Attracting Top Talent: How To Prepare Your Job Descriptions To Fuel Your Recruiting Software
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Do your recruiters have the most accurate job descriptions at their fingertips when they create new job postings? Or do they cut/paste and invent new ones just to meet daily demands and deadlines? An accurate job description is essential in attracting the ideal candidate. Wouldn’t it be great if a well-written and complete repository of job descriptions could integrate directly with your recruiting software? Join us as Mitch Stephens discusses how you can help attract the right talent and avoid costly hiring mistakes.
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Attracting Top Talent: How To Prepare Your Job Descriptions To Fuel Your Recruiting Software
- 1. Attracting Top Talent: How To Prepare Your Job Descriptions To Fuel Your Recruiting Software © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
- 2. PART 1 –HIRING THE WRONG PERSON © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
- 3. Cost of Bad Hiring Decisions • According to SHRM, a poor hiring decision could cost up to five times a bad hire’s annual salary and the higher the person’s position and the longer they remain in that position, the more it will cost to replace him or her • According to a recent Career Builder survey, 41% of companies surveyed estimate that a bad hire costs more than $25,000, and 25% said it costs more than $50,000 • The Harvard Business Review points out that as much as 80% of employee turnover is due to bad hiring decisions © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
- 4. Hard Costs vs. Soft Costs Hard Costs Soft Costs • Recruitment advertising • Time spent searching • Interview expenses for, training, and orientating hire (travel, meals, hotel) • Decreased office morale • Employment testing • Decreased productivity • Relocation & career transition • Decrease in quality of product • Training & orientation • Increased work for other • Termination costs (COBRA & employees unemployment) • Opportunity costs - possible loss of • Possible litigation costs (wrongful customers, loss of sale, etc. termination) • Repeating the process to replace hire © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
- 5. Why Do Companies Hire The Wrong Person • Want to fill the position right away and may not think long term • Ignore how the new hire will fit into the company’s culture (priorities, mission, way of doing business) • Place more importance on if the candidate meets requirements (education/years of experience) instead of if he/she can bring something to the table • Many professionals confuse the job description with the job criteria © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
- 6. Job Criteria vs. Job Description • Job criteria is simply what duties will the employee need to perform • While the job description includes what is needed to succeed in the position – Will she be working in teams or individually? – Will she be representing your company in a way that meets your vision/culture? – Will she need to be capable of on the spot problem solving, make critical decisions? © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
- 7. The New Job Description • Traditionally, job descriptions used skills, duties, and responsibilities to define the job • Now, it’s important to place more emphasis on the worker, not just the work, • Hence, the competency-based job description Skills Knowledge Behavior Competencies © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
- 8. Skills vs. Competencies Skills Competencies • Specific learned • Combination of skills activities PLUS knowledge and • Mopping the floor behavior • Stocking merchandise • Problem solving • Using the computer • Communication • Professionalism © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
- 9. What is your Job Description Strategy? • Are your Job Descriptions fully defined BEFORE the job posting? – Do recruiters modify Job Descriptions when posting requisitions? – Do Managers and Recruiters collaborate without HR involvement and oversight? – Is there enough thought and collaboration with All Stake- holders when a JD is updated? – So lets talk about Job Description Best Practices. © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
- 10. PART 2 – BEST PRACTICES © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
- 11. Best Practice: Replace your Word Documents • Word Docs are most common format for JDs – Disadvantages: • Get out of date almost instantly • Are hard to control and manage editing processes • Have insufficient Workflow features • Its easy to create variations and inconsistencies • No integration with other systems • #1 Best Practice: Replace Word Docs with a Job Description Management System! © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
- 12. Best Practices: Managed Job Descriptions • Job Description Management System – Becomes a central repository for all stake-holders: • Managers • Employees • Legal/Compliance • Recruiting/Talent Acquisition • Performance and Compensation • Succession © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
- 13. Best Practices: Managed Job Descriptions • Most companies have reduced their workforce – Doing more with fewer workers… – Which means those employee’s job descriptions have changed. – This trend is likely to continue • Anticipate that your job descriptions will continually change, and have a process to deal with it © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
