside party.

Applying the “end-goal” per-placement/per-hire KPI’s is absolutely fair when a provider has full control over the entire lifecycle, but other, more granular indicators should be used when you engage a RPO shop for something like phone screening prospective candidates or data cleansing. Let’s review some examples of applying appropriate metrics to track RPO progress depending on the degree of control given to an outside vendor.

As an example, Workforce Source acts as full-function recruiting department for a rapidly growing DC-based provider of electronic prescribing services designed to meet the needs of the physicians. “Time-to-hire”, “Cost per Hire” indicators are being used along with other KPI’s to see how Workforce Source stacks up against the other recruiting options: internal and contingency staffing agencies.

However, Workforce Source often gets engaged by organizations seeking help in sourcing and phone-screening candidates either for major staff expansion initiatives or for more tactical reasons. Once a candidate has been qualified as a fit by a WFS recruiter, he or she gets submitted to the client’s internal recruiter, and that recruiter is responsible for taking the candidate through all the remaining phases of the recruitment lifecycle (hiring manager interviews, reference background checks, offer negotiation, acceptance and on-boarding). Is reasonable to apply the “time-to-hire” and other end-goal measurements access the RPO provider’s performance? The answer is not really. Since the RPO provider in this case has no control over the entire lifecycle, a better set of indicators of their performance would be “Time-to-Qualified submission”, “Cost per Qualified Submission”, “Number of Qualified Submission per a Period of Time”.

Internal recruiters definitely play a key role in providing prompt and objective feedback on all presented candidates, and are expected to render an objective judgment in such subjective area as candidate qualification assessment. It’s definitely a challenge. Therefore, it’s extremely important to define specific assessment criteria and allowable deviations, such as experience, education, pay range, location/relocation requirement, citizenship limited, etc. It’s also important to measure internal recruiter’s buy-in and performance by introducing another KPI – “Time-to-Feedback”, which is usually the average amount of time elapsed between the time of candidate submission by the RPO vendor and fully-completed feedback submission returned to the vendore by the internal assessor.

Obviously, an experienced recruiter instinctively uses most of the above-described criteria anyway; however including them all explicitly in well formulated Service Level Agreement will help avoid unpleasant surprises and negative perceptions on both sides In recent years, SLA’s have become the standard in most of the IT outsourcing engagements. However, HRO still lags behind when it comes to putting firm service level expectations in place.

Oftentimes, it seems the HR managers are more focused on the immediate cost savings and run a risk of a wrong sourcing selection by going after a vendor who can offer the cheapest rate for a full-time equivalent basis. While trying to reduce costs, the buyers actually often overpay even compared to all the payroll and infrastructure overheads associated with the in-house option. SLA’s are meant to capture and summarize productivity and performance expectations, escalation and response procedures, communications and negotiation process which leads to openness, understanding between customer and RPO provider and effectively used to constantly monitor the overall success.

RPO Service level agreements are very simple in concept: they are agreements between an outsourcer and customer on numbers and often on the quality of the people to be hired. They are developed before the RPO engagement starts and may also contain incentives for the provider. They are almost always negotiated, rather than simply imposed by either party.

For example, an SLA might say that the RPO provider will present 15 pre-screened candidates matching client’s open job orders per week for each full-timer recruiter assigned to the account, or that standard turnaround time should not exceed 48 hours from the time of receiving a completed job requisition. It is important to understand that an SLA is a two-way agreement, and the client certainly carries some responsibilities as well.

As an example, the assigned recruiter or hiring manager might be required to provide feedback in a particular format and within a certain timeframe. While the SLA’s are meant to be very quantitative documents, they need to be flexible enough to allow for a certain degree of adjustment given that each assessor is characterized by his or her own personal style and standards.

SLA's guide the planning and sourcing efforts and help HR leaders establish processes to create robust talent agency. By knowing where growth will occur and what types of people organization is looking for, RPO provider can focus sourcing efforts and competitive intelligence activities to get the optimal results.

For example, one client collected and analyzed the SLA’s from across the company and saw a clear trend toward hiring more SAP functional analysts. In partnership with a training outsourcer, they proposed instituting an intensive training program for their current business analysts who were familiar with legacy systems. This was highly successful and lead to a reduction in recruiting costs, as well as helped avoid some planned layoffs. Only a handful of SAP analysts needed to be recruited from outside.

SLA’s outline customer satisfaction. If the agreements are properly negotiated, they, in effect, contain the ingredients of satisfaction. RPO provider and HR manager who have decided what success and quality look like will most likely find that they can quickly determine if things have worked well or not and where improvements need to happen.

