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Case Study: Transforming Talent Acquisition Through a Strategic RPO Engagement

by with No Comment Employer BrandingHiringHuman ResourcesJob MarketTalent Acquisition

Client Overview

A rapidly expanding company faced an ambitious hiring goal—closing 80+ positions within just three months. With an average Cost-to-Company (CTC) of ₹6 LPA per hire, the organization sought an agile and cost-efficient recruitment strategy to avoid the exorbitant expenses of conventional hiring models.

The Challenge: Speed, Scale & Cost

Traditional hiring avenues presented a significant financial burden. Partnering with external recruitment agencies would have meant shelling out a minimum of 8.33% of the annual CTC per hire. Given that at least 60-70% of the roles required immediate attention, this would have amounted to an overwhelming cost. Alternatively, building an in-house recruitment team would have entailed infrastructure investment, long-term salary commitments, and operational overhead—only to be left with redundant resources once the hiring drive concluded.

The client needed a strategic solution that could combine speed, scalability, and cost-effectiveness without sacrificing quality.

The Solution: A Customized RPO Model

Navvyasa Consulting stepped in with a Project-Based Recruitment Process Outsourcing (RPO) solution, meticulously designed to align with the client’s aggressive hiring timelines. The engagement was tailored to:

  • Accelerate time-to-hire by leveraging our extensive talent networks and tech-driven sourcing methodologies.
  • Optimize recruitment costs, eliminating the need for excessive agency commissions.
  • Provide a scalable hiring model, ensuring efficiency without long-term internal resource constraints.

The Execution: Efficiency at Its Best

Through a multi-channel sourcing strategy, data-backed recruitment methodologies, and an expert team of recruiters, the project saw record-breaking closures. Key milestones achieved:

✅ 80+ roles successfully closed within the stipulated 3-month timeframe.

✅ Significant cost savings compared to traditional agency hiring fees.

✅ Enhanced candidate experience, ensuring long-term employer branding benefits.

By seamlessly integrating with the client’s internal HR processes, we functioned as an extension of their team, providing end-to-end recruitment support without the need for permanent staffing additions.

The Impact: Cost Optimization & Hiring Success

Had the client opted for external recruitment agencies, they would have incurred upwards of ₹40 Lakh in fees (based on a minimum 8.33% commission per role). Our RPO engagement slashed these costs drastically while delivering the same level of efficiency, if not better.

Furthermore, hiring an in-house recruitment team would have resulted in long-term overhead costs, with the added challenge of reallocation or redundancy post-project completion. Instead, with our agile RPO model, they were able to pay only for the recruitment expertise they needed—when they needed it.

Key Takeaways: Why RPO Works for Short & Long-Term Hiring Needs

Whether for a high-volume short-term hiring sprint or a long-term talent acquisition strategy, RPO provides companies with an adaptable, cost-efficient, and high-performance recruitment model. This engagement showcased how an RPO solution can be a game-changer—providing both immediate hiring impact and long-term operational savings.

🔹 Faster hiring cycles—reducing vacancy time and productivity loss.

🔹 Drastically lower costs compared to traditional recruitment models.

🔹 A fully flexible hiring structure—scaling up or down based on real-time demand.

Final Thought

For businesses looking to scale efficiently without ballooning recruitment expenses, an RPO partnership offers a strategic advantage—delivering both speed and savings without compromise. This case study stands as a testament to the power of well-executed recruitment outsourcing.

Hire Wisely, Retain Smartly

A Proactive Talent Management Lesson: Hire Wisely, Retain Smartly

by with No Comment HiringJob Market

On a hectic Monday morning in an office downtown, Suraj, a top-notch project manager, handed in his resignation. Trustworthy, creative, and well-liked by his coworkers, he had quickly become a rising star in the company. His manager, Sunita, was taken entirely by surprise. Frantic meetings ensued, where a raise and better opportunities within the company were promised. However, Suraj remained steadfast; he had been deliberating over this decision for months. The counteroffers had arrived too late.

This story illustrates a troubling truth that many businesses face: the focus on talent retention often intensifies only when employees are already leaving. By then, the damage is done – both to the departing employee and the company’s reputation. When resignation letters become the catalyst for retention efforts, the company inadvertently sends a message that people are only valued when they threaten to leave. This reactive approach erodes trust, morale, and loyalty.

