Campus Recruitment as a B2B Exchange

Every year, corporates have to spend a significant amount of money and management time to visit engineering and business schools and select candidates for recruitment. Competition for talent is intense at the few, well-known and popular schools and corporates are not sure of being able to attract the good students. On the other hand, good candidates are available at a large number of lesser-known schools but the cost of reaching, evaluating and selecting them is very high. The Campus Recruitment Exchange (CRX) could be to a way to avoid the these horns of a dilemma.

The 12 Step Process

Conceptually, the CRX is nothing but a labour market, where students will sell themselves to the companies that bid the highest, or offer the best opportunities in terms of pay and job profiles. However restrictions are necessary so that the normal rules of campus recruitment, like single offers to each candidate and the sequence in which students are allowed to interact with a company ( “day 1” etc ) are followed. Without these restrictions the market will degenerate into a common job portal like naukri.com or timesjobs.com.  To avoid this, the following sequence of activities should be followed

1. A company will register on the CRX through an authorised principal HR representative (HR manager) who in turn will introduce other authorised representatives (HR executives) into the CRX.
2. Company HR reps will be responsible for creating various job profiles to be offered by the company -- each with its own job description and corresponding CTC. However these profiles will not be  visible until step 6.
3. A college will register on the CRX through an authorised and duly validated faculty member who in turn will introduce the student members of the school placement team into the CRX.
4. Students of the college will register and upload their CVs into the CRX. These CVs will be validated by the placement team of the college but will not be visible to companies until step 9.
5. College placement team members will interact with company HR representatives until specific company ( say Company A ) agrees to consider specific school  ( say School T )
6. Job profiles created by Company A will now be made available to placement team of School T.
7. School T placement team will now make Company A profiles available to general students of School T.
1. A Pre-Placement talk can be delivered on Skype and shown on a projected screen at School T
2. HR reps of Company A can be available on chat  or on forums to answer FAQs about the company.
8. Students of School T will decide whether they wish to apply for Company A or not -- this can be done through the CRX itself or even offline on school premises.
9. Placement team of School T will select students from School T and make specific profiles visible to Company A. The date on which Company A gets access to the student profiles will depend on the discretion of the placement team of School T.
1. It could so happen that Company X could access to shortlisted profiles of School T before Company A -- if School T believes that Company X is a better option than Company A. [ Company X gets a better “slot” than Company A]
2. It could also happen that not all student profiles from School T may be made available to Company A. The decision will be based on match of profiles or on whether specific student has got one or more jobs as defined by placement rules of School T.
10. Company A will create its own shortlist from the list of students provided by the campus team from School T. This could be based on a simple study of the data provided or could be through an online test. [ Identity of individual students participating in the online test will be validated by placement team of School T. If necessary a trusted third party could be used as well at additional cost]
1. If necessary Company A can conduct Group Discussion on a standard teleconference bridge. [ Identity of individuals participating in the GD will be confirmed as in the previous step ] -- this is perhaps the weakest link in the process  because Company HR reps may not be able to identify individual speakers by voice but with some effort, for example two webcams placed in the GD room, this can be overcome as well to an extent.
11. Final shortlisted candidates will be interviewed on Skype video. Multiple video interviews can be scheduled for the same candidate to address technical and HR concerns.
12. Company A will inform School T of final selections and issue appointment letters through the CRX. School T placement team will remove selected candidates  from shortlists of any company that comes after Company A unless
1. School T rules allow a student to get multiple offers
2. There are special cases like “dream company”

This is a first cut outline that provides a high level view of the process. Details can be filled in if necessary.

The trust factor

Developing the software to create the CRX engine would not be difficult -- far more complex exchanges, typically B2B exchanges,  have been created in the past but to make it work one would need :

1. Market players who will have to inject the appropriate amount of liquidity into the exchange. This means that
1. There should be a minimum number of recruiting companies (“buyers”)  who together will offer a certain number of job vacancies, and in parallel
2. There should be minimum number of schools (“sellers”) who will put up a significant number of students who are available for recruitment
2. A trusted, neutral market operator -- like a Stock Exchange or Commodity Exchange -- who will ensure that market rules are followed.

It is possible there could be some behind-the-back or below-the-table activities. Some students may directly approach companies of their choice bypassing the CRX

However if most companies and schools participate honestly -- as in the case of the regular campus recruitment -- then that should not be viewed as a major problem. The benefits accrued in terms of time and cost savings would more than compensate for the cost of aberrant behaviour exhibited by a small number of players.