SLA’s can be used as a way to compensate and manage RPO Providers. When a portion of RPO provider’s compensation is based on meeting the goals of the SLA, the day-to-day management of RPO provider becomes one of coaching them to success rather than that of monitoring activity. RPO providers will do the best they can to excel to maximize their margins. This approach ensures that providers focus on delivering results that clients see as the priority in their business.

An SLA typically contains multiple sections or sub-documents designed to fully describe the entire PRO engagement via a set measurable objectives and goals. Below is a list of sections comprising a typical RPO SLA’s:

Objectives and needs assessment
Scope Statement
Pricing and Cost Estimates
Organization Chart
KPI’s, measurements and metrics
Work schedules and communication
Response and Escalation Procedures
The Objectives section is really meant to be a roadmap for the engagement. It is very helpful when it comes to discussing Provider scalability.

The Scope Statement outlines the general areas of responsibility granted to the provider. It also typically spells out methods and sources to be used, sourcing and screening processes and candidate submission procedures.

The Pricing and Cost Estimates related the cost or services to the cost per KPI. Depending on the scope of work, this could be either cost per resume, cost per qualified submission, or cost per hire.

The Organization Chart shows the key players on each side, with their respective responsibilities and roles clearly defined and assigned.

The sections on KPI’s, measurements and metrics contain non-monetary performance measurements, such as the expected volume of submissions from a single resource per a period of time, and turnaround times on both ends. It also establishes the frequency and protocol for on-going performance monitoring.

The Work Schedules section describes expected hours of operation and cross-team communication procedures. The Response and Escalation section is a logical extension of the communication plan. Its objective is to establish a process for issue.

Given that the RPO market is getting saturated with providers whose claims can not be validated immediately, time spent in ascertaining, negotiating and monitoring is a solution is definitely time well-spent. If not done correctly, an outsourcing solution can not only be a costly proposition, but more importantly, can lead a lot of missed opportunities to acquire key human resources. “War for Talent” is definitely on and no organization can afford not to have a battle plan.

By Stan Anapol (sanapol@workforcesource.com)

How to face Layoffs ?

Question : My company is planning to reduce the staff ? I am not sure whether my name figures in the list of employees who will be asked to let go ! How to face a situation when i am asked to leave ?

Raghav :
This is becoming a pretty common scenario these days in many companies that are not able to sustain their business in view of the overall economic slow down.

My advise is to not wait till the obvious happens, start your trails today why wait till the last minute ? The following article will help you to face with this kind of situation.

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9 Tips for Taking Control of Your IT Career in the Face of Layoffs

With unemployment rates at their highest level in six years and layoffs planned at some of the biggest companies, tech workers are feeling anxious about their jobs and powerless in the face of economic uncertainty. Two IT staffing experts offer some empowering advice for all IT workers.

Leave a comment (2)

By Thomas Wailgum

September 22, 2008 — CIO —

If you work in IT at a financial services company—or any organization reeling from the country's economic woes—you're probably feeling insecure about your job not—not to mention powerless over market forces beyond your control.
MORE ON CIO.com
Financial Industry Mergers, Acquisitions and Meltdowns: What's in Store for IT Execs and Staffers?
Credit Suisse CIO Jumps Ship to Merrill Lynch Amid Industry Turmoil
Wall Street Financial Crisis to Lead to Layoffs in IT
10 Secrets for Searching for a Job During a Recession

Management consulting firm Janco Associates reported on Sept. 15 that the financial industry turmoil, along with HP's announcement that it would lay off 24,600 employees over three years, would "glut" the IT job market. (For more on the recent fallout, see "Financial Industry Mergers, Acquisitions and Meltdowns: What's in Store for IT Execs and Staffers?")

But, in fact, there's quite a bit you can do right now to quell your anxieties and take control of your career.

John Estes, a vice president at staffing firm Robert Half International, and John Baschab, a senior vice president at Technisource, a staffing and IT managed services provider, offer these nine tips for those IT workers who are concerned about losing their jobs due to the economic turmoil on Wall Street and across the U.S. economy.

1. Ask the Right Questions. If you are concerned about layoffs or the effect of a potential merger, Estes advises that IT workers ask their managers some key questions: How will this affect my job? Are there other opportunities within the company that I could apply for? If I am laid off, will the company offer outplacement services or some type of severance pay?

2. Remember: You've Got Skills. Financial services IT people happen to have the most in-demand skillsets right now, especially security and compliance, notes Baschab. "This, combined with a blue-chip name on the resume, should ease the job search," he adds. (For more on this topic, see "30 Skills Every IT Person Needs.")

