Scp tracking and reporting proposal

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  • Today here to illustrate why one is necessary, what we would hope for it to look like and the potential options ahead of us
  • Look at history of SCP, gone through a number of very distinct and unique phases
  • How did we get here? If we take a quote from Bill?
  • Next step would be to take whatever lessons we glean from ChangeHR; however, this is getting increasingly harder to pinpoint. As it stands, I think many of you are already observing increasing difficulty with figuring out what works, what doesn’t, and how to improve it.
  • Why? Because as the organization grows, there is an overabundance of data all of which have complex relationships to one another.
  • Take a look at what the current system looks like. DISCUSS is this adequate? If it is, how long will it be adequate for? And if not, how much of a priority is this? How much does it need to change if it does need to change?
  • So how do we tie this back? Here were your stated objectives in the SCP project plan. Where do we see it as relevant?
  • To highlight a few, it’s clear that these are not simple questions to answer and unless we can
  • We cannot do the following. So..we need a solution. Combine with red target slide
  • From a big picture perspective, this will serve as a something that will convert data into useful information.
  • Ideally, this database will have two main functions, it will allow us to improve the processes that SCP currently conducts and it will allow SCP to track and prove it’s success.
  • All of this has to be done with the relevant audience in mind and all of the questions they could possibly want answered through SCP. LOOK AT MASTER SLIDE
  • So here is the process. We work backwards and first figure out what big questions we want to answer. Figure out what metrics need to be answered to…. So far, the dark blue is what we have done together, the light blue is what I have been doing but still needs your input, and the white is what’s left. TWEAK DIAGRAM
  • So here is the process. We work backwards and first figure out what big questions we want to answer. Figure out what metrics need to be answered to…. So far, the dark blue is what we have done together, the light blue is what I have been doing but still needs your input, and the white is what’s left. TWEAK DIAGRAM
  • From our last discussion and with a follow-up meeting with Karim and Magnus, these are the 6 core questions I think SCP wants to answer
  • DISCUSS – Are these the six questions we want to answer? Are we missing anything? CREATE CRITERIA FOR DISCUSSION. HAVE SPECIFIC QUESTIONS. IF SOMETHING IS MISSING, IS IT A KEY QUESTION OR JUST A SUB QUESTION? ARE ALL OF THESE QUESTIONS RELIABLE AND VALID? Are all of these questions reliable and valid? Are all of them relevant to us and our stakeholders? Are any of them of higher priority than others? Is there anything extraneous?
  • So here is the process. We work backwards and first figure out what big questions we want to answer. Figure out what metrics need to be answered to…. So far, the dark blue is what we have done together, the light blue is what I have been doing but still needs your input, and the white is what’s left. TWEAK DIAGRAM
  • DISCUSS – what info is nice to know and what is need to know? What is the timeline for implementing these? How aggressive do we want to be? Do we want to segment our approach to incorporating these, phase, or all at once? Are we ever going to get to the nice to know? Where do we have to be in order to get to the nice to know? CHANGE SLIDE IMAGE TO READABLE SIZE. SEND THESE OUT IN SLIDES BEFOREHAND.
  • So here is the process. We work backwards and first figure out what big questions we want to answer. Figure out what metrics need to be answered to…. So far, the dark blue is what we have done together, the light blue is what I have been doing but still needs your input, and the white is what’s left. TWEAK DIAGRAM
  • So here is the process. We work backwards and first figure out what big questions we want to answer. Figure out what metrics need to be answered to…. So far, the dark blue is what we have done together, the light blue is what I have been doing but still needs your input, and the white is what’s left. TWEAK DIAGRAM
  • This is where we collect information about the control group wages and demographics. DISCUSS. In order to map this out. There will various ways to collect the same piece of data. So what role do you see SCP playing, at what stages can collection be built in in terms of SCP gathering directly. Where do we see opportunities to decrease time spent by shifting the some of the - ADD DISCUSSION ON HOW
  • CHANGE LANGUAGE
  • So here is the process. We work backwards and first figure out what big questions we want to answer. Figure out what metrics need to be answered to…. So far, the dark blue is what we have done together, the light blue is what I have been doing but still needs your input, and the white is what’s left. TWEAK DIAGRAM
  • So here is the process. We work backwards and first figure out what big questions we want to answer. Figure out what metrics need to be answered to…. So far, the dark blue is what we have done together, the light blue is what I have been doing but still needs your input, and the white is what’s left. TWEAK DIAGRAM
  • So here is the process. We work backwards and first figure out what big questions we want to answer. Figure out what metrics need to be answered to…. So far, the dark blue is what we have done together, the light blue is what I have been doing but still needs your input, and the white is what’s left. TWEAK DIAGRAM
  • So here is the process. We work backwards and first figure out what big questions we want to answer. Figure out what metrics need to be answered to…. So far, the dark blue is what we have done together, the light blue is what I have been doing but still needs your input, and the white is what’s left. TWEAK DIAGRAM
  • So here is the process. We work backwards and first figure out what big questions we want to answer. Figure out what metrics need to be answered to…. So far, the dark blue is what we have done together, the light blue is what I have been doing but still needs your input, and the white is what’s left. TWEAK DIAGRAM
  • So here is the process. We work backwards and first figure out what big questions we want to answer. Figure out what metrics need to be answered to…. So far, the dark blue is what we have done together, the light blue is what I have been doing but still needs your input, and the white is what’s left. TWEAK DIAGRAM
  • So here is the process. We work backwards and first figure out what big questions we want to answer. Figure out what metrics need to be answered to…. So far, the dark blue is what we have done together, the light blue is what I have been doing but still needs your input, and the white is what’s left. TWEAK DIAGRAM
