Process Strategy
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The document outlines an overview of the recruiting process, emphasizing the importance of efficiency at various stages to reduce time-to-fill and improve candidate experience. Key steps include establishing clear communication between hiring managers and recruiters, timely interview feedback, and a streamlined offer approval process. The document also discusses the negative impacts of unfilled positions, including revenue loss, management challenges, and potential harm to customer satisfaction.
Process Strategy
- 1. Recruiting Process Overview and Drivers for Efficient Hiring Chris Hood November 2009
- 2. Contents Recruiting Process – Top View Step by Step Components for Successful Hiring Summary of Keys to Efficient Hiring Cycle Effects of Vacant Positions Recruiting Tools and Candidate Sources Recruiting Documents Recruiting Team
- 3. Current Talent Acquisition Process Opportunities exist to maximize time to fill at every stage of the hiring process Additional Interviews
- 4. Process Detail / Opportunities for Efficiency 1 – Hiring Manager Kick-off Call Key is to establish mutual understanding of specific job requirements and essential skills for candidate Agreement on deliverables between hiring manager and recruiter is vital 2 – Recruiter Sourcing and Screening Diligent adherence to agreed upon search criteria Evaluation of talent pool allows comparison of many qualified candidates 3 – Resume Submission Provide hiring manager with information over and beyond resume data Justification for candidate to be considered Hiring manager should look for this additional information 4 – Hiring Manager Review Prompt attention to candidate submissions is vital Most common cause for process delay results from untimely feedback Common driver for candidate fall-off Quality feedback aids in calibration of subsequent candidate submissions
- 5. Process Detail / Opportunities for Efficiency 5 – First Interview Scheduling Must have hiring manager availability and commitment to interview early in process With multiple expected hires and individuals located in different areas, coordination of interview activity is potential for major delay 6 - Interview Feedback Candidate perception of a company is greatly affected by timeliness of interview feedback. Feedback expected within 48 hours - most effective while interview details are still fresh Quality feedback aids in calibration of subsequent candidate submissions Reference check initiated upon decision to conduct additional interview 5&6 (Repeat) Second Interviews / On-Site Interviews Imperative to establish guideline on interview process and adhere to it Set candidate expectations early – this is a common question Try to avoid over-interviewing Turn off to candidates Gives secondary interviewers the impression that they are to look for reasons “why not”
- 6. Process Detail / Opportunities for Efficiency 7 – Offer Approval Process Recruiters are tasked with pre-closing and verifying expectations throughout the hiring process Salary information is confirmed during kick-off phase with hiring manager Recruiters discuss salary expectations with candidates prior to submission/interview Slow offer approval process is a secondary driver for candidate fall-off Competing offers lure candidates away Competitors are actively searching for the same talent right now 8 – Candidate Hire Deliver offer as quickly as possible, and provide support for candidate questions about anything that could influence decision to accept
- 7. Keys to Efficiency Time to fill Key opportunities to efficient hiring is in steps 3-7 of hiring process All assigned hiring stakeholders must adhere and buy-in to process Interview and Submission Expectations Our goal is to screen and interview as many candidates as possible and present only the top tier to hiring managers Benefit is ability to maximize the hiring manager’s time spent interviewing Requires less interviews, but generates more hires Key to success is open communication and efficient feedback and action Consistency! Every effort should be made to conduct interview process equally across all candidates Every participant in the process must agree to their role and adhere to it without deviation
- 8. Effects of Unfilled Positions / Long Recruiting Cycle* Revenue Costs Loss of revenue is the most obvious and most quantifiable cost associated with open positions: Delayed revenue resulting from longer Time-To-Market (TTM) for new products Lost revenue resulting from products/services that could never be introduced Underutilized equipment and corporate assets Decreased output because employees are performing unfamiliar jobs Personnel Costs Employees who remain in your organization are hurt by vacancies. The added workload and higher stress levels can result in a number of problems: Sending a message that the company isn’t performing well Greater incidences of illness, absenteeism, and tardiness No opportunity to focus on the growth of the current employees by sending them to development programs and training seminars Increased frustration Increased scrap and rework/error rates Less chance of employees reaching individual goals Higher turnover Reduced creativity and innovative thinking
- 9. Effects of Unfilled Positions / Long Recruiting Cycle* Management Costs Managers in charge of departments with open positions must contend with a number of headaches: Less time to manage remaining employees Increased frustration over lack of corporate support Higher turnover in middle management (and often in senior management) Increased opportunity costs because managers have to spend valuable time performing fill-in duties Vacancies in management and team leader positions have a multiplier effect on productivity and the recruitment of others Team Costs Open positions can also cost your work teams: Lost leadership, idea generation, and skills of the vacated person Increased chance that other members will leave Disruption in team cohesiveness Increased likelihood that poorly performing team members will be retained If the team leader is the “vacancy” then “time to productivity” is likely to be even more negatively impacted
- 10. Effects of Unfilled Positions / Long Recruiting Cycle* Customer Costs Vacancies in critical areas can affect customer satisfaction levels, sometimes with serious consequences: Loss of sales volume because of inability to fill orders Loss of sales volume because of reduced service quality Increased customer attrition due to: Delays in new product development and new product launches Increased customer perception that you are getting weak or do not care about their business Competitive Advantage Costs Open positions can affect your ability to remain competitive in the marketplace: Sends a message to analysts that you are weak Sends a message to competitors that you are vulnerable Sends a message to prospective employees that the company is in trouble (this problem can be especially acute for high-demand positions) Vacancies can cause resources to be underutilized Erodes your corporate culture Vacancies at the CEO, CFO, CTO, and other top manager positions can have an adverse impact on financing and the willingness of others to partner with you *Source: The Fordyce Letter - John Sullivan
- 11. Recruiting Tools and Candidate Sources Candidate search is based on: Information described in the job description Detailed information from hiring managers during kick-off call Recruiters rely on detailed information to target candidates that fit required criteria Hiring managers must have clear idea of what they are looking for Sourcing Consists of: Active job seeker search Public job search sites, Resume databases, Corporate Careers Page, Specialty Sites Recruiter Networking LinkedIn, Twitter, new media Database Searches – Access to Internal and Agency Candidate Databases Candidates who applied for other positions Late candidates Referrals
- 12. Recruiting Documents (Files Embedded into Pictures) Kick-off Document Detailed discussion about position and expectations Formatted Job Description Brief summary of job requirements used for posting and candidate networking Reference Form Conduct references during the interview process. Results are presented in standard report format Detailed Write Up In depth notes regarding team and project / talent requirements