The document discusses recruiting challenges facing the State of Connecticut government. It notes that hiring can take up to 33 weeks on average, creating burdens. It recommends identifying key recruiting metrics like time to hire, establishing targets, and implementing high priority activities to enhance hiring. These include modernizing job descriptions, developing talent, and building their employer brand. Benchmarking metrics against other states and industries would help identify areas for improvement.

1. Recruiting in the
Public Sector
A Time for Change

2. How long does it
take the State of
Connecticut to fill
roles?
Here is what we know:
• The State of CT is experiencing an
unprecedented wave of retirements
• Hiring can take up to 33 weeks,
creating burdens for remaining
employees and incoming talent
How do we identify the right data?
• Through a series of workshops and focused
interviews we can identify the pain points
• Current state can be benchmarked with other
states and industries through a maturity
assessment
• Key metrics can be identified to track progress
in recruiting

3. 3
Copyright © 2022 Accenture. All rights reserved. 3
The Numbers
113K
Job openings in
CT, as of July
2022, the U.S.
Bureau of Labor
Statistics1
85%
of CT employers
reporting
difficulty in
finding and
retaining
workers2
33
Weeks from when
a position is
identified to
when the
position is finally
filled3
$70-100
Million in savings from
improving the hiring
process and attracting and
maintaining talent3
45%
of Managers
eligible for
retirement as of
July 1st, 20223
1/6
CT government
jobs in executive
branch agencies
are vacant4
14
Weeks was the
average time to
hire for agencies
in the U.S. in
FY184
2500
Employees hired
and onboarded
yearly3
2x
Of an employee's salary can
be spent on replacing an
individual and that is only
the financial cost6

4. What Can CT Do…
Identify critical
recruiting metrics
such as assess
the time to hire
Alignment on
stakeholder vision
for the future state
Establish KPI
targets
Implement high
priority activities
to enhance hiring
at the State of CT
1 3 4
2

5. Identify Critical Recruiting Metrics
such as Time to Hire
Data is the first step to understanding
recruiting.
It is impossible to resolve an issue without truly being able to
diagnose where the issue stems from. To get to that understanding,
data needs to be collected and maintained in a very intentional way
to make sure that decisions are rooted in the facts.
Once this foundation is created, the success of future initiatives can
be tracked and compared to these baseline metrics. This will allow
an effective prioritization of resources but will require a clearly
defined vision and plan.
1
Key Metrics
Track these important
areas to optimize
hiring:
Cost
Effectiveness
Cycle Time
Process
Efficiency
“All of our agencies continue to meet with our unions'
partners to look at how we can be strategic in retaining
and hiring new employees. Those conversations
continue, and they will continue over the coming
months and the coming years.”
7
-DAS Commissioner, Michelle Gilman

6. A vision is the anchor point of any strategic plan as it outlines what an organization would like to
ultimately achieve. Defining a starting point through workshops lays a foundation for setting the
desired anchor point for the organization.
Stakeholder Vision of the Future State
2
Workshops to Outline the Starting Point:
1. Themed Workshops
— Determine the current state within specific
departments of the organization
— Provide a space for all affected parties to
voice areas of improvement and shed light on
larger pain points
2. Focused Interviews
— Detailed interviews with “customers” and HR
representatives
— Dedicated time to reveal smaller roadblocks
that have a lasting impact throughout the
organization
How to Define the Vision:
1. Acknowledging the Starting Point
— Recognize the starting point of the
organization while embracing the opportunity
to improve
2. Guiding Principles
— Define a set of principles that will describe
how the organization will accomplish the final
vision
3. Identify a Communal Goal
— Encompass the obtainable desires of the
organization and its customers from the
workshops into a single reachable goal

