1. HR Process
Process Sub-­Process Description Segment HR Central HR Evidence
11/17/2015 Page 1 of 3
A. Staffing A.1 Workforce Planning The process begins with the development of a strategy to
determine workforce needs. It includes gathering
forecasting tools, employee census data, staffing level
analysis, turnover analysis, development needs, and
business plans. It is concluded when the recruiting needs
are determined.
P – Strategy for determining
Work Force needs for
segment including capability
to run reports, productivity
data and analysis.
S – Headcount and
forecasting tool design.
Some customized
reporting support.
(C&B-­HRIS)
Headcount analysis variance to budget
Staffing plan as part of AOP
Labor Mrkt data
Turnover/Attrition report
Other Productivity based data
Pipeline Analysis
A.2 Sourcing/Recruiting
Planning
The process begins with the development of a strategy to
source/recruit candidates internally and externally. The
process includes selecting vendors (search firms, advertising
agencies) and identifying appropriate sourcing/recruiting
activities and programs. The process is concluded when the
sourcing/recruiting strategy is developed.
P – Development of
comprehensive plans based on
segment needs.
S-­Establish process,
policy and maintain
Vendor/supplier relations
for recruiters, colleges,
Ad/Internet/intranet.
Internet Process
design/development for
postings.
(Organization
Effectiveness)
Internal & External posting policy
Standardized Search firm agreements
Centralized contract admin
Business/segment sourcing intelligence
plan
A.3 Position/Requisition
Management
The process begins with the creation of a
position/requisition and includes headcount maintenance
(e.g., open vs. filled positions). It is completed when the
position/requisition is approved and headcount is updated.
P – Approve and provide
complete accurate information
on requisition. Monitor open
position to headcount.
S-­ Develop and maintain
open position information
in common system.
oversight of common
reporting system
(Organization
Effectiveness)
Common requisition data base tracking tool
A.4 Sourcing/Recruiting
The process begins with the initiation of a sourcing/
recruiting effort. It includes all sourcing and recruiting
activities (recruitment and career fairs, development of
internship programs, campus and community recruiting
efforts, and management training programs), and managing
vendors (search firms and advertising agencies). It ends
when the appropriate recruiting channels are identified and
effectively producing candidates.
S – Specialized
function/technical efforts
specific to segment and or
region.
P – Develop overall
corporate sourcing plan
including coordinating
core activities calendar
with segment specific
activities to insure
common approach and
effective use of
resources. Effectively
obtain pools of qualified
candidates for open
positions.
(Organization
Effectiveness)
Calendarized recruiting efforts including job
fair/campus
Established Recruiting intelligence and
effectiveness
SLP and internship program
Documented and Centralized
process/policy for 3
rd
party recruiters
A.5 Screen Applicants The process begins with the determination of the proper
screen for the applicant depending upon the position and
their experience. It is concluded with the elimination of
applicant for consideration or their advancement to selection
or pre-­placement verification.
P –Provide direction and tools
to managers to insure high
quality, behavior based
selection process is in place,
and appropriate level of
management involved in
selection process.
S – Development and
deployment of screening
tools designed to
enhance the
quality/reliability of hiring
decisions. Review and
presenting qualified
candidates to segment
Applicant defined and Applicant tracking
system in place
Effective screening tool in place
Standardized application

2. HR Process
Process Sub-­Process Description Segment HR Central HR Evidence
11/17/2015 Page 2 of 3
management. Develop
common templates for
applicant
communications
Manage/
administer all post-­
interview communications
(close out and offers)
(Organization
Effectiveness)
A.6 Pre-­placement
Verification
The process starts with determination of the appropriate
verifications for the applicant. It includes the administration
or vendor management of those tests and ends when the
applicant is selected or eliminated.
S – Provides policy design
for consistent pre-­
placement application.
Establish and manage
vendor relationships. –
Insuring appropriate level
of screening including
transcripts, References,
Credit check, background
check, and drug screen
conducted for selected
candidate.
(Organization
Effectiveness)
Screening process in place
Drug testing report
A.7 Applicant Tracking The process begins with an applicant applying for a position,
includes maintenance of applicant information, applicant
correspondence, and applicant reporting. It is completed
with the successful entry and reporting of the applicant.
S – Provides accurate
applicant information in a
timely fashion per established
requirements.
P – Establishes and
communicates data
requirements, process flow
for data submission, and
provides data input for
tracking and reporting.
C&B (Central Data
Support-­ entry, HRIS-­
reporting) Org.
Effectiveness -­ data
requirements)
Applicant tracking in place
A.8 Hiring The process begins with the decision to hire applicant/rehire
employees, includes employee correspondence and new
hire/rehire reporting. It is completed when the employee is
successfully placed on payroll.
P – Insure appropriate level of
management approval, and
assist/execute decision to hire .
S – Establishes and
communicates data
requirements, process
flow for data submission
(HRIS/payroll), and
provides data input for
tracking and reporting to
HR and payroll
processing..
C&B (Central Data
Offer Letter Templates Established

3. HR Process
Process Sub-­Process Description Segment HR Central HR Evidence
11/17/2015 Page 3 of 3
Support)
Delivery of offer letter and
providing complete, timely
and accurate information
to Central Support
(Recruiting)
A.9 Orientation The process begins with the introduction of the employee to
the organization. It includes office/facility tours and
introductions to appropriate personnel. It also includes a
discussion between the supervisor and new hire that centers
around goals and metrics expectations. The process is
concluded with the distribution of the necessary tools to
successfully begin work.
P – Delivery of common
company orientation as well as
benefits, facility and any
general orientation material
specific to a site/segment.
S – Establish general
guidelines for orientation
programs . Design and
maintain broader
COMPANY orientation
material.
(Organization
Effectiveness)
Standardized Orientation Program
A.10 Internal Transfers The process begins with the decision to transfer the
employee to another location/department, includes all
necessary employee correspondence, and internal transfer
reporting. It is concluded when the employee is successfully
transferred, all necessary systems are updated, and vendors
are notified.
P – Insure appropriate level of
management approval and
assist and execute decision to
hire through delivery of offer
letter and providing complete,
timely and accurate information
to Central Support
S – Establishes and
communicates data
requirements, process
flow for data submission,
and provides data input
for tracking and reporting
to HR and payroll
processing.
C&B (HRIS/Payroll data
requirements, Central
Data Support-­entry)
Documented and mapped process
A.11 Relocation The process begins with the decision to relocate the
employee, includes relocation costs, payment to third
parties, “gross-­up” values for payroll, and necessary
communications to the employee. It is concluded when the
employee is successfully relocated, the necessary systems
are updated, and all pertinent parties are notified.
P – Application of relocation
policy. Submits authorization to
vendor to complete relocation *
*Insure Expat policy applied to
international relocations.
S – Provides policy design
for consistent relocation
application . Establish and
manage internal vendor
relationships (with internal
relocation vendor).
Insures relocation benefits
are taxed and reported
properly
Comp. & Benefits
(Payroll)
Documented and mapped process
Relocation cost analysis on file
Relocation Policy
Expat Policy