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Recruitment transformation

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“Recruitment Transformation is the process of change required to move away from inefficient, reactive recruitment towards high-value, strategic resourcing”

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Recruitment transformation

  1. 1. RECRUITMENT TRANSFORMATION Sumit K Jha (MBA (Fin), LSSGB, PMP® (2012-15)
  2. 2. Flow of the Presentation  Context  Use cases  Business Case  Change Management Plan
  3. 3. Context
  4. 4. Definition “Recruitment Transformation is the process of change required to move away from inefficient, reactive recruitment towards high-value, strategic resourcing”
  5. 5. Recruitment Transformation- Framework
  6. 6.  General „noise‟ around poor recruitment  High level of attrition / unfilled roles  Perceived high costs of recruitment  Candidate & hiring manager complaints  Compliance (Process, Supply, Selection)  Vacancy numbers (Total, Live, Filled)  Total cost of recruitment (External Spend)  Candidate source (Agency, Internal, Direct)  Cost per hire (role, channel, source)  Time to hire (role, stage of process)  Quality of hire (0-12 month attrition)  Source of hire (% direct, active vs passive)  Quality of experience (Candidate, manager, other?)  Pipeline / community growth  Quality of hire (12 mths+, performance & fit)  Brand / EVP awareness (sentiment, differentiation) Metrics Analyzed
  7. 7. Areas Identified for Improvement Areas Identified Key aspects impacting Areas Identified Cost per hire (role, channel, source) Direct Hiring through Talent Engagement Time to hire (role, stage of process) Requirement analysis and identification, become part of the planning strategy and planning process Quality of hire (0-12 month attrition Quality of Job Description, engage at various platforms, improve the interview process
  8. 8. Use Cases
  9. 9. Reduce Cost Per hire Create Branded Hosted mini-site Build Talent Community Database of active and passive candidate Hackathons, competitions and user engagement Engaging content- Video, thought leadership Social Media Engagement Develop algorithms for better fitment Pre-screen with custom job application forms We will call this ‘Use Case 1’and use this in other areas of improvement
  10. 10. Decrease Time to Hire Engage in strategic planning sessions and project bid sessions Determine Requirements using sophisticated predictive modeling Filter candidates with „Use Case 1‟ Use group and flexible interviewing Reduce Notice Period- Negotiation Strategy Contingency Plan Use virtual assistants/bots Improve interviewing with training Recruit internally Use Staff Referral System
  11. 11. Increase Quality of Hire Redefine Job Description- Performance not person based Screen on achiever terms and culture alignment Performance based interview Identify the training needs early Monitor employee integration with the team seamlessly Understand the key traits that made other employee in the same role successful within the organization Clearly understand the performance metrics for the role
  12. 12. Business Case
  13. 13. Executive Summary • Talent acquisition inefficiency- Delays in closures or hiring misfits are some common pain points. On an average, recruiters spend 70% of their time doing transactional work such as interview scheduling, administering tests, coordinating with candidates and stakeholders, performing background checks, releasing offer letters etc. • Talent gap leading to performance gap- 46 percent of senior HR executives said that a talent gap was making it harder for their organization to implement its business strategy, and only 27 percent said they felt their business had the talent it needed Facts and Figures Source: guides.wsj.com  After careful consideration of projects to choose for the three areas for transformation. We will focus on three areas:  Reduce cost per hire  Decrease time to hire  Increase Quality of hire  We will take a technology-led transformation. Areas of focus:  Branded hosted mini-site  Social Media marketing and optimization  Predictive Analytics  Process Reengineering
  14. 14. Critical to Quality and Critical to Process Chart Critical to Quality Critical customer requirement Customer issues Voice of customer Recruit within budget Reduce cost of recruitment Higher cost of recruitment Recruitment overshooting the budget Recruit on time Decrease time to hire Problems in project due to delay in staffing Losing projects Recruit High performing employees Lower attrition and improve performance High attrition and lower quality outputs Customer complaints regarding project execution Voice of business Business issues Critical business requirement Critical for processes Project performance negatively impacted Project profitability impacted Recruitment efficiency Right employees available on time at a right price Remark 1. Voice of customer and voice of business to be prioritized to those which are related to project objective 2. Use VOB or VOC or both depending on the project objectives
  15. 15. Financials Cost One-time cost (USD) Recurring Cost (Yearly-1) (USD) System Cost Branded hosted mini-site 30,000 Social Media marketing and optimization 50,000 100,000 Predictive Analytics Platform License 50,000 People Cost Program Manager-1 45,000 Team Members-2 50,000 Events- External Hackathons, Roadshows 50,000 Events- Internal Change Management meetings and team building 50,000 Benefits Reduce cost per hire 1,250,000 Decrease time to hire 250,000 Increase quality of hire 250,000 Total Saving (Year 1)- Benefits-Cost Total Savings 1,325,000 *There will be travel and other incidental costs. We assume it will be 10% of the overall cost.
  16. 16. Project Charter Project Title- Recruitment Transformation Business Case Opportunity Statement Collabera executes multiple projects for its clients. Right people at the right time and at right cost is very important for the successful execution and profitability of the projects . There are three key aspects that help in right hiring. They are: 1) Cost per hire, 2) time taken to hire and 3) Quality of the hire Pain- Client satisfaction and project profitability Impact of pain (or soft)- USD 10M Goal statement Project scope Metric Current level Goal / Target Target date • Reduce cost per hire • Decrease time to hire • Increase Quality of hire Cost per hire USD X USD 0.8X 19th Sept 2018 Time to hire Y Days 0.25Y Days 19th Sept 2018 Attrition (0-12 months) Z% of employees .75Z% of employees 19th Sept 2018 Project plan Team Selection Phase Start End Remarks Initiation 19th Sept 2017 19th Oct 2017 Champion:: Business Head Planning 20th Oct 2017 20th Nov 2017 Program Leader: Mr. Sumit K Jha Execution 21st Nov 2017 21st April 2018 Member: Recruitment Manager Monitoring 22nd April 2018 22nd Aug’ 2018 Member: Hiring manager Closure 23rd Aug 2018 19th Sept 2018
  17. 17. Execution Plan
  18. 18. Stakeholders and Communication Plan Communication Plan
  19. 19. Change Management Plan  Give change management appropriate scheduling and timing consideration  Advocate for addressing the challenges of non-technical issues  Identify and analyze stakeholders from technical, project, and change perspective Initiating  Cover business impact assessment and change risk mitigation plan  Keep the end in mind: Most valued staffing company in the world  Keep both organizational adoption and value creation in mind Planning  Work with change management lead to manage stakeholders, align goals, and strategize  Appropriate steps to change end behavior  Utilize both subject matter experts and change agents Executing  Assess and meet the evolving needs and expectations of stakeholders.  Adjust project plans based on stakeholder needs and concerns.  Identify critical program success metrics and monitor to and adjust change risk management strategies regularly Monitoring and Controlling  Close out projects when adoption and value creation are captured  Aim for “Anchoring” the change  Capture lessons learned Closing
  20. 20. Thank You