3. Dust Off Your Resume. It's always a good idea to be prepared with an updated resume, Estes notes. "You never know when an opportunity may present itself, or when an unexpected change may occur in your organization," he says. "The early bird gets the worm, so the sooner you get your resume posted, the better your odds of beating out your competition." (For more on this see "Your Resume Is Mission Critical.")

4. Tap into Your Network. Estes advises IT people to write a list of everyone they know who may be in a position to help them uncover a new job opportunity. And consider everybody: family, friends, business associates, clients or vendors, alumni groups, professional or social networking groups, and church or community members. "Your contacts can be an invaluable source of job leads," he adds, "so don't leave any stone unturned." (If you're a little reluctant to network, read "How to Network: 12 Tips for Shy People.")

5. Meet with an IT Recruiter. A recruiter who specializes in information technology "not only can help you find a job—he or she also can provide useful feedback on your resume and how you present yourself in an interview," Estes says.

6. Think Outside Your Industry. Baschab says that operations and infrastructure (O&I) experience is portable to nearly any industry—for instance, e-mail servers are pretty much the same everywhere. "This means that people with O&I experience can conduct the broadest possible job search," he says.

7. Don't Overlook Smaller Companies with Bigger Opportunities. Now might be a good time to take a chance on a more senior position at a smaller company, Baschab says, such as a regional or local retail bank. It could be a "good opportunity to help them build an IT department using the skills learned in a large enterprise environment," he adds.

8. Broaden Your Functional Skills. "Applications and business analysts can also often make a lateral move into the finance and accounting area, thus broadening their job search to other functional areas within a company," Baschab notes.

9. Maybe It's Time to Move. "If you feel your opportunities truly are limited in your local market, ask yourself if a move to another city or state is a viable option," Estes says. "All factors considered, it could pan out to be a welcome change."

Baschab points out that finance industry IT salaries have historically been higher than IT salaries in other industries; but they also come with a higher cost of living. "This could be just the right opportunity to make a move to a different geography," he adds, "and take a somewhat lower salary but also a considerably lower cost of living."

Other stories by Thomas Wailgum
© 2008 CXO Media Inc.

Questions !!

What went wrong? I was trying to find answers for the pestering problems.


Is the system so fragile? Not to retain the highly talented and experienced man-power till the company’s order books are over flowing.
Neither our economic system is hollow nor do our company’s suffer from a hand–to-mouth existence. Remember, it is the same workforce that gave us almost a 40% growth rate in IT sector and made the country proud. I T shifted our culture from agriculture to technology.


Is the system leakage prone, where people with fake experience and credentials could easily enter in?
HR is mainly utilised for coordinating. We have out-sourced recruiting, credential verification to name a few. These out sourcing companies were paid for the number of people they recruit. Many mal-practices took place leading to the so called “back-door entry”.


Are we professionally mature for flexible timings?
In a recent survey by a HR Consultancy on employee practices in private sector, it was found that many of the employees are engaged in side business, use office stationery for personal use, and lie in their resumes. It is high time we reconsider our priorities.


Did we pass through the stringent SEICMM levels only as a ritual? Did we disregard the first principle of management - “planning”? Have we ignored the spirit of Kaizen?
The employees, instead of being shown the exit door, could have been trained in impending technologies, or their expertise could have been used to train others.



Are we only a bunch of intellectual slaves to execute what the masters want?
Sacked employees could have been assigned to take-up R & D, or utilised to market our facilities to cater to new areas. We do have the wisdom to analyze new systems and suggest automated solutions to prevailing problems.


Did we make an error by over depending on customers mostly from one single Nation?
We experienced similar tough times subsequent to Y2K and also after 9/11/2001. This problem is not one sectors’ problem alone, this slow-down is entire nation’s problem, let us face this collectively. We can explore new avenues of technology applications to solve the several persisting problems of the mankind.
(Problem 1 – it takes two months to get results after students write their examinations – if this gap is reduced to one day, imagine the gain in number of man days for our country.
Problem 2 - Birds are used to probe the poisonous gases in the under ground – mines, and technology can be used to save many precious lives that are lost due to occasional manual error,)
Is there any co-ordination among the various departments viz. marketing – delivery – recruiting?


Take out our business intelligence from the cold storage, and give due prominence to forecasting techniques, with proper co-ordination among various departments, and branches we can easily envisage the changes that are likely to take place.


