Process Strategy

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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

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

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