While getting a neutral market operator may not be too difficult to get -- in fact, some of the existing job portals may be more than willing to play the role, earning the trust of a certain number of market players who will be willing to adapt to this new way of doing things may be more difficult. The real challenge would be to sell this idea to some big, anchor companies who would be willing to try out this new way of reaching an otherwise difficult market.

Education Delivery Model : Encouraging Creation, not Consumption of Knowledge

"You can lead a horse to the water, but you cannot make it drink"

In the context of enhancing the delivery capabilities of the education system, we should perhaps rephrase the statement as "You should lead a horse to the water, but desist from spoon feeding it"

As it is, those who manage to get into IIT -- either at the UG or the PG level -- have their originality and creativity ironed out of them, or at least significantly degraded, by the coaching classes that tutor them for the entrance examination. To compensate for this, teachers in IIT must go the extra mile to erase the effect of cramming and learning by rote -- the hall mark of a successful coaching class -- and awaken in their students a sense of wonder about the world of knowledge and instill in them the confidence of stepping out of their zone of comfort and address intellectual challenges of the highest degree.

What this could mean in practice is a reduction in the importance of the text book and examinations as tools and the progressive usage of the world wide web, as well as the library, as a way to not just gather facts but also publish analyses and interpretations into the public domain.

The Indian education system is perpetually dominated by the grim dark clouds of an examination -- right from kindergarten, all the way through X, XII, JEE, CAT, mid terms, end terms and comprehensives -- and a person's "success" is measured by marks obtained at every step of the way. Here the definition of success is debatable but instead of splitting hairs on this let us explore what all we can do.

Obviously, this lethal cocktail of text books and examinations cannot be done away with completely -- the system would collapse into an unstructured academic anarchy -- but four specific ideas could be introduced.

1. Students should be encouraged to locate multiple sources of information, preferably newer sources of information, well beyond what is written in a text book, if at all there is one that is prescribed. Ideally this would be websites, blogs, discussion forums and scholarly archives. Library books and journals are also equal candidates
2. Students should be encouraged to "publish" not just in peer-reviewed journals -- which may call for effort not normally expected in a normal UG or PG course -- but on their own blogs and in case studies, term papers and working papers that are uploaded in web2.0 communities. The ability to collect ones thoughts --and the facts that have been picked up through the process described in point 1, synthesize them into a unique point of view and articulate that in a cogent and understandable manner is an essential foundation for future research leading to traditional publications in refereed journals.
3. Collaborative learning should be the key because the image of the "mad" scientist working alone in his den-like-laboratory has either become dated or was never quite correct. Modern science and technology calls for significant collaboration within and across communities -- department, institutes and even countries and this collaborative approach should be woven into the fabric of our delivery process in the form of cross-functional teams. These should be tasked to not only identify problems and evolve solutions and but should also participate in the evaluation and if possible implementation of the idea.
4. Failures should be tolerated as these are the pillars of success. The person who has never made a mistake is perhaps the same person who has never done anything new in this life and the society for which we wish to prepare our students does not need such people! Experimentation should be encouraged, recklessness should be cautioned against but failures should be seen, not as objects of ridicule but as a learning opportunity. Practically this means rewarding not just results but also activity.

Consumption of knowledge should be replaced by creation of knowledge

From V-Schools to B-Schools : A Research Agenda

With an obsession with placements, Business schools in India -- IIMs not excluded -- have degenerated into thinly disguised placement agencies or at best glorified vocational schools. The compartmentalisation of B-school curriculum into the four principal management functions, namely Finance, Marketing, Human Resources and Systems and Operations reflects this mindset. These are the four principal kinds of tasks that a manager is expected to perform and B-schools pat themselves on the back if they can teach these four skills to the satisfaction of the recruiting companies. [ Though in reality, companies that hire from B-Schools do not seem to care for even this skill ...] Unfortunately, this puts B-schools in the category of vocational schools or V-schools

If we draw an analogy with engineering schools, this approach would mean that students are taught workshop practice -- chipping, fitting, foundry, welding -- assembling circuit boards or laying out wires for electrical circuits ! But an engineering school teaches much more ! From mechanics, through thermodynamics, control systems, logic gates all the way up to engineering mathematics and algorithms. This is the kind of knowledge that separates an engineer from a technician and by extension the kind of approach that separates an IIT from an ITI !!

So if we wish to move from an ITI to an IIT, a V-School to a B-School, what is it that that should be on the curriculum ? One approach would be replace the current four areas with four other more fundamental ones : Leadership, Mathematics, Psychology and Technology.



But before we adopt this approach we need to understand how these four things map into and support the more traditional areas. To do so, let us dig deeper into what is meant by these four areas.