- 14. Best Practices: Managed Job Descriptions • Group Collaboration and Workflow: – Engage managers to refine job descriptions – Group-level participation – Archive previous versions – Compare old and new to see changes • Have HR oversight and approval in the process © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
- 15. HR Administrator Role Responsibilities Manager/Committee • Master Templates • Review Job Description • Reference Competencies for accuracy • Reference Library • Edit and revise: • Job Families • Competencies • Export profiles • Job elements • Workflow Process with • Descriptions Managers/Committees • Specific skills and • Review/Accept changes responsibilities • Assign employees to jobs • Education and • Process New JD Requests certifications
- 16. Best Practices: Managed Job Descriptions • Consistent Template-based Structure – Easy-to-use web-based editing • Choice-lists and option selectors where possible – Standardized statements • Content library with pre-defined descriptions • Reusable elements such as competencies – Validations during the edit process © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
- 17. Best Practices: Managed Job Descriptions • Education and Requirements – Standardized options and terminology • Choice lists for required and mandatory levels © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
- 18. Best Practices: Managed Job Descriptions • Managing Compliance – FLSA determination • Provide detailed collateral for exemption determination • Online questionnaires to determine exemption – ADA • Supporting documentation • Physical requirements in a standardized format © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
- 19. Best Practices: Managed Job Descriptions • Scope Indicators to give a 3D perspective of the Position: – People management – Problem Complexity – Problem Solving timeframes – Freedom to Act – Impact and consequences of failure – Liaison/Interface – Financial and Budget responsibilities © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
- 20. Best Practices: Managed Job Descriptions © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
- 21. Best Practices: Job Families • Group Jobs into logical career paths – Gives employees and candidates a clear perspective of their future – Show incremental responsibilities and duties – Basis for job evaluations and salary banding – Visual tools to see progressions © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
- 22. Best Practices: Job families
- 23. Best Practices: Job families – Side by Side
- 24. Best Practices: Job Evaluations • Integrate Job Evaluation with Job Description – Determining the Salary grade requires a detailed understanding of the scope and level of responsibility – Its critical to get the Job priced correctly • One of the key issues with recruiting top talent • Total comp needs to fit into the overall company budget and guidelines • Job Leveling/banding need to reflect industry trends © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
- 25. Best Practices: Managed Job Descriptions • Other Features – Role-based security and access control – Multiple formats for different audiences • E.g., Views for Recruiting, Compensation and Employee – Multiple Language support – Attachments and questionnaires This concludes the Best Practices section. © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
- 26. PART 3 – CASE STUDY OF XEROX © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
- 27. Job Descriptions Historically: – Duplication of effort – Potentially out-of-date descriptions – Lack of consistency – Variable quality • 136,000 employees worldwide – Little integration with other systems • 160 countries: Europe, USA, Canada, Developing Markets & processes – No central repository – Some regional systems
- 28. Global Job Library – Desired State • One central repository for all key job descriptions • Consistent, concise and easy to update “The failure to have a clear and • Multiple languages unequivocal perception and definition of what work is, is the • Foundation element for source of inordinate confusion and a costly waste of effort.” global HR systems Elliott Jaques – Requisite Organization
- 29. Foundation Data Talent Acquisition Global Performance Global Data Job Library Management Succession Planning
- 30. Opportunities • Short term: – Gather existing job descriptions into one place, in one format – accessible globally – Consolidate multiple descriptions – Simplify maintenance • Medium-term – Integrate with HR systems Global Job Descriptions enable • Long-term consistent hiring and management – Integrate Job Evaluations/Leveling practices. – Integrate with Performance/Succession
- 31. Benefit to Xerox: Integration • Integrate with Talent Acquisition system – Updated, accurate job & candidate descriptions – Reduced time to create job postings Integration
- 32. Xerox: Integration with Talent Acquisition • Data extracted from key parts of the job description - Position Description - Scope & Main Responsibilities - Candidate Description – “Ready to export” flag – Reformatted Text to conform to Taleo Requirements
- 33. Xerox HRTMS-Taleo Integration © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