The Importance of Making the Right Hires

The first and most crucial step in retaining talent is recruiting the right people in the first place. Too often, organizations prioritize short-term needs over long-term compatibility. Crucial factors like cultural fit, career progression opportunities, and employee engagement get lost in a rushed hiring process focused solely on filling a vacancy.

Imagine a company that has no clear development plan for Priya when she joins. Her career trajectory is ambiguous, her responsibilities are unclear, and training is minimal or non-existent. Initially excited, Priya soon begins to feel lost and disengaged. Within a year, she’s browsing job boards, seeking an organization that will invest in her growth.

Hiring right isn’t just about finding someone who can do the job; it’s about finding someone who aligns with the company’s values, enhances team dynamics, and has the potential to grow within the organization. A well-planned hiring process lays the foundation for retention by making employees feel valued and purposeful from day one.

Prevention of Employee Departure Begins Early

Retention is often viewed as a reactive measure, a last-ditch effort to convince an employee to stay. However, by the time someone decides to leave, the emotional disconnect has already set in. Retention isn’t about frantically trying to hold onto people who are already out the door; it’s about creating an environment where they want to stay.

Consider Anjali, a data analyst who consistently delivered excellent work, albeit quietly. While she found her work fulfilling, her efforts went unnoticed when she applied for promotions. When she finally resigned after receiving a competing offer, a flurry of activity ensued. Her manager, previously oblivious to her value, offered her a raise and a promotion. But the damage was done. Anjali felt like a pawn in the company’s belated retention game.

This anecdote serves as a cautionary tale. When organizations wait for a resignation to take action, they risk alienating not only the departing employee but also their colleagues who witness this reactive approach.

Negligible Retention Practices and Their Consequences

The repercussions of a reactive approach to retention are far-reaching. Employees lose trust in their value and future prospects, leading to decreased morale. Productivity suffers as teams struggle to replace departing colleagues. The costs of recruitment, onboarding, and lost productivity can quickly add up.

In contrast, when companies proactively invest in retention and make thoughtful hiring decisions, they send a powerful message: “We see you, we value you, and we are invested in your success.” This fosters a culture of engagement, loyalty, and high performance, ultimately benefiting the organization in the long run.

The Bottom Line: Start Early, Win Big

The key takeaway is to be strategic with hiring and prioritize long-term retention. When making hiring decisions, consider the candidate’s potential for growth beyond the immediate needs of the role. Retention efforts should focus on making employees feel valued every day, not just when they threaten to leave.

By shifting from a reactive “how do we stop people from leaving?” mindset to a proactive “how do we create an environment where they want to stay?” approach, organizations can cultivate a culture where employees are empowered to build their future – a future marked by trust, growth, and shared success.

An onboarding kit on the right, with text saying New Employee is not only momentous for the employee but organisation too

The Great Onboarding Kit for New Employees

by with No Comment Employer BrandingEngagementHiringOnboardingStartupsTalent Acquisition

The first footsteps in the organization if marked with apathy or regularity, lead to disengagement early on. There is no two ways about it that having a great onboarding is vital to welcoming new employees. It is about giving them all the resources that help them perform and settle in the organization.

During the peak of COVID, great onboarding meant a great Onboarding Kit. From fancy tumblers to t-shirts to sleek gadgets, organizations were going above and beyond to give that personal touch which was lacking due to the remoteness of employees. Now, even though a standard practice the oomph has gone from the Onboarding Kit.

As we enter the era of Back to Office, the onboarding kits are slowly making way for a more personalized touch at offices, from lunches to buddy programs and regular check-ins during hyper-care (first 90 days) period.

The question I posit is whether Onboarding Kit or Not?

Well, a good onboarding has to have two parts – 1. Introduction of the Company and Policies. Honestly, if an employee is not told of all HR policies on Day 1, there will never be another day. Company values and business propositions are the secondary agenda on the list. Even if the employee connects 10% on the first day it is enough to tether them to the organisation.

