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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

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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  • 1. Recruiting Process Overview and Drivers for Efficient Hiring Chris Hood November 2009
  • 2. 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
  • 3. Current Talent Acquisition Process Opportunities exist to maximize time to fill at every stage of the hiring process Additional Interviews
  • 4. 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
  • 5. 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”
  • 6. 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
  • 7. 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
  • 8. 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
  • 9. 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
  • 10. 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
  • 11. 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
  • 12. 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