  • So here is the process. We work backwards and first figure out what big questions we want to answer. Figure out what metrics need to be answered to…. So far, the dark blue is what we have done together, the light blue is what I have been doing but still needs your input, and the white is what’s left. ALSO TALK ABOUT THE KIND OF HELP WE WILL NEED. X TYPE OF PERSON TO HELP US THINK ABOUT WHAT THIS LOOKS LIKE. SLIDE ON NEXT STEPS. WHAT DO WE NEED TO UNDERSTAND TO MOVE FORWARD? AT EACH STAGE. WHAT QUESTIONS WE WE SUCCESSFULLY NEED TO ANSWER AT EACH STAGE. EX.) STANDARDIZE JOB READY, ETC. EMPLOYER SIDE UNDERSTANDING HOW DO WE TRACK PERMANENT AND TEMPORARY JOBS DIFFERENTLY? IF YOU DON’T KNOW THE NEXT STEP OF THE PROCESS AT ANY GIVEN POINT. SAY AND UNDERSTAND WHY. UNDERSTAND HOW WE SEGMENT PROFILES OF THE CANDIDATES OTHER THAN DEMOGRAPHICS. WHAT ARE ALL THE STICKY DETAILS WE NEED TO ANSWER. SUPPORTS POST-HIRE HOW DO WE TRACK EMPLOYER PROVIDED SUPPORTS? WHAT ARE THE CHALLENGES AHEAD? ADD A SLIDE ON THE FRANCHISE SIDE AND THE IMPLICATIONS ON FRANCHISE AROUND CHANGEHR REPORTING. MOST OF THE STUFF WILL BE THE SAME. FOR FRANCHISE, THERE SHOULD BE A WAY TO INTEGRATE THE LOAN AMOUNT ETC. UNDERSTAND FRANCHISE FUNCTIONALITY AND SOME OF THE IMPLICATIONS. THIS IS A SUBSET OF A BIG VERSION. EVERYTHING WE SAY ABOUT CHANGE HR IS EVEN MORE VALID AND A SUBSET OF THOSE THINGS ARE VALID FOR FRANCHISE. HERE ARE SOME OF THE THINGS WE ALREADY DO TODAY BUT FOLLOWING THE EXACT SAME FRAMEWORK. DO WE NEED 2 SEPARATE DATABASES? WHAT DO YOU WANT THEM TO THINK ABOUT? ISOLATE THE VARIABLES YOU CAN CONTROL. THE LARGEST PROPORTION OF WHAT WE’RE THINKING ABOUT TRACKING ARE ALREADY METRICS OUTLINED BY EMPLOYMENT ONTARIO – THERFORE IT IS ALREADY VALIDATED SOMEHOW.
  • This is black box is as accurate a representation of current tracking and reporting system
  • CHANGE LANGUAGE
  • Design survey –competitor research to make sure you stand out, Colour/Typography – colours and fonts, Wireframes – flowchart of the website so that main emssage doesn’t get lost, functionality map – all the added things the website can do, website content, visual mockup, functional draft.

Transcript

  • 1. TRACKING & REPORTING DATABASE PROPOSAL Presented by Dionne Chingkoe & Karim Harji
  • 2. The Problem INTRODUCTION
  • 3. The Problem The Result INTRODUCTION
  • 4. The Problem The Result The Solution INTRODUCTION
  • 5. The Problem The Result The Solution The Solution in Action INTRODUCTION
  • 6. INTRODUCTION The Problem The Result The Solution The Solution in Action
  • 7. OUR HISTORY The Problem The Result The Solution The Solution in Action Degree of Private Sector Engagement Scale of Impact
  • 8. HOW DID WE GET HERE? “ I think our bias at SCP has always been towards action and perhaps that's the most important aspect of our "how". Our belief is that we can learn more by "doing" than we can by "thinking”…we step back and ask ourselves… "what did we learn from that action?” … and revise our theory of change to begin the next cycle again with more action. Our bias to learn by doing, reflect honestly, and act often has fortunately led us down a path where that allows us to build on our past successes and learnings . So my guess is that at some point there will be a Phase 4 based on the learnings we glean from this most recent plan of action, and the cycle will begin again. - Bill The Problem The Result The Solution The Solution in Action
  • 9. WHAT’S NEXT? ? The Problem The Result The Solution The Solution in Action Degree of Private Sector Engagement Scale of Impact
  • 10. THE ROADBLOCK data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data
  • 11. THE CURRENT SYSTEM The Problem The Result The Solution The Solution in Action
  • 12. THE STATED OBJECTIVES The Problem The Result The Solution The Solution in Action
  • 13. THE STATED OBJECTIVES The Problem The Result The Solution The Solution in Action
  • 14. NO LIGHT AT THE END OF THE TUNNEL Don’t know if we are achieving our mission The Problem The Result The Solution The Solution in Action
  • 15. WE NEED A SOLUTION The Problem The Result The Solution The Solution in Action The Solution
  • 16. THE BIG PICTURE VIEW Inputs (Primary Data) Outputs (Secondary Data) The Problem The Result The Solution The Solution in Action
  • 17. The Problem The Result The Solution The Solution in Action IMPACT FROM TWO DIRECTIONS Improving Processes Tracking Success
  • 18. THE AUDIENCE The Problem The Result The Solution The Solution in Action
  • 19. THE PROCESS The Problem The Result The Solution The Solution in Action
  • 20. THE PROCESS The Problem The Result The Solution The Solution in Action
  • 21.
        • Are we delivering candidates of sufficient quantity and quality? What is the degree of job readiness of candidates coming out of each specific agency? What is their probability of success in the hiring process?
        • How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
        • How do community hires compare to social hires in regards to advancement and performance?
        • What are the causes of failure at each stage of the hiring process and how can they be mitigated?
        • How can ChangeHR have the potential to tangibly redesign existing
        • agency and employer processes? What impact could it have?
        • Is SCP achieving it’s mission and stated claims?
    ✓ ✓ SIX QUESTIONS WE WANT TO ANSWER ✓ ✓ The Problem The Result The Solution The Solution in Action ✓ ✓
  • 22.
        • Are we delivering candidates of sufficient quantity and quality? What is the degree of job readiness of candidates coming out of each specific agency? What is their probability of success in the hiring process?
        • How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
        • How do community hires compare to social hires in regards to advancement and performance?
        • What are the causes of failure at each stage of the hiring process and how can they be mitigated?
        • How can ChangeHR have the potential to tangibly redesign existing
        • agency and employer processes? What impact could it have?
        • Is SCP achieving it’s mission and stated claims?
    ✓ ✓ SIX QUESTIONS WE WANT TO ANSWER ✓ ✓ The Problem The Result The Solution The Solution in Action ✓ ✓
  • 23.
        • Are we delivering candidates of sufficient quantity and quality? What is the degree of job readiness of candidates coming out of each specific agency? What is their probability of success in the hiring process?
        • How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
        • How do community hires compare to social hires in regards to advancement and performance?
        • What are the causes of failure at each stage of the hiring process and how can they be mitigated?
        • How can ChangeHR have the potential to tangibly redesign existing
        • agency and employer processes? What impact could it have?