Also, good preparedness on the first day takes it to a whole another level- get their emails, IDs, and other resources pooled before they join and you are looking at a streamlined onboarding process. It doesn’t need a band or a welcoming crew, but a good step-by-step process to induct a new employee.

One of my best onboarding I think was with my first company, we got a three-day induction with leadership and understood what the company stood for. If someone asked me today what is TCOC I might still be able to tell all and it has been almost 8 years since I left that organisation.

Instilling values is a long-drawn process and requires effort at every step. But once it becomes a standard practice it is easier to replicate at mass scale.

It is harder to do so remotely, so an onboarding kit helps build that moment of happiness with the employee but alas as we move to more office setup, we are doing less of these.

So perhaps smaller mementos are in order, a laptop with personalized stickers, a shipper, or perhaps a photo frame to keep on your desk. A small knick-knack helps the employee feel their desk is their own but also reinforces that being a new part of the organization is momentous for the organization too.

A small effort towards making your onboarding standard and special is all you need for it to leave an impression that helps the employee navigate the first week jitters and make them feel at ease.

A candidate journey through recruitment is shown on left hand side and with text Engagement 101, adding human to candidate experience

Adding Human to Candidate Experience

by with No Comment Employer BrandingEngagementHiringJob MarketStartups

“Engagement may seem like it begins with the employee but Engagement starts with Candidate Experience.”

“HR have ghosted me” One of the very valid feedbacks we get from candidates is low engagement from recruiters.

Given that recruiters are hiring for multiple positions and don’t usually have the bandwidth to reply to each and every candidate, for a simple reason of sheer magnitude of hiring that happens. (Forgive them a little 🙂 )

But there are a few ways to make the candidate experience both personalized and where the candidate doesnt feel ghosted by HR.

Firstly, the recruiters should focus on building the image of the employer with few choice words, especially in start-up times. How do you come across is the main part, especially the first call and interview. This is Human Resources, neither you nor the candidate is indebted to “Getting the Job”.

Be honest, and say only if we like your profile, we will get back. Be consistent, if you are not able to reach back to a candidate drop them a message nonetheless.

“Remember every candidate in the process, is an employee in the making.”

This reminds me of one of the organizations where I was ghosted on the day of the interview but you won’t be able to guess that I did end up working there and perhaps, was one of the best tenures for me.

As I said the recruiter has to be human as the candidate is one.

Secondly, how do you make sure that 100s of people are feeling ghosted? This is resolved simply by making clear statements. “We will get back shortly” shouldn’t mean that you talk to the candidate in 20 days. Make sure you use the right words. Get your script in place and make sure you can create the company image as the interview process goes on.

And get back to them shortly, seriously, be a responsive hiring organization.

As for feedback, not every time recruiters get the best feedback from the hiring manager. So give feedback which is sandwiched between two great points about the candidate and one point where improvement is needed.

I know, honestly is desired but sometimes it is okay to be kinder than honest. Let them know there is always a next time.

Perhaps throw a Rangoli in the mix to switch things up. I kid. I kid.

On the other hand, to all candidates remember, your recruiter today is your colleague sometime later. A little humanness from your end will not go to waste. So show up when you say you will show up. If you hate being ghosted by recruiters, ghosting them back is only bad karma.

A person's hand holding people representing hiring

The Modern Hiring Dilemma: When Silence Speaks Louder Than Words

by with No Comment HiringHuman ResourcesStartupsTalent Acquisition

In today’s competitive job market, effective communication is paramount. Yet, a troubling trend has emerged among hiring managers: the lack of timely feedback and engagement with recruitment vendors and candidates. This not only hampers the recruitment process but also tarnishes the employer’s brand.

The Ripple Effect of Delayed Feedback: When recruitment vendors submit profiles, timely feedback is crucial. Candidates invest time and effort in interviews, and the expectation is that hiring managers will reciprocate with constructive input. Unfortunately, many hiring managers remain silent or take weeks to respond, leaving both candidates and consultants in limbo. This lack of communication can lead to frustration and disengagement from top talent.

The Irony of Urgency: Adding to this dilemma, hiring managers often turn to consulting companies with a sense of urgency, demanding candidates “as of yesterday.” They expect a quick turnaround while failing to provide the same urgency in their feedback and decision-making. This disconnect creates a frustrating cycle where candidates feel undervalued and left waiting, only to be met with irritation when they pursue other opportunities.