7. Benchmark KPIs
3
Baseline Collection
• Data is collected against clearly defined processes to optimize comparability of the State of
CT's metrics to those of other states.
• KPIs can be used as measurements to indicate future initiatives' success by making more
informed decisions.
• Tech Recruitment Dashboard demonstrates the monthly progress to plan.
Cost Effectiveness
• Total cost to perform
the process group
"Recruit, source, and
select employees" per
$1,000
• Total cost to perform
the process group
"Recruit, source, and
select employees" per
new hire
Cycle Time
• Cycle time in days
from identifying the
need to hire a new
employee to approval
of the job requisition
• Cycle time in days
from approval of job
requisition to
acceptance of job offer
• Cycle time in days
from job acceptance
until new hire begins in
the agreed position
Process Efficiency
• Number of FTEs that
perform the process
group "Recruit, source,
and select employees"
per $1 billion revenue
• Percentage of
operational
worker/office staff new
hires retained after 12
months
• Percentage of middle
management/specialist
new hires retained
after 12 months
• Percentage of senior
management/specialist
new hires retained
after 12 months
Staff Productivity
• Number of new hires
per NFT that performs
the process group
"Recruit, source, and
select employees"

8. With significant challenges around
retirements and ongoing competition to
attract and retain talent, States must start
making bold moves today.
Change doesn't happen overnight,
especially with the breadth of change
required to be competitive as on the State's
largest employers. We recommend a
"roadmap for change" with an initial focus
on recruiting followed by a transformation
of the employment lifecycle.
Transform Employe
Experience
• Streamline search
• Improve experience through
automation
• Modernize job evaluation
Implement High Priority
Activities to Enhance
Hiring at the State of CT
4
Reshape
Recruiting
• Modernize job descriptions
• Develop your people
• Build your brand
Copyright © 2022 Accenture. All rights reserved. 8

9. Recruitment Analytics Experience
Accenture has developed dashboards focused around gaining
an understanding of the full scope of recruitment activities.
The Client wanted a tool to track different recruitment
metrics like onboarding, diversity, attrition, and channel mix.
The developed solution showcased the holistic view in a
single screen helping users to track relevant KPIs in a
snapshot. This KPI snapshot is used to achieve onboarding,
diversity and channel sourcing targets over time. This
dashboard also leveraged projections for demand planning
using future estimates and historical distribution information
to calculate future values displayed in the dashboard.
• Average Time to Source
• Average Time to Fill
• Average Cost to Hire
• Sourcing Channel Output
• In Demand Skills
• Candidate Pipeline
Example Fields

10. DISCLAIMER: This document is intended for general informational purposes
only and does not take into account the reader’s specific circumstances and
circumstances and may not reflect the most current developments.
Accenture disclaims, to the fullest extent permitted by applicable law, any and
law, any and all liability for the accuracy and completeness of the information
information in this presentation and for any acts or omissions made based on
based on such information. Accenture does not provide legal, regulatory,
regulatory, audit, or tax advice. Readers are responsible for obtaining such
obtaining such advice from their own legal counsel or other licensed
licensed professionals.
AboutAccenture
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Authors
Laura Zucker
Senior Manager
Public Sector
Steven Lopez
Consultant
Public Sector
Carol Toomey
Managing Director
Public Sector

11. 11
1. “BLS: CT Employers Have 113,000 Job Openings.” Hartford Business Journal, 19 Sept. 2022, Link.
2. “CBIA Survey: 85% of Employers Report Labor Shortages as CT's Workforce Shrinks.” Hartford Business Journal, 23 Sept. 2022, Link.
3. “Governor Lamont Receives Report with Suggestions on Government Efficiency to Prepare for a Significant Increase in State Employee
Retirements.” CT.gov, 31 Mar. 2021, Link.
4. Phaneuf, Keith M. “One out of Six CT Government Jobs Is Vacant as Workers Keep Leaving.” CT Mirror, 1 May 2022, Link.
5. “Latest News.” U.S. Office of Personnel Management, Link.
6. “Fixable Problem Costs Businesses Trillion.” Gallup, 2019, Link.
7. "CT State Worker Retirement Tsunami was Milder than Feared" CT Insider, 2022. Link.
References