Leadership in the context of B-schools consists of Entrepreneurship -- which could be traditional entrepreneurship as in setting up new businesses but should also extend to entrepreneurship within a firm, or intrapreneurship, where each business unit operates on its own risk-reward model. However this entrepreneurship should be tempered with Ethical behaviour and a strong focus on Equity -- that ensures that the rights of all stakeholders are adequately protected. So Leadership can be defined in terms of Ethics, Equity and Entrepreneurship.

Managing a business calls for both analytical -- or left brain, and emotional -- or right brain, skills. That is why managers are expected to have both IQ as well as EQ. Mathematics in general, represents the core analytical ability and in a B-school context can be translated into modelling techniques that apply to financial models, optimisation models that lead to operational efficiency and models that apply to marketing and sales. On the right brain side, where one has to deal with human beings, the core skill is Psychology that can be used to understand Consumer Behaviour, Organisational ( and employee ) Behaviour and of helps us to understand the laws that lead to the resolution of disputes.

But in today's business environment, the biggest driver is the development and deployment of new technology. What are the key technologies that a B-school should focus on ? Ever since the discovery of fire, Energy is recognised as the key to growth. Food security and health issues force us to focus on the Life Sciences in general and Bio science and bio engineering in particular and Habitat requirements lead us to seek breakthroughs in Materials and Manufacturing. The last, but not the least, that ties all this together is Communication and Collaboration technology that has traditionally been referred to as Information Systems.



This sixteen areas (a) Leadership, Ethics, Equity, Entrepreneurship (b) Mathematical Modelling, Financial Models, Operational and Optimisation Models, Marketing Models (c) Psychology, Consumer Behaviour, Organisational Behaviour, Dispute Resolution and (d) Communication and Collaboration, Life Sciences, Materials & Manufacturing and Energy could represent the core set of knowledge that any Manager ( as opposed to a supervisor ) should possess or build upon. With this model, it is not at all difficult to accommodate all the four traditional disciplines, namely Finance, Marketing, HR and Operations, quite easily within one or more of these sixteen areas.

Interestingly enough, these 16 areas can be grouped into a traditional Magic Quadrant where the left half represents left brain activities and right half represents right brain activities and as we move from bottom to top we move from specific topics to more general ones.



A typical B-School curriculum consists of 32 courses spread across 4 semesters. 16 of these courses could come from these areas while the other 16 could be distributed across specific electives that delve deeper into one or more of these areas.

In an era when a B-school is judged on the basis of its Industry interface and in its ability to turn our "industry ready" managers, this model may be questioned and criticised on being too theoretical and divorced from what the industry needs. However let us understand that just as industry needs both engineers and technicians for engineering functions, it also need supervisors and managers for business functions. IITs provide engineers, ITIs provide technicians. Similarly high end B-schools should build Managers who can provide leadership in thought and action -- not supervisors who know how to calculate loan EMIs.

B-Schools and the Placement Syndrome

Why do students queue up to get into B-Schools, especially the more well known ones ? And why are some B-Schools more well known than the others ? Both questions are in fact two sides of a more fundamental question - what value does a B-School bring to the table ? and the answer to both questions can be found in the placement history of B-Schools in general and specific schools in particular.

Students join B-Schools because they believe -- and in many cases, quite rightly, that it is a ticket to a high paying job and some B-Schools are more well known than others because their students end up with more, better or higher-paying jobs.

But why blame B-Schools for this trend. In the 70s, 80s and even as late as the 90s when unemployment was the dominant feature of the economic landscape of India, students would throng the gates of the Engineering schools because because that was seen as the most sure shot ticket to a good job. Students who had neither the inclination nor the aptitude for engineering scrambled to become engineers because of the job prospects. Today, when other opportunities exist in the field of finance, retail, media, life sciences, entertainment, the collective memory of the Indian psyche still drives students to engineering -- but the craze could be ebbing somewhat.

But the craze for a badge from a B-School continues unabated and to keep up with this demand we have an increase in the supply of B-School seats, both at private schools as well as at public sector schools like the IIMs and IIT, plus of course the corresponding expansion in the ancillary industry of CAT-coaching classes.

Which brings us back to the question ... what role does a B-School play ? or rather let us ask a related question : what role should a B-School play ?

Does a B-School add value to a student ? Is he or she taught anything that is of use to the company that hires the student. Any B-School would like to believe that it is adding a lot of value to the student in terms of knowledge and capability but a quiet and anonymous questionnaire among students might reveal some startling facts. Quite a few students tend to have a very poor view of most of their teachers and view the fact that they have to sit through their classes as the price they must pay for getting that ticket to that great job !