Are we in an opinion that JIT (Just-in-time) is only for the manufacturing sector?
Have we followed basic JIT principles, we could have avoided all the costs associated with “keeping-on-bench” so many the software engineers.
We are recruiting directly from the campuses one year before the students pass the qualifying exam as if there is a gap in the supply-and-demand. Let us see the statistics of professional colleges in India. We have 1668 Engineering colleges nurturing 6.53 lakhs engineers, and 1017 MCA colleges supplying 70,000 software professionals, more than sufficient for our needs.


Are the exorbitant pay packages justifiable?
Let us not kill the golden-egg-laying–duck out of our over enthusiasm to get rich over-night. We should now conduct a study to measure what is a reasonable compensation, with out over burdening the investors or customers. Let us realize that life is a very long marathon and not a 100 M sprint.

Source : Internet
Goparaju JayantH KumaR

What is the ratio of HR team to Employees ?

Q: How valid is the 1-to-100 ratio of HR staffing?

- Keeping Up With Changing Times, HR manager, services, Raleigh, North Carolina


A: The ratio of human resource person for every 100 employees has been around
for at least 20 years and is still cited as being HR gospel. But a lot has
changed in 20 years, not the least of which is automation of much of the
traditional HR functions.

For example, staffing has always been one of the most labor-intensive HR
functions-placing ads, poring over paper resume submissions, calling to set up
interviews, sending paper interview responses and offer letters, administering
pre-employment tests, etc. Today, a good applicant tracking system can easily
replace a majority of traditional staffing function positions. Rather than
taking hours to place newspaper advertisements, an applicant tracking system
(ATS) can post jobs to multiple online job boards in a matter of minutes. Resume
submissions can be automatically screened, chosen applicants can be contacted
immediately by e-mail, interviews scheduled with multiple managers quickly
online, pre-employment tests done by the applicants at their own computers, and
onboarding packages compiled and delivered within minutes electronically. One
recruiter with an ATS and a computer can easily do the work it took four people
to do 20 years ago.

Automation of HR functions in other areas produces similar productivity
increases. Compensation and benefits functions have certainly benefited from
advances in HR systems. Performance management has been automated with software
that allows organizations to assign, manage and report on each employee's
business objectives and results with much more limited HR involvement than 20
years ago. For better or worse, it's no longer necessary to have HR employee
interaction with line managers for the 90 percent or so of traditional HR
activities that are transactional in nature. Managers don't need to come to HR
to review most of an employee's file-most of it is accessible online through
intranets or internal computer systems. Pay increases can be proposed, approved
and implemented automatically. A supervisor who is overdue on employee reviews
is sent a computer-generated reminder. Training programs are delivered to
employees at their convenience via computer and
testing is done online.

As axiomatic as "one for every 100" may once have been, today it could easily be
"one for every 300" or 400 or even 500 or more given today's automation
opportunities. And by automating these functions, HR is freed to focus more on
consultative and development activities and produce more with fewer resources.


[Source: Carl Norcross holds a master's degree in human resources and has more
than 20 years' experience leading HR departments. He has worked for several
midsize and Fortune 500 firms, including GRID Systems, Colorado Memory Systems
and Nortel Networks.]

How to give Feedback ??

In Joseph’s Heller’s epochal book, Catch -22, we have a character named Orr, who finds two crab apples somewhere. He walks with them in his cheeks until Yossarian, the main character in the novel, spies them there and makes him take them out. Then, Orr finds two horse chestnuts and slips those in until Yossarian detects them and orders him to take crab apples out of his mouth again. Orr grins, replies as he pulls them out that they are not crab apples but horse chestnuts and that they are not in his mouth anymore but in his hands.

Though this is a fictitious anecdote, most people are familiar with the circular path that criticism follows. Praise in public, criticize in private, was the advice given by Dale Carnegie. It is a very good dictum. The question is that while managers like to give positive feedback, most people are afraid to give negative feedback, even in private. Nobody, it appears, likes giving negative feedback just like no one likes receiving it. The reason is simple: negative feedback leads to retaliation in some way or the other. Orr was sophisticated, but others may not be.

It is a tough choice either way. Remaining silent perpetuates mistakes. Confronting needs courage. So, what should one do?
While criticizing in private is good advice, more needs to be said. It is not only “what” is criticized that is important but also “how” the criticism is done that makes a difference. Based on all the wisdom I have garnered from various sources over the years, I would like to share a few tips:

Criticize the behavior and not the person. Any criticism that affects the self worth of an individual is likely to be rejected without examination. Do not use words like you “never” do this or you “always” make mistakes.

While criticizing, ensure that it is “direct, appropriate and relevant”. Emotion in the tone of the voice can override the sanity of the words used.

