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Retail, high volume · 40 stores

They interviewed the first hundred who applied, not the right hundred.

A national retail chain hires around 1,800 frontline people a year across forty stores. Applications were never the problem — reading them was. Screening capacity, not candidate supply, was setting the pace of every store opening.

Sector Retail — store and warehouse roles Volume ≈1,800 hires a year Footprint 40 stores, 6 states Live in 12 days, one store first
Free forever for 1 user No credit card required
One platform ATS, HRMS, interviews and sourcing
Human-in-the-loop AI Every score shows its evidence
Built in Noida, India Serving hiring teams worldwide
GDPR · SOC 2 · ISO 27001 Compliant with these frameworks
01 The problem

Screening capacity capped the whole plan.

Three thousand applications per store opening landed in a shared inbox; recruiters read the first two hundred and the rest were never seen.
Phone screening consumed eight hours a day per recruiter and still reached only about sixty candidates.
Walk-in drives ran on paper registers and a WhatsApp group, so attendance, scores and offers were reconciled days later, if at all.
No-shows on the joining date were discovered on the joining date, and nobody could say which sourcing channel produced them.
02 What we changed

Every applicant scored, the right ones called.

Every applicant ranked against the same criteria with the evidence cited, so shortlists came from the whole pool rather than the top of the inbox.
Automated WhatsApp screening in Hindi, Tamil and Marathi captured availability, distance and documents, handing over to a recruiter the moment anything needed judgement.
Walk-in drives on QR check-in and tablet scoring, with a live selection board and offers generated and printed before candidates left the venue.
Cohort onboarding with parallel verification and pre-joining contact, plus drop-off reporting by source so weak channels were cut.
03 How it rolled out

One store first, then all forty.

Migration, configuration and training are included. Nothing here was billed as professional services.

01 Pilot in one store A single high-volume store ran the full flow — ranking, WhatsApp screening, a walk-in drive — while everything else stayed unchanged. Week 1
02 Measure against the control Cost per seat, days to fill and 90-day attrition compared with three similar stores still on the old process. Week 2–4
03 Roll out by region Six states in three waves, with a regional TA lead trained as the internal owner in each. Month 2
04 Campus and drive calendar Institute-wise pipelines and a rolling walk-in calendar tied to the store-opening plan. Month 3
04

In their words

We hire 1,800 people a year across 40 stores. The difference is not that it is faster — it is that we now interview the right hundred people instead of the first hundred who applied.

Head of Talent Acquisition, national retail chain · 1,800 hires a year

What they use

ATSAI screening at volumeWhatsApp screeningWalk-in and campus drivesCohort onboardingHRMS

What they dropped

Shared applications inboxPaper walk-in registersThird-party screening vendorPer-store hiring spreadsheets

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IT staffing agency Fourteen recruiters, submissions out in four hours +38% placements per recruiter GCC, product engineering 240-seat India ramp, replanned in week two 26 days median time to fill

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The ATSThe HRMSFor high-volume hiringFor frontline and retailATS by industryPricing
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