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5.19.09 Professional Volume Jobs2


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5.19.09 Professional Volume Jobs2

  1. 1. “ Turning up the Volume” Hiring salaried workers at volume
  2. 2. What is considered “volume” hiring <ul><li>Companies that need to fill a large number of positions </li></ul><ul><ul><li>Very High Volume: 5000+ positions to fill annually </li></ul></ul><ul><ul><li>High Volume: 2000+ positions to fill annually </li></ul></ul><ul><ul><li>Volume: 500+ positions to fill annually </li></ul></ul><ul><li>There are two types of volume hiring </li></ul><ul><ul><li>Homogeneous </li></ul></ul><ul><ul><ul><li>All or most of the positions to fill are similar </li></ul></ul></ul><ul><ul><ul><li>Typically unskilled or low skilled positions that are more junior level in nature </li></ul></ul></ul><ul><ul><ul><li>Ex: Call Center Representatives, Customer Service Representatives, Sales Trainees, etc… </li></ul></ul></ul><ul><ul><li>Heterogeneous </li></ul></ul><ul><ul><ul><li>All or most of the positions to fill are dissimilar </li></ul></ul></ul><ul><ul><ul><li>Typically, there is a wide mix of different positions to fill </li></ul></ul></ul><ul><ul><ul><li>Ex: Accountants, Marketing Professionals, IT Staff, Industry specific roles, etc… </li></ul></ul></ul>
  3. 3. Why is this topic so relevant? <ul><li>For some, volume hiring is happening as we speak </li></ul><ul><ul><li>Even today, there are many companies facing this challenge of filling volume hiring needs </li></ul></ul><ul><li>For others, volume hiring is coming soon </li></ul><ul><ul><li>As the economy stabilizes in 2009, corporations will begin rebuilding again and rapid large-scale hiring will be occurring in companies of all sizes </li></ul></ul><ul><li>So …. How do you prepare for and deal with volume hiring? </li></ul><ul><ul><li>HR departments have been significantly downsized and recruiting budgets have been slashed. Companies today are not engineered to accommodate the demands of a fast increase in hiring </li></ul></ul>
  4. 4. Audience Poll <ul><li>What amount of volume did you handle in 2008? </li></ul><ul><li>volume (500+) </li></ul><ul><li>high volume (2000+) </li></ul><ul><li>very high volume (5000+) </li></ul><ul><li>What amount of volume are you handling currently? </li></ul><ul><li>volume (500+) </li></ul><ul><li>high volume (2000+) </li></ul><ul><li>very high volume (5000+) </li></ul><ul><li>What amount do expect to handle in 2010? </li></ul><ul><li>volume (500+) </li></ul><ul><li>high volume (2000+) </li></ul><ul><li>very high volume (5000+) </li></ul>
  5. 5. What makes volume hiring so difficult? <ul><li>Higher volume can translate to less time spent with each hiring manager </li></ul><ul><ul><li>Not enough time to attend to and answer all Hiring Manager questions. Satisfaction suffers </li></ul></ul><ul><ul><li>Too many points of contact increase your overall burden to manage process. Efficiency drops </li></ul></ul><ul><li>Higher volume can jeopardize attention to detail </li></ul><ul><ul><li>Too much to do and not enough time. Things begin falling through the cracks. Quality slips </li></ul></ul><ul><li>Higher volume turns you into a “jack of all trades - master of none” </li></ul><ul><ul><li>So many different jobs to fill make you less of an expert in certain verticals. Specialization gets lost </li></ul></ul><ul><li>Higher volume means some work will go undone </li></ul><ul><ul><li>Activities and certain process stages end up getting ignored. Delivery is incomplete </li></ul></ul>
  6. 6. Volume Hiring Shouldn’t Mean You Have To Sacrifice <ul><li>Satisfaction </li></ul><ul><li>Compliance </li></ul><ul><li>Quality </li></ul><ul><li>Specialization </li></ul><ul><li>Delivery </li></ul>All of these qualities can be achieved with the right program in place!
  7. 7. The Keys to Volume Hiring Process People <ul><li>Standardization of process across business units for volume hiring </li></ul><ul><li>Structure all candidate and hiring manager communications </li></ul><ul><li>Relentless pursuit of improvement </li></ul><ul><li>Team-based approach </li></ul><ul><li>Proper Resource allocation </li></ul><ul><li>Specialization within the teams </li></ul><ul><li>Small “ span of control ” for team leads </li></ul><ul><li>Consistent and on-going training and coaching </li></ul><ul><li>Promote competition within the team </li></ul>Technology Measurement <ul><li>Process automation </li></ul><ul><li>Integration to create an improved user experience and technology “ ecosystem ” (ERP, 3 rd party apps, etc.) </li></ul><ul><li>Specialty tools for sourcing </li></ul><ul><li>Support for just-in-time measurement </li></ul><ul><li>Promotion of online self-service </li></ul><ul><li>Establish clear and simple goals </li></ul><ul><li>Establish visual management system that is updated daily </li></ul><ul><li>Heavy measurement of performance </li></ul>
  8. 8. PROCESS: Standardized Process Map <ul><li>Components of a Process Map </li></ul><ul><ul><li>A single all encompassing document outlining the hiring process from start to finish </li></ul></ul><ul><ul><li>Includes detailed steps, timeframes, participants, resources and expectations </li></ul></ul><ul><li>Interview all necessary stakeholders </li></ul><ul><ul><li>Consult all participants in the process to understand the different process needs </li></ul></ul><ul><ul><li>Helps constituents feel as though they were “part of the process”. Compliance goes up if managers and HR feel they’ve been consulted and their ideas heard </li></ul></ul><ul><li>Benefits: </li></ul><ul><ul><li>Excellent reference point for recruiters and managers when questions arise </li></ul></ul><ul><ul><li>Heightened credibility for HR that a process is indeed in place </li></ul></ul>