        • Is SCP achieving it’s mission and stated claims?
    ✓ ✓ SIX QUESTIONS WE WANT TO ANSWER ✓ ✓ The Problem The Result The Solution The Solution in Action ✓ ✓
  • 24.
        • Are we delivering candidates of sufficient quantity and quality? What is the degree of job readiness of candidates coming out of each specific agency? What is their probability of success in the hiring process?
        • How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
        • How do community hires compare to social hires in regards to advancement and performance?
        • What are the causes of failure at each stage of the hiring process and how can they be mitigated?
        • How can ChangeHR have the potential to tangibly redesign existing
        • agency and employer processes? What impact could it have?
        • Is SCP achieving it’s mission and stated claims?
    ✓ ✓ SIX QUESTIONS WE WANT TO ANSWER ✓ ✓ The Problem The Result The Solution The Solution in Action ✓ ✓
  • 25.
        • Are we delivering candidates of sufficient quantity and quality? What is the degree of job readiness of candidates coming out of each specific agency? What is their probability of success in the hiring process?
        • How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
        • How do community hires compare to social hires in regards to advancement and performance?
        • What are the causes of failure at each stage of the hiring process and how can they be mitigated?
        • How can ChangeHR have the potential to tangibly redesign existing
        • agency and employer processes? What impact could it have?
        • Is SCP achieving it’s mission and stated claims?
    ✓ ✓ SIX QUESTIONS WE WANT TO ANSWER ✓ ✓ The Problem The Result The Solution The Solution in Action ✓ ✓
  • 26.
        • Are we delivering candidates of sufficient quantity and quality? What is the degree of job readiness of candidates coming out of each specific agency? What is their probability of success in the hiring process?
        • How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
        • How do community hires compare to social hires in regards to advancement and performance?
        • What are the causes of failure at each stage of the hiring process and how can they be mitigated?
        • How can ChangeHR have the potential to tangibly redesign existing
        • agency and employer processes? What impact could it have?
        • Is SCP achieving it’s mission and stated claims?
    ✓ ✓ SIX QUESTIONS WE WANT TO ANSWER ✓ ✓ The Problem The Result The Solution The Solution in Action ✓ ✓
  • 27.
        • Are we delivering candidates of sufficient quantity and quality? What is the degree of job readiness of candidates coming out of each specific agency? What is their probability of success in the hiring process?
        • How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
        • How do community hires compare to social hires in regards to advancement and performance?
        • What are the causes of failure at each stage of the hiring process and how can they be mitigated?
        • How can ChangeHR have the potential to tangibly redesign existing
        • agency and employer processes? What impact could it have?
        • Is SCP achieving it’s mission and stated claims?
    ✓ ✓ SIX QUESTIONS WE WANT TO ANSWER ✓ ✓ The Problem The Result The Solution The Solution in Action ✓ ✓
  • 28. THE PROCESS The Problem The Result The Solution The Solution in Action
  • 29.
        • How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
    ✓ TAKE QUESTION 2 AS AN EXAMPLE The Problem The Result The Solution The Solution in Action
  • 30. THE PROCESS The Problem The Result The Solution The Solution in Action
  • 31.
        • How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
    ✓ TAKE QUESTION 2 AS AN EXAMPLE The Problem The Result The Solution The Solution in Action
  • 32. THE PROCESS The Solution The Problem The Result The Solution The Solution in Action
  • 33. STAGE 1 Executive Sponsor Project Leads Project Support Team (Hiring Manager, HR, Operations, Recruitment Step 1: Executive buy-in is generated from a given private sector company. The project team is built by identifying the executive sponsor, key contacts in HR, recruitment, operations, and among the hiring managers. The Problem The Result The Solution The Solution in Action
  • 34. STAGE 1 Executive Sponsor Project Leads Project Support Team (Hiring Manager, HR, Operations, Recruitment Step 1: Executive buy-in is generated from a given private sector company. The project team is built by identifying the executive sponsor, key contacts in HR, recruitment, operations, and among the hiring managers. Step 2: SCP and Project Team sit down to understand the overall HR process The Problem The Result The Solution The Solution in Action
  • 35. STAGE 1 Executive Sponsor Project Leads Project Support Team (Hiring Manager, HR, Operations, Recruitment Step 1: Executive buy-in is generated from a given private sector company. The project team is built by identifying the executive sponsor, key contacts in HR, recruitment, operations, and among the hiring managers. Step 2: SCP and Project Team sit down to understand the overall HR process Step 3: Employment opportunities that fit the hiring criteria are identified. Specific divisions and positions for the pilot project are isolated. The Problem The Result The Solution The Solution in Action
  • 36. The Problem The Result The Solution The Solution in Action STAGE 1 Executive Sponsor Project Leads Project Support Team (Hiring Manager, HR, Operations, Recruitment Step 1: Executive buy-in is generated from a given private sector company. The project team is built by identifying the executive sponsor, key contacts in HR, recruitment, operations, and among the hiring managers. Step 2: SCP and Project Team sit down to understand the overall HR process Step 3: Employment opportunities that fit the hiring criteria are identified. Specific divisions and positions for the pilot project are isolated.
    • Requirements for position:
    • -Criteria
    • Qualifications
    • Profiles of Existing Employees
    Detailed Job description Employer MOU and control group Finalized number of positions and timelines Step 4: Specific position information is gathered and formalized into a detailed job description.
