2. Definition of Lean
• Lean= The core idea is to maximize customer value
while minimizing waste. Simply, lean means creating
more value for customers with fewer resources.
• The process is called “Lean”, now while this is similar to
the lean in lean manufacturing or the lean used in
project management, the terminology is a little
different, instead of expenditures, we have processes.
• As it relates to Staffing it means, doing more with less.
It also means finding out the how, what, were, why and
when behind the “big data” and seeing if you can do
more with less, or why what you are doing maybe be
just fine.
3. What it really means
• It means looking at a process and making it
smaller, quicker, easier, leaner.
• It means comparing and doing away with
redundancies in a process, or the use of tools.
• It means looking behind the “big data” to get to
the nitty gritty behind performance, and training.
• It simply means to analyze a process, tools,
training, or performance to determine what is
really happening and how to make it better.
4. 3 Types of Lean Staffing
• Lean staffing process analysis. Reviewing of
the process and looking for redundancies, etc.
• Lean Staffing Organizational Analysis. Looking
for organizational issues such as performance
training etc.
• Lean Staffing tools analysis. Looking for
redundancies and holes within the tools being
used.
5. Lean staffing process analysis
• The way I approach this is to research, and observe each and every
step in the staffing process being used, and the time allowed to
perform them. I then create a line chart being sure to incorporate
every step, every communication point, any system involved and
how it is used. From there it is a simple matter of crossing off the
redundancies, combining like steps and removing any needless or
wasted communications.
• For instance at one company I worked the staffing process from
position needs assessments to hire had over 30 steps, and over 50
communications links. After analyzing the process and creating my
line chart, I was able to take the 30 steps and narrow it down to 15,
and take the 50+ communication links and narrow them down to
18, and take time allowances and cut them in half. Long story short
we had a process that was shorter, easier and quicker.
6. Example non Lean
Recruiter sources-Recruiter send resumes to HM for review-HM tell recruiter
who to vet-recruiter vets-recruiter sends vets to Hm for review-HM tell
recruiter who to have tech screened-Recruiters asks who should perform tech
screen. Well stop there
Example Lean
Recruiter sources and vets candidates(can be done because of upgraded
intake meeting notes, and duel SLA)-recruiter arranges for all positive vetting
to be tech screened (can be done because list of tech screeners gathered at
upgraded intake meeting)
So you took what was a 5 step process and narrowed it down to a 2 step
process all by upgrading the intake meeting and having a duel SLA in affect.
7. Lean Staffing Organizational Analysis
• So in order to utilize Lean Staffing to improve your organizational structure you first need to
determine what staffing model you are using. Are you using a mono model-meaning full cycle
staffing, are you using the di-model -splitting the staffing function into 2 parts, the tri-model -
splitting the staffing function into 3 parts, or some other model.
• Once you have determined that, you need to do a Lean Staffing organizational analysis, of the
metrics used and measured over a 5 year period by each function of the model. You want to
do a 5 year analysis and find out the averages of all the metrics and numbers for each
function. Then list them, then find the avg numbers for each person in the organization over
their tenure in the organization, according to their roles. Once you have done that you have a
list of people and whether they fall above or below your avg line or Mendoza line.
• Example: you currently have a team of 7 in a mono-model or full cycle, the past 5 year avg
shows that each person should hire an avg of 30 people in a year. However when you look at
your current 7 people their averages over their time at the company show you have 2 avg 30,
3 avg 35 and 2 avg 10.
• Now what you need to do is find out the who, what, why, were, and how
of the numbers. Numbers only tell you part of the story, the question now
is why are those 2 under performing
8. Lean Staffing tools analysis
• Tools are a huge part of staffing, whether it is an ATS, HRIS, Sourcing tools,
Job Boards, Social media tools or whatever they are huge.
• The question is how do we determine which ones to use. The first thing
you need to do is determine is which you already have and what they do
and which new ones are appropriate for the industry you are staffing for.
Then you need to determine what kind of avenues you want to use to find,
attract and contact perspective candidates as well as post your openings.
• Once you have done all of that you make a block diagram showing what
each tools does, and then start crossing out tools missing things you need
until you narrow it down to the 1 tool that gives you what you need, if
there is more than 1 than look at the cost as the final
determining factor.
9. Lean Staffing tools analysis 2
Example”
Tools 1 Tool 2 Tool 3 Tool 4 Tool 5 Tool 6
ATS ATS ATS ATS ATS ATS
JP JP JP JP JP
SM SM SM
Mobile Mobile Mobile
TC TC TC TC
JP= job posting SM=Social Media TC=Talent Community ATS=Applicant tracking
Now in the example the only tool that has everything you are looking for is Tool 2. Now keep in
mind this was a simple example, but you get the point, Now in some cases you might decide to
live without some things, or already have tools that needed to be added to the analysis. I
10. Keys
• Now keep in mind this is a very very simplistic
version of Lean Staffing, but I think you get it.
• Ensure you have done all your analysis, and
looked at the how, what, were, why and when
of the results before you act.
11. Dean Da Costa, SP, TSIP, STIL
The Search Authority
http://www.linkedin.com/in/deandacosta
http://thesearchauthority.weebly.com/
searchauthority@comcast.net
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