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Process Strategy

Process Strategy



Brief introduction to RPO hiring strategy. Put this together for an SME project as well as for a causal project for grad school

Brief introduction to RPO hiring strategy. Put this together for an SME project as well as for a causal project for grad school



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    Process Strategy Process Strategy Presentation Transcript

    • Recruiting Process Overview and Drivers for Efficient Hiring Chris Hood November 2009
    • Contents
      • Recruiting Process – Top View
      • Step by Step Components for Successful Hiring
      • Summary of Keys to Efficient Hiring Cycle
      • Effects of Vacant Positions
      • Recruiting Tools and Candidate Sources
      • Recruiting Documents
      • Recruiting Team
    • Current Talent Acquisition Process Opportunities exist to maximize time to fill at every stage of the hiring process Additional Interviews
    • Process Detail / Opportunities for Efficiency
      • 1 – Hiring Manager Kick-off Call
        • Key is to establish mutual understanding of specific job requirements and essential skills for candidate
        • Agreement on deliverables between hiring manager and recruiter is vital
      • 2 – Recruiter Sourcing and Screening
        • Diligent adherence to agreed upon search criteria
        • Evaluation of talent pool allows comparison of many qualified candidates
      • 3 – Resume Submission
        • Provide hiring manager with information over and beyond resume data
        • Justification for candidate to be considered
        • Hiring manager should look for this additional information
      • 4 – Hiring Manager Review
        • Prompt attention to candidate submissions is vital
        • Most common cause for process delay results from untimely feedback
        • Common driver for candidate fall-off
        • Quality feedback aids in calibration of subsequent candidate submissions
    • Process Detail / Opportunities for Efficiency
      • 5 – First Interview Scheduling
        • Must have hiring manager availability and commitment to interview early in process
        • With multiple expected hires and individuals located in different areas, coordination of interview activity is potential for major delay
      • 6 - Interview Feedback
        • Candidate perception of a company is greatly affected by timeliness of interview feedback.
          • Feedback expected within 48 hours - most effective while interview details are still fresh
        • Quality feedback aids in calibration of subsequent candidate submissions
        • Reference check initiated upon decision to conduct additional interview
      • 5&6 (Repeat) Second Interviews / On-Site Interviews
        • Imperative to establish guideline on interview process and adhere to it
        • Set candidate expectations early – this is a common question
        • Try to avoid over-interviewing
          • Turn off to candidates
          • Gives secondary interviewers the impression that they are to look for reasons “why not”
    • Process Detail / Opportunities for Efficiency
      • 7 – Offer Approval Process
        • Recruiters are tasked with pre-closing and verifying expectations throughout the hiring process
          • Salary information is confirmed during kick-off phase with hiring manager
          • Recruiters discuss salary expectations with candidates prior to submission/interview
        • Slow offer approval process is a secondary driver for candidate fall-off
          • Competing offers lure candidates away
          • Competitors are actively searching for the same talent right now
      • 8 – Candidate Hire
        • Deliver offer as quickly as possible, and provide support for candidate questions about anything that could influence decision to accept
    • Keys to Efficiency
      • Time to fill
        • Key opportunities to efficient hiring is in steps 3-7 of hiring process
        • All assigned hiring stakeholders must adhere and buy-in to process
      • Interview and Submission Expectations
        • Our goal is to screen and interview as many candidates as possible and present only the top tier to hiring managers
          • Benefit is ability to maximize the hiring manager’s time spent interviewing
          • Requires less interviews, but generates more hires
        • Key to success is open communication and efficient feedback and action
      • Consistency!
        • Every effort should be made to conduct interview process equally across all candidates
        • Every participant in the process must agree to their role and adhere to it without deviation
    • Effects of Unfilled Positions / Long Recruiting Cycle*
      • Revenue Costs
      • Loss of revenue is the most obvious and most quantifiable cost associated with open positions:
            • Delayed revenue resulting from longer Time-To-Market (TTM) for new products
            • Lost revenue resulting from products/services that could never be introduced
            • Underutilized equipment and corporate assets
            • Decreased output because employees are performing unfamiliar jobs
      • Personnel Costs
      • Employees who remain in your organization are hurt by vacancies. The added workload and higher stress levels can result in a number of problems:
            • Sending a message that the company isn’t performing well
            • Greater incidences of illness, absenteeism, and tardiness
            • No opportunity to focus on the growth of the current employees by sending them to development programs and training seminars
            • Increased frustration
            • Increased scrap and rework/error rates
            • Less chance of employees reaching individual goals
            • Higher turnover
            • Reduced creativity and innovative thinking
    • Effects of Unfilled Positions / Long Recruiting Cycle*
      • Management Costs
      • Managers in charge of departments with open positions must contend with a number of headaches:
            • Less time to manage remaining employees
            • Increased frustration over lack of corporate support
            • Higher turnover in middle management (and often in senior management)
            • Increased opportunity costs because managers have to spend valuable time performing fill-in duties
            • Vacancies in management and team leader positions have a multiplier effect on productivity and the recruitment of others
      • Team Costs
      • Open positions can also cost your work teams:
            • Lost leadership, idea generation, and skills of the vacated person
            • Increased chance that other members will leave
            • Disruption in team cohesiveness
            • Increased likelihood that poorly performing team members will be retained
            • If the team leader is the “vacancy” then “time to productivity” is likely to be even more negatively impacted
    • Effects of Unfilled Positions / Long Recruiting Cycle*
      • Customer Costs
      • Vacancies in critical areas can affect customer satisfaction levels, sometimes with serious consequences:
            • Loss of sales volume because of inability to fill orders
            • Loss of sales volume because of reduced service quality
            • Increased customer attrition due to:
              • Delays in new product development and new product launches
              • Increased customer perception that you are getting weak or do not care about their business
      • Competitive Advantage Costs
      • Open positions can affect your ability to remain competitive in the marketplace:
            • Sends a message to analysts that you are weak
            • Sends a message to competitors that you are vulnerable
            • Sends a message to prospective employees that the company is in trouble (this problem can be especially acute for high-demand positions)
            • Vacancies can cause resources to be underutilized
            • Erodes your corporate culture
            • Vacancies at the CEO, CFO, CTO, and other top manager positions can have an adverse impact on financing and the willingness of others to partner with you
            • *Source: The Fordyce Letter - John Sullivan
    • Recruiting Tools and Candidate Sources
      • Candidate search is based on:
        • Information described in the job description
        • Detailed information from hiring managers during kick-off call
        • Recruiters rely on detailed information to target candidates that fit required criteria
        • Hiring managers must have clear idea of what they are looking for
      • Sourcing Consists of:
        • Active job seeker search
          • Public job search sites, Resume databases, Corporate Careers Page, Specialty Sites
        • Recruiter Networking
          • LinkedIn, Twitter, new media
        • Database Searches – Access to Internal and Agency Candidate Databases
          • Candidates who applied for other positions
          • Late candidates
        • Referrals
    • Recruiting Documents (Files Embedded into Pictures)
      • Kick-off Document
      • Detailed discussion about position and expectations
      • Formatted Job Description
      • Brief summary of job requirements used for posting and candidate networking
      • Reference Form
      • Conduct references during the interview process.
      • Results are presented in standard report format
      • Detailed Write Up
      • In depth notes regarding team and project / talent requirements