Be future-focused. Drawing attention to the past only makes the mistake even more difficult to face up to. Ask the person what are the two things the he or she would like to do moving forward. This focuses the mind on “change”, not “helplessness”.

Use the opportunity to coach – people are more ready to change after an error. But do not do it when the wounds are too raw.

Do not make criticism a habit. Also catch people doing right. It is important to be seen as fair for the criticism to be received well.

Most important, do not postpone confrontation. Do it before it becomes impossible to do. As PG Wodehouse keeps saying, “He who hesitates is lost.”

Author - Ranjan Acharya, Hindustan Times

Does business women need to be more superior than men ?

Matching their pace with men doesn't seem to satisfy women, at least not in the realm of business. A new survey has revealed that women think they have to be superior than men in order to succeed in business.

The survey, named YouGov, which conducted a poll of 1,000 female entrepreneurs, has underlined the fact that women need to be better than men in order to succeed in business.

It was revealed that 74 per cent female entrepreneurs claimed that it was not enough for women to be as good as their male counterparts - in fact, they had to be one up.

Still, a growing number of the women admitted that this move has helped them in attaining a greater sense of confidence and self-worth.

One third of the women said that if they had got more encouragement from the Government, it would have certainly helped them while taking their first steps.

"There needs to be more help and support to help point women in the right direction and hold their hands as they start off setting up their business," The Telegraph quoted Harriet Harman, the minister for women and equality, as saying.

Joy Nichols, chief executive officer of Nichols Employment Agency, who started her business 25 years ago, said: "Men are cruising whereas women have to sprint. I look forward to the day when I can cruise."

YouGov findings were released to mark the launch of the Government-sponsored "Girls! Make Your Mark" awards, for female-run enterprises.

Source : ANI, London

What can we do with mobile phones ?

Dear Readers,

We know that we can talk chat take pictures and listen to fm radio on our mobiles. Can we imagine what all we can do with out mobile phones ? Think again !

The following things can be done through our mobile phones -

There are a few things that can be done in times of grave emergencies. Your mobile phone can actually be a life saver or an emergency tool for survival. Check out the things that you can do with it: -
((1))EMERGENCYThe Emergency Number worldwide for **Mobile** is112If you find yourself out of coverage area of your mobile network and there is an emergency, dial 112and the mobile will search any existing network to establish the emergency number for you, and interestingly this number 112can be dialled even if the keypad is locked.**Try it out.**

((2))Have you locked your keys in the car? Does you car have remote keys? This may come in handy someday. Good reason to own a cell phone:If you lock your keys in the car and the spare keys are at home, call someone at home on their cell phone from your cell phone. Hold your cell phone about a foot from your car door and have the person at your home press the unlock button, holding it near the mobile phone on their end. Your car will unlock. Saves someone fro having to drive your keys to you. Distance is no object. You could be hundreds of miles away, and if you can reach someone who has the other "remote" for your car, you can unlock the doors (or the trunk).

((3))How to disable a STOLEN mobile phone? To check your Mobile phone's serial number, key in the following digits on your phone: * # 0 6 # A 15 digit code will appear on the screen. This number is unique to your handset. Write it down and keep it somewhere safe. when your phone get stolen, you can phone your service provider and give them this code. They will then be able to block your handset so even if the thief changes the SIM card, your phone will be totally useless.You probably won't get your phone back, but at least you know that whoever stole it can't use/sell it either.

((4)) Be careful while using your mobile phone When you try to call someone through mobile phone,don't put your mobile closer to your ears until the recipient answers. Because directly after dialling, the mobile phone would use it's maximum signalling power, which is: 2 watts = 33dbi, Plz Be Careful, Message as received (Save your brain) Please use left ear while using cell (mobile), because if you use the right one it will affect brain directly. This is a true fact from Apollo medical team.

Source : internet

Are you bound to give feedback to candidates ?

Question :

As a recruiter are you bound to give feedback to the candidate irrespective of the fact it is either positive or negative ?

Do you also tell the areas where you found the skills lacking ??

Answer

It is definitely a good practice to inform the candidate about the feedback of the interview that is done. It is not essential that we give + feedback to the selected candidates alone. This will surely establish credibility and good will amongst the candidates and will go a long way in creating a positive company image.

Raghav

For responses to this question and expert views click here.

Welcome to Ask HRinIndia !!

This blog is created for the members of HRinIndia or any HR professional wanting to ask any questions relating to the Human Resources Management in India.

All the questions will be archived for the benefit of readers who can read through the Questions and Answers that get publilshed in the HRinIndia website.

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