- 34. Xerox HRTMS-Taleo Integration Combines elements from Job Description into a single description for Recruiting © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
- 35. Xerox HRTMS-Taleo Integration • Integration Process – Consolidate Job Descriptions into an export file – Daily feed to Talent Acquisition system Job Posting JD in Xerox in Talent HRTMS Firewall Acquisition
- 36. Benefit to Xerox: Multiple Languages • Requirements: –One job description identifier – multiple languages –Facilitate process of translation and validation –Central file of translations for Multiple Languages re-use –Reusable elements in Job Description master
- 38. Benefit to Xerox: Eliminate Duplication • Task: – Compare Job Descriptions in order to create Global Job Descriptions. • Tools: Eliminate duplication • Job families • Advanced search
- 39. Advanced Search
- 40. Related Jobs
- 41. Xerox Summary • HRTMS Implemented in 2011 – Nightly transfer of data to Taleo • Multiple-Language support added 2012 – Translation is in process • 2013 activities: – Job Evalutions – Succession Integration – Performance Integration © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
- 42. PART 3 – OPTIONAL DEMO © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
- 43. PART 4 – SUMMARY/WRAP UP © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
- 44. Questions © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
- 45. Contact Us Mitch Stephens mitch@hrtms.com Bill Rost brost@hrtms.com 919.351.JOBS www.hrtms.com © 2012 HRTMS, Inc. All Rights Reserved www.hrtms.com
Notas do Editor
- In this screen shot, you can see the job families have been added to the system and jobs have been assigned to sub-families on the right of the screen.This was a fist step to organising the job descriptions.
- In this screen shot you can see two roles, this can be exported as an excel file to review and then engage with the business to consolidate into a single description where required.
- Looking specifically at job descriptions, the historically decentralised approach presented some issues and opportunities.A job description for a Sales Manager may have been created in Canada, Austria, Brazil, France, Egypt – etc We all know it doesn’t take long for a description to become out of date, so the task of creating and maintaining descriptions fell to each of the countries.Consequently, the existing description vary in terms of style, format and content. In some regions we did have a central point to gather description – typically a place to store word documents or a basic database to store the content of the word document. We were able to leverage these systems in building a new global library
- The key requirements for a Global Job Library was to ensure that any HR manager, from any country could access the key job descriptions for the business.Job descriptions needed to be written in a consistent, concise style which could be easily updated.We needed to ensure job descriptions were available in the major languages used in our business.And most importantly, the global job library needed to share data with other HR systems within the Roadmap used by HR, line managers and employees.
- Specifically, the Job Library provides foundation data for the following systems and processes:Talent Acquisition – to prepare job postings and provide candidates with job descriptionsPerformance Management – to define, describe and document rolesSuccession Planning – to identify the talent pipeline and allow the matching of employees to potential future rolesGlobal Data – to answer fundamental questions like “How many people are assigned to a role globally?”The job description data is also used in compensation processes, L&D process and organisation design.
- In sourcing a solution we had some key objectives in mind.In the short term we wanted to bring all job descriptions to a central place, in one agreed format – which is easier said than done!Then to identify duplicate descriptions and consolidate them to an agreed global or regional version.The over-arching objective was to ensure a simple and straight-forward maintenance process.Longer term we knew that we needed to integrate our job library system with our other HR systems to allow the sharing of data.
- The next major area of benefit to Xerox, was the integration of the Job Library with other systems in our HR Roadmap.In November 2011, we launched a new Talent Acquisition system which manages the end to end process from authorising and posting vacnacies through to on-boarding.We wanted to use the job description information in the library to create the job postings – ensuring that managers always had access to up top date job information, which really takes the hard work out of preparing a job posting. It also ensured the quality and accuracy of the posting was superior, supporting hiring talent into the organisation.The design for this feature extracts the information needed for a job posting from a job description in the library and consolidates it on to one screen for editing. Once approved it is added to a file that is exported to the TA system each night. Any further change to a job description is quickly reflected in the TA system using the same process. This ensures the TA system always has up to date descriptions for a manager/recruiter to select from to create a job posting, rather than needing to maintain two systems.
