The document discusses how to build talent teams at scale. As teams grow, communication breaks down and processes become misaligned if not standardized. Maintaining operational excellence is key through establishing effective technology, processes, metrics and data-driven decision making. The presentation recommends taking a problem-solving approach using frameworks like Lean Six Sigma and 5 Whys to identify root causes. It emphasizes planning data collection, building collaborative processes, formalizing handoffs, and cementing processes with tools designed for the team's evolving needs.

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Building Talent Teams at
Scale
The Power of Streamlined Recruiting Operations

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Agenda
1. What breaks when good teams start to grow?
2. The hard things about scale
3. Maintaining operational excellence
4. Bringing tools to recruiting operations
5. How to build talent teams for scale

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What breaks when good teams start to grow?
Communication styles that work for smaller teams can break when the team grows
Communication is harder Information is spread out

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The hard things about scale
When communication breaks down, often times other things follow.
Unaligned processes
and misused tools
No-standardized
measurement
Difficulty training
new recruiters on
team best practices

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Maintaining operational excellence
Recruiting operations is the secret to growing talent teams
Technology
Designing the right
toolstack and technical
support for the team’s
needs
Process
Designing workflows,
automation and
information flows for
maximum efficiency and
minimum error
Metrics
Identifying, measuring and
communicating metrics for
success
Using data to help
decision-making

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Bringing tools to recruiting operations

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1. Take a problem-solving approach using analytical
frameworks

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Lean 6σ - DMAIC
Define
Control
MeasureImprove
Analyze
DMAIC
Process
Define the Problem
What is the Pain?
Quantify the problem
What is the extent of the
pain?
Identify the cause of the problem
What are the causes of the pain?
Implement and verify
the solution
What is the prescription
to remove the pain?
Maintain the solution
How do we ensure the
pain does not return?

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“Emerging Talent” - a case study
DMAIC
Identified the
following gaps:
Employer Brand
Program value
Hiring managers
buy-in
Results
Improved pipeline
and retention due
to better promotion
and more support
BUT
Low gender
diversity in the
funnel
New hypothesis
Need to improve
attrition rates for
female candidates
Hypothesis
“Emerging talent”
attrition is
abnormally high

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When teams are scaling, it’s hard to step back from execution,
and focus on root cause

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5 Whys
The 5 WHYs is a simple but
powerful technique to
analyze the apparent cause
of problems.
The technique simply
requires progressively asking
“Why” 5x to identify the root
cause of a problem.
A simple root cause analysis technique
1.Why are some invoices paid late?
Because we receive them late from vendors
2.Why do we receive them late from vendors?
Because vendors send them in batches
3.Why do vendors send them in batches?
Because individual invoices are not available during shipment
4.Why are individual invoices not available during shipment?
Because invoices are not printed for each transaction
5.Why are invoices not printed for each transaction?
Because the shipping dept does not have a printer or a resource
to collect individually printed invoices. Thus printed in batches.

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2. Be deliberate about data collection

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Data mapping plan
Metric name Metric purpose
Operational
definition
Considerations/
Assumptions
The naming
convention
adopted
company-wide
for this metric.
E.g. Hiring
velocity
What this metric will
be used for, who will
use it.
E.g. “Regional talent
leader will use this
metric to assess the
percentage of jobs
hired on time each
quarter, and potentially
assign additional
resources if needed”
Methodology of how
this metric will be
calculated, i.e. the
formula
E.g. % of roles filled on
or before the target
start date
Used to explain if
certain data points are
filtered out and why, or
to give additional
context or explain
assumptions
E.g. the field can be
edited by recruiters
which can impact data
integrity
Use this to plan what metrics or data points will be needed and how they will be collected

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3. Build processes that set people up for success

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People + Process…
… but process is indispensable
Don’t
Assume every team
measures a metric the
same way
Formalize how data is
collected, how metrics
are computed.
Do
Expect different teams
to implicitly know
handoff points in a
workflow
Explicitly point out where
one team’s scope ends
and the other start.
Example
Collaboratively agree on methodology
and data points that go in cost of hire
calculation
Agree with Campus and Recruitment
Marketing on when a candidate is
handed off from one to the other
... ... ...

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How to build talent teams for scale

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Operational guidelines to keep in mind
Question every
assumption
● Do not be afraid to
challenge practices
that have been around
for a while.
●
● Even successful
processes can have
room for significant
improvement.
Do your homework
● Listen to your
stakeholders and
measure the extent of
their pain.
●
● Flex your ability to
diagnose what is
wrong, or “where it
hurts”.
Cement processes with
the right tech
● Using technology to
fix processes rarely
works.
● Seek a tool stack built
to deliver on the
current needs, but
allows room to grow.
Principles to follow when growing a talent teams

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Questions?