Holding Candidates Hostage: Even more concerning is the tendency for hiring managers to keep candidates hanging without a clear timeline. Candidates are often left waiting for an offer that may never come, causing them to explore other opportunities. When these candidates inevitably receive another offer, hiring managers often react with annoyance, despite having contributed to the situation through their inaction.

The Cost of Poor Communication: In a time when top talent is scarce, this behavior can have dire consequences. Companies may find themselves losing out on qualified candidates who feel undervalued and unappreciated. Moreover, a reputation for poor communication can deter future applicants, impacting the overall talent pool.

A Call to Action: As we navigate this fast-paced hiring landscape, it’s essential for hiring managers to prioritize communication. Providing timely feedback, setting clear expectations, and respecting candidates’ time can foster a more positive hiring experience for everyone involved.

Let’s work together to create a recruitment environment that values transparency and respect. After all, in the world of talent acquisition, every interaction counts. Let’s ensure that silence doesn’t overshadow opportunity!

Four people are shaking hands, two men, two women

Why Leaders Need to Hire Their “A” Team?

by with No Comment HiringHuman ResourcesJob MarketStartupsTalent Acquisition

In the world of talent acquisition, one golden rule stands out: “A” teams hire “A” players, while “B” teams hire “C” players. This principle highlights the crucial importance of building a top-tier team from the very beginning. Here’s why leaders should always aim for their “A” team:

1. Excellence Breeds Excellence
“A” players are high achievers who set and maintain high standards. They inspire and challenge their peers, creating a culture of excellence. This domino effect ensures your team consistently performs at its best.

2. Innovation and Growth
Top talent thrives on innovation and creativity. “A” players are not just problem solvers but also visionaries who push the boundaries, leading to groundbreaking solutions and continuous growth for your organization.

3. Strong Leadership Pipeline
Hiring “A” players creates a strong pipeline for future leaders. These individuals possess the skills and mindset needed to step into leadership roles, ensuring your company’s long-term success and stability.

4. Positive Workplace Culture
An “A” team fosters a positive, collaborative, and dynamic work environment. They bring enthusiasm, dedication, and a can-do attitude, which boosts morale and employee engagement across the board.

5. Attracting More Talent
High-caliber professionals want to work with other top talents. By establishing an “A” team, you create a magnet for attracting more elite performers, perpetuating a cycle of excellence.
Avoid the “B” and “C” Team Trap
“B” players, while competent, often feel threatened by “A” players and thus hire “C” players to avoid being overshadowed. This creates a downward spiral in talent quality, leading to mediocrity and stagnation.

Your hiring decisions set the foundation for your company’s future. Prioritize assembling your “A” team, and watch your organization soar to new heights.

Untitled design

Hiring Gone Wrong?

by with No Comment HiringJob MarketStartupsTalent Acquisition

One of the key factors, when we have discussions internally or with clients, is why hiring goes wrong in certain cases.

The question remains how do you qualify someone as a wrong hire?

It is especially true when someone doesn’t align with the culture and working environment and in some cases, the alignment of roles and performance doesn’t match.

-The Problem of Culture Fit?

One of the key ways to avoid this problem is to be extremely clear on who you are as a company and that can only happen if you can pinpoint your employer brand.

Ask your employees how they associate the company and what as a founder or captain of the company, how you perceive it. The amalgamation of these two will give you the answer.

Although a long interview process is exhausting, take that as a point of discussion- one round simply is not enough and one needs to understand who the candidate is and whether they thrive within the culture of the company. You can avoid a lot of Culture Fit mishaps by being open and transparent.

Make your interview process a discussion first process.

-The problem of performance-

Is the employee unable to perform basic duties or are you not providing the right tools?

In this case, have multiple rounds of discussion, and understand the pain points for them, and with resources provided, they most likely can perform and in the unlikely scenario that they still can’t perform, make a clean break.

Performance is indicative of both the organization and the employee. Introspection is very important but so is to understand when you cut your losses as an organization and as an employee.

Not even a match will work out, but if you look for the right behavioral traits and indicators, you are bound to find more matches that work in your favor.