- The next major area of benefit to Xerox, was the integration of the Job Library with other systems in our HR Roadmap.In November 2011, we launched a new Talent Acquisition system which manages the end to end process from authorising and posting vacnacies through to on-boarding.We wanted to use the job description information in the library to create the job postings – ensuring that managers always had access to up top date job information, which really takes the hard work out of preparing a job posting. It also ensured the quality and accuracy of the posting was superior, supporting hiring talent into the organisation.The design for this feature extracts the information needed for a job posting from a job description in the library and consolidates it on to one screen for editing. Once approved it is added to a file that is exported to the TA system each night. Any further change to a job description is quickly reflected in the TA system using the same process. This ensures the TA system always has up to date descriptions for a manager/recruiter to select from to create a job posting, rather than needing to maintain two systems.
- The implementation was complex as it involved Xerox, HRTMS and the supplier for our Talent Acquisition system and a lot of firewalls!However the end result to the user is seamless, the descriptions appear in the Talent Acquisition system as if by magic.
- One of the main requirements for the job library was to be able to provide job descriptions in multiple languages, without creating multiple documents that would need to be maintained separately.We are in the process of working to produce the prototype for this feature.The system takes the English version of the document and when the user selects a language, it converts the text in real time to the language of their choice.The user can then print or save the translated version as required.The system uses a look up table where the translations are stored. It also has administration screens when translations can be added and validated. The validation process also uses the side by side view we looked at earlier, to compare the English version with the translated version for accuracy.This feature is a key part of our strategy for 2012 as we deploy the Talent Acquisition system across Europe – so job postings and descriptions will be required for all major European languages. The integration I described earlier has also been built to accommodate multiple languages to allow France for example to access job posting in the local language.
- In these screen shots you can see how we select one of the jobs in English and then select the language and type of document we want to view.In English the document we selected looks like this, but when we select French we get an identical French version.Both of these documents can be downloaded in other formats, for example word. Which allows a country to make small local changes without impacting the master version.This is a very useful feature, as the smaller countries often combine job roles.We could also select to view the description with the English and French versions side by side – which supports the validation of any translations we have completed.
- In considering multiple languages, two principles arise, that are intertwined. Translation is expensive and it is important for descriptions to be consistent across all the languages.To support this we have focussed on building and using standard statements in the library. We have added them to our master template that forms the basis for all job descriptions.We can also offer standard statements when we are building new descriptions.
- In this section of our master template, we have described problem complexity at 5 levels. The user can select the level for the job description they are building and it is automatically reflected in the job description.This approach saves time, adds value and drives consistency – when you over lay the reduced translation cost of a standard approach it has huge value.
- We are also working towards building new descriptions with more standard statements.We see communication skills written in about 150 different ways. By offering a choice list of statements the user can select and use as they build the description, it makes the process easier and faster than writing them from scratch or cutting and pasting phrases from other descriptions.Once again, this approach can offer us huge benefits in terms of reduced translation costs, greater consistency and better quality descriptions.
- With a large number of job descriptions, we also needed additional ways to search and find specific roles or types of roles. Identifying the advanced search criteria was one of our key design elements.
- Using the Advanced Search feature, we could find and select a group of jobs. In this example I have shown job families and grades. But there are a number of other search criteria, for example the location of the job, the manager of that job etc.
- We captured that information in an area called Related jobs. On this screen you can see that two jobs have been identified, the type of relationship can also be captured. In this instance they are noted as having similar skills.This information allows the user to narrow down their choices, and the features help users find the roles or type of role they are looking for. In large companies where there may not be consistency in job titles, it is a very valuable feature.This feature can also be used to show career progression, the relationship of a more junior role to a more senior role.