  9. 9. PROCESS: Structured Recruiter Communication <ul><li>The Hiring Manager Questionnaire </li></ul><ul><ul><li>Educate the Hiring Manager on the process and outline what is needed of them </li></ul></ul><ul><ul><li>Gather expectations on when they want to fill the job and their communication preferences </li></ul></ul><ul><ul><li>Gathers their thoughts and ideas on filling the job and any important details on the interview process </li></ul></ul><ul><ul><li>Gathers hiring manager’s extended description of what they want in a candidate </li></ul></ul><ul><li>Email Communication Templates </li></ul><ul><ul><li>Helps educate the candidate/ manager on next steps and action required on their behalf </li></ul></ul><ul><ul><li>Ensures proper messaging and adherence to employer branding strategy </li></ul></ul><ul><ul><li>Educates the manager with helpful tips and advice on how to conduct next steps </li></ul></ul><ul><li>Leverage of Systems Training </li></ul><ul><ul><li>Provide brief training on process or technology (ex: Interviewing skills or using ATS) </li></ul></ul>
  10. 10. PEOPLE: Team-based Approach <ul><li>End-to-End Model </li></ul><ul><ul><li>Each individual handles ALL aspects of the process start to finish </li></ul></ul><ul><ul><li>Everyone works independently </li></ul></ul><ul><ul><li>Only low volume hiring needs are met with the end-to-end model </li></ul></ul><ul><li>Team-based Model </li></ul><ul><ul><li>Each individual handles different steps of the process with an assembly-line architecture </li></ul></ul><ul><ul><li>Everyone works together as one sequential team </li></ul></ul><ul><ul><li>A logical division of labor is established based on strengths and interests of team members </li></ul></ul><ul><ul><li>Each role is managed using a universal process map and set performance metrics </li></ul></ul><ul><ul><li>With the exception of low volume hiring, nearly any other type of challenging hiring needs will require a segmented team-based model </li></ul></ul>Team-based model End-to-End model urgent hiring needs specialized hiring needs high volume of hires Low volume of hires Best choice for: complex hiring process
  11. 11. PEOPLE: Proper Resource Allocation <ul><li>The recruitment team must be the right size and have the right focus </li></ul><ul><ul><li>Understaffed teams will end up working harder for less results </li></ul></ul><ul><ul><li>Overstaffed teams will create complacency and be a cost to the company </li></ul></ul><ul><li>Take your monthly number of positions multiplied by the known turn rates to determine the volumes of transactions that will need to be addressed </li></ul><ul><ul><li>Recruitment Coordinator – for sourcing </li></ul></ul><ul><ul><ul><li>1 resource for XX positions a month </li></ul></ul></ul><ul><ul><li>Recruiter – for screening, selling, feedback, closure </li></ul></ul><ul><ul><ul><li>1 resource for XX positions a month </li></ul></ul></ul><ul><ul><li>Recruitment Coordinator – for scheduling </li></ul></ul><ul><ul><ul><li>1 resource for XX positions a month </li></ul></ul></ul><ul><ul><li>Recruitment Coordinator – for offers and on-boarding </li></ul></ul><ul><ul><ul><li>1 resource for XX positions a month </li></ul></ul></ul>Team Leader Recruiter Recruiter Recruiter Recruitment Coordinator Recruitment Coordinator Recruitment Coordinator
  12. 12. TECHNOLOGY: Full Leverage of Automation Techniques <ul><li>Aggressively pursue standard processes </li></ul><ul><ul><li>Create “ecosystem” of integrated technologies for low-value tasks (background checks, I-9 forms, etc…) </li></ul></ul><ul><li>Streamline candidate job application process to reduce incoming work </li></ul><ul><ul><li>Disqualification questions </li></ul></ul><ul><ul><li>Qualification questions </li></ul></ul><ul><ul><li>Assessments and skills testing </li></ul></ul><ul><li>Encourage hiring manager self-service </li></ul><ul><ul><li>Access to candidate short-list and other details </li></ul></ul><ul><ul><li>Improve visibility into the process without synchronous communications (e.g. phone calls) </li></ul></ul><ul><li>Promote candidate self-service </li></ul><ul><ul><li>Provide a candidate “home page” on your career site that allows for updates, communication preferences and more </li></ul></ul><ul><ul><li>Improve visibility into the process without synchronous communications (e.g. phone calls) </li></ul></ul>
  13. 13. MEASUREMENT: Clear & simple goals to measure by <ul><li>Have a standard set of goals that each role must live up to </li></ul><ul><ul><li>Quantity goals </li></ul></ul><ul><ul><ul><li>20 resumes sourced per job </li></ul></ul></ul><ul><ul><ul><li>10 phone screens per job </li></ul></ul></ul><ul><ul><ul><li>5 presents per job </li></ul></ul></ul><ul><ul><li>Quality goals </li></ul></ul><ul><ul><ul><li>3/1 interviews to hire </li></ul></ul></ul><ul><ul><ul><li>90% acceptance rate of offers </li></ul></ul></ul><ul><ul><ul><li>95% success rate of new hires </li></ul></ul></ul><ul><ul><ul><li>90% customer satisfaction rate </li></ul></ul></ul><ul><ul><li>Speed </li></ul></ul><ul><ul><ul><li>24 hours time-to-open </li></ul></ul></ul><ul><ul><ul><li>1 week time-to-find </li></ul></ul></ul><ul><ul><ul><li>20 day time-to-hire </li></ul></ul></ul><ul><li>Then measure, measure, measure </li></ul><ul><ul><li>Performance vs. benchmarks </li></ul></ul><ul><ul><li>Performance vs. targets </li></ul></ul>