Creative Solutions for Overhauling Recruitment Processes | Talent Connect Vegas 2013


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See two companies' unique approaches to overhauling their recruitment processes.

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Creative Solutions for Overhauling Recruitment Processes | Talent Connect Vegas 2013

  1. 1. Creative Solutions for Overhauling Recruitment Processes: Power of Change Jennifer Shappley Senior Director, Talent Acquisition @JennShappley Melissa Miller Director, Talent Acquisition @melmiller1971
  2. 2. About Express Scripts
  3. 3. DRUG CHOICES  Most affordable & clinically appropriate  PHARMACY CHOICES Home delivery & other lowercost alternatives  HEALTH CHOICES Increasing patient adherence Source: Express Scripts Drug Trend Report, 2012
  4. 4. Talent Acquisition team structure Sr Director, Talent Acquisition Corporate Recruiting Operations Recruiting 70+ team members Executive Recruiting Centralized reporting structure Social Media, Branding, Campus Recruiting Military & Diversity Recruitment Programs Average TTF = 24 days
  5. 5. Where we were…. Our Challenge Our Opportunity Express Scripts was in the midst of a large acquisition, more than doubling the size of the company Leverage the change to take a fresh look at the recruiting process Would need to quickly integrate 2 TA teams with different models and different metrics Create a new process that would build on both legacy teams & align skill sets of recruiters Improve Candidate, Recruiter & Hiring Manager experience – while returning savings to the company Focus on continuous improvement and enhancing systems Develop and drive unified employment brand in the market Create new marketing strategy resulting in a consistent candidate experience
  6. 6. CRM use across teams Recruiter skill set alignment Change Drivers ATS and application process Branding & Advertising Overhaul
  7. 7. Building CRM into the recruiting process  Expanded licenses to cover combined TA team  Established training program and subject matter experts within the group  Prioritized pipelines for 16 frequently filled positions and “critical roles” defined by the business  Update scorecards to reflect pipelining metrics 8
  8. 8. Recruiter Competency Review Update Hiring Profiles Improved Recruiting Talent Up-skilling Recruiters
  9. 9. ATS enhancements • Quickly assessed both systems and decided to go out for RFP • Used the change as a catalyst to improve process and select new system Reduced steps in recruiting process Provided more transparency to candidates throughout hiring process Tighter integrations with other 3rd party vendors Aligned and automated approval paths
  10. 10. Drive Advertising strategy enterprise-wide BEFORE 11 AFTER
  11. 11. What Happened… 30% Increase in Applications 29% Improvement in TTF for one legacy org 11% Improvement in TTF for other legacy org Overall improvement of 17% in TTF
  12. 12. What we learned… • Know where your recruiters are, don’t assume everyone is equally prepared for the change • Implement a steering committee to drive consistency and expedite decision making constant communication. • Share metrics & wins with the team so that they know how their work is making a difference
  13. 13. Creative Solutions for Overhauling Recruitment Processes: Applying Six Sigma Shannon Levesque, AVP Strategic Recruiting Lisa O’Toole, Director, Recruitin g Operations
  14. 14. Massachusetts Mutual Life Insurance Company  Leading mutual life insurance company that is run for the benefit of its members and participating policy owners  Ranked 94 in FORTUNE Magazines FORTUNE 500 (May 20, 2013)  Financial Strength ratings are among the highest of any company in the industry  Products: Whole life insurance, disability income insurance, long-term care insurance, retirement/401K plan services and annuities  Corporate Office Locations: Springfield, MA & Enfield, CT (additional hubs in Memphis, TN, Phoenix, AZ, Boston, MA) #intalent
  15. 15. Recruiting Team Structure – Strategic Recruiting Sourcing Specialist Recruiter - IT MassMutual Employee Count: 6682 Recruiter – RS AVP, Strategic Recruiting Recruiter - USIG Positions Filled: 618 Recruiter – Corporate CFO Average Recruiter requisition load: 28 Recruiter (contractor) Actuary/Risk Recruiting Partner (2) Recruiting Partner (3) Director, Recruiting Operations HR Reception Quality Operations Temp support #intalent
  16. 16. The Business Case  Seek greater clarity around roles and responsibilities in the process  Communicate clear expectations of hiring managers and recruiting deliverables  Incomplete/insufficient data reporting/metrics  Compliance error rates of 16%  Recruiting morale at risk #intalent
  17. 17. The Approach – Lean Six Sigma  MassMutual focuses on continuous improvement and Lean Principles  COE dedicated to LSS methodology with various black belt and green belt certified associates  Business areas utilize the consultation of the COE without the need to become certified  Little training needed; many tools fit with any area of work and can be done with an overview and familiarity of various tools used in the methodology #intalent
  18. 18. DMAIC Process Phase Phase Example Define – What is the problem, goal, scope, resources, timeline Focus group interviews – where is the pain? Measure – Data collection, baseline, process flow Day in the life: how do we spend our time? Error rates operations/compliance. Customer satisfaction surveys Analyze – Prioritize problems, look for root cause, detailed process maps Uncover root causes Identify gaps in service levels/expectations Understand constraints Improve – Identify, test and provide solutions to the problems Position approval redesign Compliance verbiage in offer letters Workflows and ownership of tasks shifted Control - Sustain the gains Control plan created for continuous improvement #intalent
  19. 19. Results – A Day in the Life of a Recruiter Recruiter Activity April, 2012 Sourcing 3% Recruiter Activity January 2013 Job Req Offers 8% Client Engagement 8% Phone Screens/ Interviews 12% Misc/ Admin 39% Applicant Review 9% Applicant /Manager New Hire Feedback processing 6% 3% Meetings/ Special Projects 12% Job Req Offers 8% Sourcing 20% Client Engagement 6% Phone Screens/ Interviews 17% Misc/ Admin 15% Applicant /Manager Feedback New Hire 8% processing 0% Meetings/ Special Projects 12% Applicant Review 14% #intalent
  20. 20. Results  Job descriptions & offer letter improvements  5 pages to 2 pages  5 unique optional paragraphs down to one standardized paragraph  Customer Satisfaction: Improved scores on sourcing strategy and manager feedback process  Metrics  Built recruiting dashboard report which highlights entire lifecycle of the recruiting process; has gained broader application (i.e. HRBP, Diversity & Inclusion)  Built customized compliance report to help identify issues much earlier in the process; eliminated rework;  Built customized report to track positions that are in the approval process  Recruiter Morale  For one recruiter more time spent on sourcing vs. administrative; yielded strong candidate slate to staff new operations. Recruiter received recognition for being a real partner to the business on such an important initiative #intalent
  21. 21. Lessons Learned  Don’t be afraid to insert yourself  Give permission to NOT perform certain tasks/remove obstacles  Challenge convention  Metrics are only as good as the story they tell  Communicate with all stakeholders (continuous improvement) #intalent