So is the view in many of the companies that recruit these B-School students. But if they do not really care for what is taught in B-Schools why do they pay higher salaries to these students ? One widely accepted answer is that these B-Schools provide a good screening tool ! Students who have managed to crack the CAT, JMAT, XAT or similar tests -- whether by aptitude or by hard work -- are just the kind of people who are likely to thrive and prosper in the corporate world. Thus the B-School is not a place that adds value to a student but an effective screening tool that makes the job of selecting employees easier !

Thus from both perspectives -- that of the student and of the recruiter -- the B-School is nothing but a placement agency, but is that what it should be ? Placements are important no doubt but should B-Schools not raise themselves above this mundane role of screening-and-placing students and consider something more substantial for themselves ? For example should B-Schools not play a role in creating new knowledge ? in terms of business models, best practices and in terms of new technology. Should they not establish themselves as centres of thought leadership and guide the national debate on economic and social matters ?

Unfortunately, each and every B-School in India today, including the best known ones, have reduced themselves themselves to the level of placement agencies. At best some of them have managed to elevate themselves to the level of teaching shops -- that teach some tools of the trade, like linear programming and balance sheets.

What is really missing is the big leap of imagination, of innovation, of ideas. Is it not the time for some of the B-Schools to step forward and plug this gap ? And strangely enough once this happens, once we take our eyes off placement and salaries and focus on genuine thought leadership, placements and salaries will fall in place, on their own -- and not be the tail that wagged the dog !

Kollaborative Klassroom : A Web 2.0 Platform

Web 2.0 means different things to different people but perhaps the most authentic -- and original -- definition is given by Tim O'Reilly in his now classic articulation of What is Web 2.0.

One of the key aspects of his articulation was the premise that Web 2.0 is less of technology and more of a platform -- or if you use the analogy of "Hindu" sanatan dharma, less of a dogma and more of way of life !

The word platform -- like the word architechure -- is widely used and abused in the world of computers. So to make things easier for us, let us first look at a more traditional platform : the ERP as implemented in SAP or Oracle. An ERP consists of a collection of applications developed using a one or more technologies. At the core there would be a database management software and on top of this would reside application, integration and presentation software. Woven into this is a set of business logic which in a sense should be common to or at least relevent to a vast number of business entities.

This platform is now used to support a wide range of business requirements : finanancial accounting, human resource management, sales and distribution, material management etc., for companies ranging from steel plants to retail stores. The magic lies in the fact that the platform is flexibile enough to meet the requirements of almost any company. All that is needed is some customisation of the platform and some flexibility of the client company to adapt itself to the platform.

What are the components of a Web 2.0 platform

1. A network of trust -- or as they say, a social network best exemplified by Orkut or Facebook and others of the same genre. Web 2.0 needs the wisdom of the crowd and a social network is perhaps the best way to create one.
2. User generated content. A network cannot be built by one or a restricted group of people. That is why company sponsored networks -- like AOL or MSN could never keep up with the Internet. The content in the network must be generated by the users. The best example of this is of course Wikipedia where legions of users generated tons of content to overwhelm established brands like Brittanica or Encarta.
3. Rich content. Human beings are accustomed to the audio-visual experience -- certainly not text. Hence the content in the network must consists of images, music and video. This is why image networks like Flickr and video networks like YouTube are essential icons of the Web 2.0 platform. Of late, 3D virtual worlds like Second Life offer a whole new experience in terms of rich content
4. Web 2.0 is ever evolving and it is impossible to state that the platform is NOW ready for use. It will never be ready .. it will always be under construction and so the technology that will drive it has to compatible to what is loosely referred to as "mashup"s. There will never be a SAP for Web 2.0. There will be hundreds of small components -- and widgets are a good analogy -- which will be assembled and made to work together to deliver results.
5. Finally -- and perhaps axiomatically -- Web 2.0 cannot run either on isolated machines or on restricted networks. By its very nature it must run on the internet : it is a living example of Sun's tagline "The network is the computer"

So to qualify for a Web 2.0 tag, a platform must

• be based around a social network
• encourage user generated content
• support rich media
• extend through mashups

The Kollaborative Klassroom is an experiment to develop a Web 2.0 platform to support management education at the Praxis Business School, Calcutta. It is based on

• A social network based on technology from Ning that is used to support the community of students and faculty
• A wiki created with Zoho that is used to create teaching material in a collaborative manner
• Rich multimedia that is supported on FlickR, YouTube and the virtual world of Second Life
• Extensions like widgets, calendars that can be integrated to the main platform.

In an earlier post I had discussed how the corporation may be change under the impact of Web 2.0. With the development of platform like the Kollaborative Klassroom the day when this will happen has just come closer !