  • 37. PRIMARY INPUTS The Problem The Result The Solution The Solution in Action Employer Branch Job Posting Agency Candidate Job-Ready Candidate Hiring Round Hired Employee
  • 38. SAMPLE INPUTS The Problem The Result The Solution The Solution in Action Primary Inputs each with drop-down menus
  • 39. SAMPLE FORMS The Problem The Result The Solution The Solution in Action Employee (Employee ID, Job Posting ID, Candidate ID, Start Date…)
  • 40. SAMPLE TABLES The Problem The Result The Solution The Solution in Action Database with pre-programmed formulas Question 6 - Desired Outputs   2010 2011 2012 2013 … 2020 % of hires that retain employment through third month   10% 10% 20% 30%   50% % of hires still retained at 12 month   5% 5% 10% 15%   25% % of hires positioned to career ladder   10% 10% 20% 30%   40% # of total employers engaged as % of Fortune 500 companies   0% 1% 2% 20%   80% # of placements per employer   5 10 20 30   50 # of total placements   100 400 1200 2500   40000 # of total community hires involved   200 800 2400 5000   80000 % of involved employers with no incentive required   20% 30% 40% 50%   100% % that exit to equal or better opportunity   20% 30% 40% 50%   100% % of agencies interested in deeper invovlement with SCP   5% 5% 10% 30%   70%
  • 41. SAMPLE OUTPUT FORMS Question 2 – Desired Outputs   2010 2011 2012 2013 … 2020 Average % starting wage increase from last job               Employer A   2% 5% 10% 15%   15% Employer B   5% 10% 20% 20%   20% % wage increase over the progression of job               Employer A   2% 5% 10% 15%   20% Employer B   5% 10% 20% 25%   30% Avg social hire starting wage at each employer location               Employer A   $12 $12 $12 $15   $15 Employer B   $18 $18 $18 $18   $18 Type of benefits received   None Partial Partial Full   Full Number of instances training valued over $XX received   0 1 1 2   2 % change in number of people above welfare line at 12mo point   5% 5% 10% 20%   40% Internal Promotion rate   30% 30% 20% 20%   5% Employee's relative satisfaction compared to old job   3 3 3 4   4 % of hires that believe there is an opportunity to advance/ career ladder   5% 10% 20% 30%   40% Performance ratings on:               Technical skills required for the job   1 2 2 3   4 Soft skills required for this role   2 2 3 3   4 Related/relevant experience   1 2 3 3   3 Fit with Corporate Culture   1 2 2 3   3 % of initial hires moving to FTE status   20% 30% 40% 50%   60% Time to first wage increase   2 yr 1 yr 1 yr 9 mo   9 mo % of hires earning greater than minimum wage   50% 50% 60% 60%   65%
  • 42. SAMPLE OUTPUT FORMS The Problem The Result The Solution in Action The Solution Funnel Ratio (interviewed to hired) from each agency:               Agency A   20% 30% 40% 50%   70% Agency B   5% 5% 10% 20%   40% Agency C   30% 30% 20% 20%   5%
  • 43. THE PROCESS The Problem The Result The Solution The Solution in Action The Solution
  • 44. AT THE JUNCTIONS The Problem The Result The Solution The Solution in Action The Solution
    • Are these questions of equal relevance?
    • Have the perspectives of all relevant audiences been addressed?
    • Are all of these questions reliable and valid?
    • Are all of them relevant to us and our stakeholders?
    • Are any of them of higher priority than others?
    • Is there anything extraneous?
  • 45. AT THE JUNCTIONS The Problem The Result The Solution The Solution in Action The Solution
    • Which variables can we control?
    • How do we define certain terms like “job-readiness?”
    • How do we track employer provided supports?
    • Can all of the metrics we have chosen act as accurate means of measurement?
    • Have they been used and validated elsewhere?
    • Are the metrics we have chosen the most direct means of measuring?
    • Are any of them redundant?
  • 46. AT THE JUNCTIONS The Problem The Result The Solution The Solution in Action The Solution
    • Do each of the formulas properly measure the metrics we have outlined?
    • How precisely do we need to track variables? Should data be collected in an aggregate form or on an individual basis?
  • 47. AT THE JUNCTIONS The Problem The Result The Solution The Solution in Action The Solution
    • Which variables can we control?
    • How do we track temporary and permanent jobs differently?
    • How do we treat franchise and ChangeHR reporting differently?
    • How do we know the control group is comparable?
    • Is there a way to con
  • 48. AT THE JUNCTIONS The Problem The Result The Solution The Solution in Action The Solution
    • What type of people/skills do we need on board internally?
    • How much are we willing to spend in terms of dollars and time?
    • Do we need two different databases or just one comprehensive one?
    • Which players need to cooperate for us to collect data accurately?
    • Where could inaccuracies occur?
  • 49. AT THE JUNCTIONS The Problem The Result The Solution The Solution in Action The Solution
    • What does the timeline for implementation look like?
  • 50. SKILLS AND PEOPLE NEEDED The Problem The Result The Solution The Solution in Action The Solution
    • Externally contracted individual or company with expertise in database development and information systems
    • MIS student or an external temporary hire looking for experience but is knowledgeable about database development
    • Internal staff member with significant work time allocated towards this project and with access to external expertise.
  • 51. THANK YOU Q UESTIONS?
  • 52. YOU’RE PROBABLY WONDERING WHAT THIS BLACK BOX IS
  • 53. SAMPLE OUTPUT FORMS
  • 54. WHO IS INTERESTED AND WHY? The Problem The Result The Solution The Solution in Action
        • Are we delivering candidates of sufficient quantity and quality? What is the degree of job readiness of candidates coming out of each specific agency? What is their probability of success in the hiring process ?
        • 1 ?
    1 S: To prove that this is a better recruitment channel than the traditional channel G: To find out which agencies are most effective and which demographic is most difficult to help A: To find out how they can be more effective with their processes and screening methods E: 2 S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved. G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizens A: E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires 3 S: To create a business case for Change HR by proving that community hires are an untapped group with high potential G: To find out if community hires can be converted to equally performing members of workplaces A: E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives 4 S: To understand how to vary inputs and partners as necessary G: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected. A: To strive for better performance by fixing weak links in the hiring process E: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices. 5 S: To test the feasibility of the ChangeHR concept via pilots G: To see the cost saving potential of SCP's proposals A: E: To improve recruitment processes and gaine access to an untapped pool of potential hires 6 S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change. G: To have concrete data on which to make funding reallocation decisions. A: E: To have economic incentives backing up and integrated community hiring initiative.
  • 55. WHO IS INTERESTED AND WHY? The Problem The Result The Solution The Solution in Action 1 S: To prove that this is a better recruitment channel than the traditional channel G: To find out which agencies are most effective and which demographic is most difficult to help A: To find out how they can be more effective with their processes and screening methods E: 2 S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved. G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizens A: E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires 3 S: To create a business case for Change HR by proving that community hires are an untapped group with high potential G: To find out if community hires can be converted to equally performing members of workplaces A: E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives 4 S: To understand how to vary inputs and partners as necessary G: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected. A: To strive for better performance by fixing weak links in the hiring process E: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices. 5 S: To test the feasibility of the ChangeHR concept via pilots G: To see the cost saving potential of SCP's proposals A: E: To improve recruitment processes and gaine access to an untapped pool of potential hires 6 S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change. G: To have concrete data on which to make funding reallocation decisions. A: E: To have economic incentives backing up and integrated community hiring initiative.
