Contact us Fast Facts Assignments Clients Services About us Login FAQs Testimonials Home CAREERS
Client Login     Consultant Login     Corporate Login    


Sigma's broad industry experience and expertise in Techincal Staffing management, enable us to support large HR program requirements in a variety of ways. The combination or blending of Sigma's diverse staffing services has supported initiatives such as:

1. Large scale, regular full-time recruitment and hiring needs
2. Divesture and Internal, large-team reassignment processes
3. Seasonal staffing ramp-ups with short planning intervals
4. Development and implementation of complete infrastructures for start-up or joining-ventures.
4. Administration of large, annual Internship Programs - Organizational downsizing.

The benefits of Techincal Staffing management and implementation include:

1. Your ability to continue to focus on critical, day-to-day HR planning and business needs.
2. Greatly expanded capabilities due to the increased resources and previous experience of Sigma
3. Less cost due to the temporary nature of increased staff resources

Recruitment and Hiring Projects

American-based automobile company in Chennai launched a regular full-time hiring initiative with a very compressed timeline for completion.

1. The company's HR personal was concerned about meeting the special hiring needs time line while handling the on-going employment requirements for the rest of the business.
2. Some portion of the employment process would need to be augmented to handle the increased work load.

1. After meeting with the employment leadership and assessing their process, goals and expectations - Sigma proposed a staff augmentation approach.
2. Sigma recruited experienced employment specialists to handle the processing of resumes and screening of candidates, leaving the final selection and presentation of candidates to the company's recruiting staff.

1. The six contract employment specialists enabled the company to reach its goal of hiring, more than 80 additional, regular full time staff within the compressed two-month time frame.
2. Staffing support to the rest of the company was not diminished.
3. At the conclusion of the hiring period the contract staff went away negating the possibilities of costly layoffs.


1. A large Engineering firm in Mumbai, India with a high regard for treating its employees well divested a product division, creating a reassignment and transition challenges for many key employees in a different region.
2. Look-alike employee data and processing systems were created in the new division. This process created work for the HR group.

1. The General Manager responsible for employee services expected the service volume and quality levels to remain high, even while the HR team would also split some making the move to the new division.
2. The divestiture and transition would be accomplished over a five-month period. With the split of the HR term itself, the project seemed set up to fail without assistance.

1. Sigma met the management to determine the timelines, goals and expectations.
2. The solution called for a team manager to coordinate with the company while giving oversight to some 20 input and consultants were contracted to work on the new division until the required employees transferred to the new setup.
3. Recruited were individuals strong in technical and in functional areas and from the similar industries. So that they could be flexibly used during the different stages of the process.

1. The reassignment and processing of 200 employees were accomplished successfully.
2. The contract support team was used in various capacities throughout the project due to their flexible capabilities and knowledge. Service expectations were met in both the sending and receiving divisions without a stoppage in productions and the functions of the company.


A prominent technology firm had begun the strategic planning for a locally based start-up, joint-venture web development firm.
The new firm would be managed locally and initially staffed with key, individuals from both technology businesses.

The start-up needed to develop its own HR infrastructure, processes and policies to allow it to recruit, hire and retain talent to be competitive in the market space. HR leadership was needed to guide the infrastructure development and provide support to the organisation and its launch.

1. Sigma recruited a HR head, which the company hired.
2. Sigma developed appropriate employment and compliance policies, including a comprehensive employee handbook and safety plan and a coordinated benefits broker to manage the development and installation of competitive benefits.
3. Sigma conducted a competitive market and salary analysis, developed a complete compensation program including the base salary structure, short and long-term incentives, a bonus plan and executive compensation package.

1. The new firm was positioned in its market space to competitively attract and retain the talent it needs to succeed. Executive pay was changed to reflect local market conditions and a robust benefits package will help with recruitment.
2. The company's benefits and policy information were delivered in a standard format making it electronically available to employees

SixSigma - 2013