  • 56. WHO IS INTERESTED AND WHY? The Problem The Result The Solution The Solution in Action
        • How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
        • 2 ?
    1 S: To prove that this is a better recruitment channel than the traditional channel G: To find out which agencies are most effective and which demographic is most difficult to help A: To find out how they can be more effective with their processes and screening methods E: 2 S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved. G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizens A: E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires 3 S: To create a business case for Change HR by proving that community hires are an untapped group with high potential G: To find out if community hires can be converted to equally performing members of workplaces A: E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives 4 S: To understand how to vary inputs and partners as necessary G: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected. A: To strive for better performance by fixing weak links in the hiring process E: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices. 5 S: To test the feasibility of the ChangeHR concept via pilots G: To see the cost saving potential of SCP's proposals A: E: To improve recruitment processes and gaine access to an untapped pool of potential hires 6 S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change. G: To have concrete data on which to make funding reallocation decisions. A: E: To have economic incentives backing up and integrated community hiring initiative.
  • 57. WHO IS INTERESTED AND WHY? The Problem The Result The Solution The Solution in Action 1 S: To prove that this is a better recruitment channel than the traditional channel G: To find out which agencies are most effective and which demographic is most difficult to help A: To find out how they can be more effective with their processes and screening methods E: 2 S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved. G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizens A: E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires 3 S: To create a business case for Change HR by proving that community hires are an untapped group with high potential G: To find out if community hires can be converted to equally performing members of workplaces A: E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives 4 S: To understand how to vary inputs and partners as necessary G: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected. A: To strive for better performance by fixing weak links in the hiring process E: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices. 5 S: To test the feasibility of the ChangeHR concept via pilots G: To see the cost saving potential of SCP's proposals A: E: To improve recruitment processes and gaine access to an untapped pool of potential hires 6 S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change. G: To have concrete data on which to make funding reallocation decisions. A: E: To have economic incentives backing up and integrated community hiring initiative.
  • 58. WHO IS INTERESTED AND WHY? The Problem The Result The Solution The Solution in Action
        • How do community hires compare to social hires in regards to advancement and performance?
        • 3 ?
    1 S: To prove that this is a better recruitment channel than the traditional channel G: To find out which agencies are most effective and which demographic is most difficult to help A: To find out how they can be more effective with their processes and screening methods E: 2 S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved. G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizens A: E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires 3 S: To create a business case for Change HR by proving that community hires are an untapped group with high potential G: To find out if community hires can be converted to equally performing members of workplaces A: E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives 4 S: To understand how to vary inputs and partners as necessary G: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected. A: To strive for better performance by fixing weak links in the hiring process E: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices. 5 S: To test the feasibility of the ChangeHR concept via pilots G: To see the cost saving potential of SCP's proposals A: E: To improve recruitment processes and gaine access to an untapped pool of potential hires 6 S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change. G: To have concrete data on which to make funding reallocation decisions. A: E: To have economic incentives backing up and integrated community hiring initiative.
  • 59. WHO IS INTERESTED AND WHY? The Problem The Result The Solution The Solution in Action 1 S: To prove that this is a better recruitment channel than the traditional channel G: To find out which agencies are most effective and which demographic is most difficult to help A: To find out how they can be more effective with their processes and screening methods E: 2 S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved. G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizens A: E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires 3 S: To create a business case for Change HR by proving that community hires are an untapped group with high potential G: To find out if community hires can be converted to equally performing members of workplaces A: E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives 4 S: To understand how to vary inputs and partners as necessary G: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected. A: To strive for better performance by fixing weak links in the hiring process E: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices. 5 S: To test the feasibility of the ChangeHR concept via pilots G: To see the cost saving potential of SCP's proposals A: E: To improve recruitment processes and gaine access to an untapped pool of potential hires 6 S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change. G: To have concrete data on which to make funding reallocation decisions. A: E: To have economic incentives backing up and integrated community hiring initiative.
  • 60. WHO IS INTERESTED AND WHY? The Problem The Result The Solution The Solution in Action
        • What are the causes of failure at each stage of the hiring process and how can they be mitigated?
        • 4 ?
    1 S: To prove that this is a better recruitment channel than the traditional channel G: To find out which agencies are most effective and which demographic is most difficult to help A: To find out how they can be more effective with their processes and screening methods E: 2 S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved. G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizens A: E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires 3 S: To create a business case for Change HR by proving that community hires are an untapped group with high potential G: To find out if community hires can be converted to equally performing members of workplaces A: E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives 4 S: To understand how to vary inputs and partners as necessary G: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected. A: To strive for better performance by fixing weak links in the hiring process E: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices. 5 S: To test the feasibility of the ChangeHR concept via pilots G: To see the cost saving potential of SCP's proposals A: E: To improve recruitment processes and gaine access to an untapped pool of potential hires 6 S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change. G: To have concrete data on which to make funding reallocation decisions. A: E: To have economic incentives backing up and integrated community hiring initiative.
  • 61. WHO IS INTERESTED AND WHY? The Problem The Result The Solution The Solution in Action 1 S: To prove that this is a better recruitment channel than the traditional channel G: To find out which agencies are most effective and which demographic is most difficult to help A: To find out how they can be more effective with their processes and screening methods E: 2 S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved. G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizens A: E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires 3 S: To create a business case for Change HR by proving that community hires are an untapped group with high potential G: To find out if community hires can be converted to equally performing members of workplaces A: E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives 4 S: To understand how to vary inputs and partners as necessary G: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected. A: To strive for better performance by fixing weak links in the hiring process E: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices. 5 S: To test the feasibility of the ChangeHR concept via pilots G: To see the cost saving potential of SCP's proposals A: E: To improve recruitment processes and gaine access to an untapped pool of potential hires 6 S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change. G: To have concrete data on which to make funding reallocation decisions. A: E: To have economic incentives backing up and integrated community hiring initiative.
  • 62. WHO IS INTERESTED AND WHY? The Problem The Result The Solution The Solution in Action
        • How can ChangeHR have the potential to tangibly redesign existing
        • agency and employer processes? What impact could it have?
        • 5 ?
    1 S: To prove that this is a better recruitment channel than the traditional channel G: To find out which agencies are most effective and which demographic is most difficult to help A: To find out how they can be more effective with their processes and screening methods E: 2 S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved. G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizens A: E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires 3 S: To create a business case for Change HR by proving that community hires are an untapped group with high potential G: To find out if community hires can be converted to equally performing members of workplaces A: E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives 4 S: To understand how to vary inputs and partners as necessary G: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected. A: To strive for better performance by fixing weak links in the hiring process E: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices. 5 S: To test the feasibility of the ChangeHR concept via pilots G: To see the cost saving potential of SCP's proposals A: E: To improve recruitment processes and gaine access to an untapped pool of potential hires 6 S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change. G: To have concrete data on which to make funding reallocation decisions. A: E: To have economic incentives backing up and integrated community hiring initiative.
  • 63. WHO IS INTERESTED AND WHY? The Problem The Result The Solution The Solution in Action 1 S: To prove that this is a better recruitment channel than the traditional channel G: To find out which agencies are most effective and which demographic is most difficult to help A: To find out how they can be more effective with their processes and screening methods E: 2 S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved. G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizens A: E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires 3 S: To create a business case for Change HR by proving that community hires are an untapped group with high potential G: To find out if community hires can be converted to equally performing members of workplaces A: E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives 4 S: To understand how to vary inputs and partners as necessary G: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected. A: To strive for better performance by fixing weak links in the hiring process E: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices. 5 S: To test the feasibility of the ChangeHR concept via pilots G: To see the cost saving potential of SCP's proposals A: E: To improve recruitment processes and gaine access to an untapped pool of potential hires 6 S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change. G: To have concrete data on which to make funding reallocation decisions. A: E: To have economic incentives backing up and integrated community hiring initiative.
  • 64. WHO IS INTERESTED AND WHY? The Problem The Result The Solution The Solution in Action
        • Is SCP achieving it’s mission and stated claims?
        • 6 ?
    1 S: To prove that this is a better recruitment channel than the traditional channel G: To find out which agencies are most effective and which demographic is most difficult to help A: To find out how they can be more effective with their processes and screening methods E: 2 S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved. G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizens A: E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires 3 S: To create a business case for Change HR by proving that community hires are an untapped group with high potential G: To find out if community hires can be converted to equally performing members of workplaces A: E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives 4 S: To understand how to vary inputs and partners as necessary G: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected. A: To strive for better performance by fixing weak links in the hiring process E: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices. 5 S: To test the feasibility of the ChangeHR concept via pilots G: To see the cost saving potential of SCP's proposals A: E: To improve recruitment processes and gaine access to an untapped pool of potential hires 6 S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change. G: To have concrete data on which to make funding reallocation decisions. A: E: To have economic incentives backing up and integrated community hiring initiative.
  • 65. WHO IS INTERESTED AND WHY? The Problem The Result The Solution The Solution in Action 1 S: To prove that this is a better recruitment channel than the traditional channel G: To find out which agencies are most effective and which demographic is most difficult to help A: To find out how they can be more effective with their processes and screening methods E: 2 S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved. G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizens A: E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires 3 S: To create a business case for Change HR by proving that community hires are an untapped group with high potential G: To find out if community hires can be converted to equally performing members of workplaces A: E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives 4 S: To understand how to vary inputs and partners as necessary G: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected. A: To strive for better performance by fixing weak links in the hiring process E: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices. 5 S: To test the feasibility of the ChangeHR concept via pilots G: To see the cost saving potential of SCP's proposals A: E: To improve recruitment processes and gaine access to an untapped pool of potential hires 6 S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change. G: To have concrete data on which to make funding reallocation decisions. A: E: To have economic incentives backing up and integrated community hiring initiative.
  • 66. The Problem The Result The Solution The Solution in Action WHAT TO MEASURE
  • 67. WHAT WILL THIS LOOK LIKE? Inputs (Primary Data) Outputs (Secondary Data) The Problem The Result The Solution The Solution in Action
  • 68.
        • Are we delivering candidates of sufficient quantity and quality? What is the degree of job readiness of candidates coming out of each specific agency? What is their probability of success in the hiring process?
        • How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
        • How do community hires compare to social hires in regards to advancement and performance?
        • What are the causes of failure at each stage of the hiring process and how can they be mitigated?
        • How can ChangeHR have the potential to tangibly redesign existing
        • agency and employer processes? What impact could it have?
        • Is SCP achieving it’s mission and stated claims?
    ✓ ✓ SIX QUESTIONS WE WANT TO ANSWER ✓ ✓ The Problem The Result The Solution The Solution in Action ✓ ✓
  • 69. SAMPLE OUTPUT FORMS Question 1 – Desired Outputs   2010 2011 2012 2013 … 2020 Funnel Ratio (screened to interviewed) from each agency:               Agency A   20% 30% 40% 50%   70% Agency B   10% 15% 20% 25%   30% Agency C   30% 20% 5% 5%   1% Funnel Ratio (interviewed to hired) from each agency:               Agency A   20% 30% 40% 50%   70% Agency B   5% 5% 10% 20%   40% Agency C   30% 30% 20% 20%   5% Funnel Ratio (screened to hired) from each agency:               Agency A   4% 9% 16% 25%   49% Agency B   1% 1% 2% 5%   12% Agency C   9% 6% 1% 1%   0% Employer Satisfaction of candidates from each agency relative to other social hires   2 3 3 3   3 Employer Satisfaction relative to regular hires   2 3 3 4   4 Funnel Ratio (screened to hired) from each demographic:               Single Mothers   20% 30% 40% 50%   60% New Canadians   5% 5% 10% 20%   40% Disabled   20% 30% 40% 50%   60% At-Risk Youth   10% 30% 50% 80%   80% % of Candidates qualified for hiring criteria   30% 40% 50% 60%   80% Avg # of training hours received from each agency   5 5 10 15   20 % of candidates that stay in training process till end   40% 50% 60% 70%   100%
  • 70.
        • Are we delivering candidates of sufficient quantity and quality? What is the degree of job readiness of candidates coming out of each specific agency? What is their probability of success in the hiring process?
        • How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
        • How do community hires compare to social hires in regards to advancement and performance?
        • What are the causes of failure at each stage of the hiring process and how can they be mitigated?
        • How can ChangeHR have the potential to tangibly redesign existing
        • agency and employer processes? What impact could it have?
        • Is SCP achieving it’s mission and stated claims?
    ✓ ✓ SIX QUESTIONS WE WANT TO ANSWER ✓ ✓ The Problem The Result The Solution The Solution in Action ✓ ✓
  • 71.
        • Are we delivering candidates of sufficient quantity and quality? What is the degree of job readiness of candidates coming out of each specific agency? What is their probability of success in the hiring process?
        • How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
        • How do community hires compare to social hires in regards to advancement and performance?
        • What are the causes of failure at each stage of the hiring process and how can they be mitigated?
        • How can ChangeHR have the potential to tangibly redesign existing
        • agency and employer processes? What impact could it have?
        • Is SCP achieving it’s mission and stated claims?
    ✓ ✓ SIX QUESTIONS WE WANT TO ANSWER ✓ ✓ The Problem The Result The Solution The Solution in Action ✓ ✓
  • 72. SAMPLE OUTPUT FORMS Question 3 - Desired Outputs   2010 2011 2012 2013 … 2020 Relative Performance:               Technical skills required for the job   1 2 2 3   4 Soft skills required for this role   2 2 3 3   4 Related/relevant experience   1 2 3 3   3 Fit with Corporate Culture   1 2 2 3   3 Relative Wage Rate   1 2 3 3   3 Relative Internal Promotion Rate   1 2 3 3   3 Relative % duration of employment   20% 30% 50% 50%   100% Relative Wage Rate   60% 80% 80% 100%   100% % makeup of level job class   5% 5% 10% 20%   40% Entry Level   10% 10% 20% 30%   50% Team Leads   2% 5% 5% 10%   10% Management   0% 0% 1% 2%   5%
  • 73.
        • Are we delivering candidates of sufficient quantity and quality? What is the degree of job readiness of candidates coming out of each specific agency? What is their probability of success in the hiring process?
        • How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
        • How do community hires compare to social hires in regards to advancement and performance?
        • What are the causes of failure at each stage of the hiring process and how can they be mitigated?
        • How can ChangeHR have the potential to tangibly redesign existing
        • agency and employer processes? What impact could it have?
        • Is SCP achieving it’s mission and stated claims?
    ✓ ✓ SIX QUESTIONS WE WANT TO ANSWER ✓ ✓ The Problem The Result The Solution The Solution in Action ✓ ✓
  • 74. SAMPLE OUTPUT FORMS Question 4 - Desired Outputs   2010 2011 2012 2013 … 2020 % breakdown of nature of exit:               Positive   30% 40% 50% 60%   70% Neutral   30% 30% 30% 30%   20% Negative   40% 30% 20% 10%   10% % breakdown of placement type post exit:               Unemployed or more Unfavourable Opportunity   50% 40% 30% 20%   10% Equal or more Favourable opportunity   50% 60% 70% 80%   90% % of reasoning behind exit               Personal   30% 30% 30% 30%   30% Unvoluntary   40% 30% 20% 10%   10% Alternate Opportunity   30% 40% 50% 60%   60% % rejected that would be invited back to try again               Employer A   10% 10% 10% 20%   20% Employer B   5% 5% 10% 20%   20%
  • 75.
        • Are we delivering candidates of sufficient quantity and quality? What is the degree of job readiness of candidates coming out of each specific agency? What is their probability of success in the hiring process?
        • How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
        • How do community hires compare to social hires in regards to advancement and performance?
        • What are the causes of failure at each stage of the hiring process and how can they be mitigated?
        • How can ChangeHR have the potential to tangibly redesign existing
        • agency and employer processes? What impact could it have?
        • Is SCP achieving it’s mission and stated claims?
    ✓ ✓ SIX QUESTIONS WE WANT TO ANSWER ✓ ✓ The Problem The Result The Solution The Solution in Action ✓ ✓
  • 76. SAMPLE OUTPUT FORMS Question 5 - Desired Outputs   2010 2011 2012 2013 … 2020 Average Time to Placement   3mo 1mo 1mo 1mo   2 weeks % growth in placement volume   30% 40% 50% 60%   70% cost ratio of training, placement, retention support   50:40:10 50:35:15 55:30:15 60:20:20   60:10:30 % change in average recruitment cost per hire   0% 2% 3% 5%   10% % employers willing to intergrate social hiring   0% 0% 5% 10%   80% % willing to pay similar sourcing and retention fees   0% 0% 5% 10%   80% % of candidates that are social hires   0% 2% 5% 10%   20% % decrease in time before exiting welfare line as compared to without SCP   0% 10% 30% 30%   30% % of employers with intent to increase social hire volumes   5% 5% 10% 30%   70% % of agencies interested in deeper invovlement with SCP   5% 5% 10% 30%   70%
  • 77.
        • Are we delivering candidates of sufficient quantity and quality? What is the degree of job readiness of candidates coming out of each specific agency? What is their probability of success in the hiring process?
        • How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
        • How do community hires compare to social hires in regards to advancement and performance?
        • What are the causes of failure at each stage of the hiring process and how can they be mitigated?
        • How can ChangeHR have the potential to tangibly redesign existing
        • agency and employer processes? What impact could it have?
        • Is SCP achieving it’s mission and stated claims?
    ✓ ✓ SIX QUESTIONS WE WANT TO ANSWER ✓ ✓ The Problem The Result The Solution The Solution in Action ✓ ✓
  • 78. SAMPLE OUTPUT FORMS Question 6 - Desired Outputs   2010 2011 2012 2013 … 2020 % of hires that retain employment through third month   10% 10% 20% 30%   50% % of hires still retained at 12 month   5% 5% 10% 15%   25% % of hires positioned to career ladder   10% 10% 20% 30%   40% # of total employers engaged as % of Fortune 500 companies   0% 1% 2% 20%   80% # of placements per employer   5 10 20 30   50 # of total placements   100 400 1200 2500   40000 # of total community hires involved   200 800 2400 5000   80000 % of involved employers with no incentive required   20% 30% 40% 50%   100% % that exit to equal or better opportunity   20% 30% 40% 50%   100% % of agencies interested in deeper invovlement with SCP   5% 5% 10% 30%   70%
  • 79. STAGE 1 Executive Sponsor Project Leads Project Support Team (Hiring Manager, HR, Operations, Recruitment Step 1: Executive buy-in is generated from a given private sector company. The project team is built by identifying the executive sponsor, key contacts in HR, recruitment, operations, and among the hiring managers.
  • 80. STAGE 1 Executive Sponsor Project Leads Project Support Team (Hiring Manager, HR, Operations, Recruitment Step 1: Executive buy-in is generated from a given private sector company. The project team is built by identifying the executive sponsor, key contacts in HR, recruitment, operations, and among the hiring managers. Step 2: SCP and Project Team sit down to understand the overall HR process
  • 81. STAGE 1 Executive Sponsor Project Leads Project Support Team (Hiring Manager, HR, Operations, Recruitment Step 1: Executive buy-in is generated from a given private sector company. The project team is built by identifying the executive sponsor, key contacts in HR, recruitment, operations, and among the hiring managers. Step 2: SCP and Project Team sit down to understand the overall HR process Step 3: Employment opportunities that fit the hiring criteria are identified. Specific divisions and positions for the pilot project are isolated.
  • 82. STAGE 1 Executive Sponsor Project Leads Project Support Team (Hiring Manager, HR, Operations, Recruitment Step 1: Executive buy-in is generated from a given private sector company. The project team is built by identifying the executive sponsor, key contacts in HR, recruitment, operations, and among the hiring managers. Step 2: SCP and Project Team sit down to understand the overall HR process Step 3: Employment opportunities that fit the hiring criteria are identified. Specific divisions and positions for the pilot project are isolated.
    • Requirements for position:
    • -Criteria
    • Qualifications
    • Profiles of Existing Employees
    Detailed Job description Employer MOU and control group Finalized number of positions and timelines Step 4: Specific position information is gathered and formalized into a detailed job description.
  • 83. STAGE 2 Step 1: SCP conducts due diligence on various agencies to understand the agency landscape and pick out potential agency partners. Step 2: SCP and the employer meet to discuss the agency landscape and to choose a final agency partner. Step 3: Staff at the final agency partner and SCP meet and an MOU is signed. Step 5: Relevant representatives from SCP, the agency, and the employer meet to approve a project plan and approach. Weekly meetings are set. SCP conducts an intensive Due Diligence process with standardized evaluations of people, process and capacity at the pre-hire, hire, and post-hire stages. Agency Staff Presentation made to employer Final Project Plan
  • 84. STAGE 2 Step 1: SCP conducts due diligence on various agencies to understand the agency landscape and pick out potential agency partners. SCP conducts an intensive Due Diligence process with standardized evaluations of people, process and capacity at the pre-hire, hire, and post-hire stages.
  • 85. STAGE 2 Step 1: SCP conducts due diligence on various agencies to understand the agency landscape and pick out potential agency partners. Step 2: SCP and the employer meet to discuss the agency landscape and to choose a final agency partner. SCP conducts an intensive Due Diligence process with standardized evaluations of people, process and capacity at the pre-hire, hire, and post-hire stages. Agency Staff Presentation made to employer
  • 86. STAGE 2 Step 1: SCP conducts due diligence on various agencies to understand the agency landscape and pick out potential agency partners. Step 2: SCP and the employer meet to discuss the agency landscape and to choose a final agency partner. Step 3: Staff at the final agency partner and SCP meet and an MOU is signed. SCP conducts an intensive Due Diligence process with standardized evaluations of people, process and capacity at the pre-hire, hire, and post-hire stages. Agency Staff Presentation made to employer
  • 87. STAGE 3 Step 1: Pre-screening requirements are identified and the number of potential positions in a given job posting is determined. For a given job opportunity, know: -Pre-screening requirements -Factors influencing success -Customized job posting (if required) Potential positions
  • 88. STAGE 3 Step 1: Pre-screening requirements are identified and the number of potential positions in a given job posting is determined. Step 2: Agency staff identify channels from which to select candidates. They also determine what factors are necessary for candidates by benchmarking historical data and prerequisites. For a given job opportunity, know: -Pre-screening requirements -Factors influencing success -Customized job posting (if required) Potential positions
  • 89. STAGE 3 Step 1: Pre-screening requirements are identified and the number of potential positions in a given job posting is determined. Step 2: Agency staff identify channels from which to select candidates. They also determine what factors are necessary for candidates by benchmarking historical data and prerequisites. Step 3: Agency staff hold information sessions, provide customized skills training, and optional testing to prepare a job-ready pool of social hires. For a given job opportunity, know: -Pre-screening requirements -Factors influencing success -Customized job posting (if required) Potential positions Information session Customized skills training Optional Testing Job-ready Candidates Conducted by Agency staff
  • 90. STAGE 4 Step 1: Resumes of Job-ready candidate pool are sent to the prospective employer. Potential positions Job-ready Candidates Resumes sent
  • 91. STAGE 4 Step 1: Resumes of Job-ready candidate pool are sent to the prospective employer. Step 2: Select Job-ready candidates are granted interviews. Potential positions Job-ready Candidates Resumes sent Interviews Granted
  • 92. STAGE 4 Step 1: Resumes of Job-ready candidate pool are sent to the prospective employer. Step 2: Select Job-ready candidates are granted interviews. Step 3: Select interviewees are hired by the prospective employer. Potential positions Job-ready Candidates Resumes sent Interviews Granted Successful community hire candidates
  • 93. STAGE 4 Step 1: Resumes of Job-ready candidate pool are sent to the prospective employer. Step 2: Select Job-ready candidates are granted interviews. Step 3: Select interviewees are hired by the prospective employer. Potential positions Job-ready Candidates Resumes sent Interviews Granted Feedback Conducted Employer grants feedback to agency about the social hires. Successful community hire candidates Step 4: Feedback is conducted between various parties. Agency grants SCP feedback on the hiring process
  • 94. STAGE 5 Community hire progress is tracked at predetermined time-points for the duration of employment in relation to a control group. Successful community hire candidates On-boarding Training Control group trajectory Community hire trajectory
  • 95. STAGE 6 A quarterly strategic review takes place between SCP, the employer, and the agency partner.
  • 96. PRIMARY INPUTS The Problem The Result The Solution The Solution in Action Employer Branch Job Posting Agency Marginalized Individuals Job-Ready Candidate Application Interview Hired Employee
  • 97. THE DIAGNOSIS “ The site while at present while functional , is far from realizing its potential as a valuable marketing and more importantly, informational outlet for SCP due to the blandness of its layout, typography, and overall visual appearance as well as its outdated content; however, the sites restructuring neither needs to be all-encompassing or immediate ”
  • 98. THE APPROACH
  • 99. OPTIONS
  • 100. TIME COMMITMENT