Transcript Job Descriptions and Recruiting

Improving the Recruiting Process
SHRM – NW Georgia
Presented By
Tom Darrow
May 13, 2008
Copyright 2008 Talent Connections. All Rights Reserved.
Audience Survey
• Who are you?
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Corporate Recruiters
Contract Recruiters
HR Generalists
Agencies
Others
• What are your challenges in recruiting?
Copyright 2008 Talent Connections. All Rights Reserved.
Agenda
• How to elevate your recruiting program
– Recruiting Infrastructure Models
– Employee Referral Programs
– Training your employees
– Sourcing
– Metrics
– What doesn’t work well?
• Q&A
• Homework
Copyright 2008 Talent Connections. All Rights Reserved.
To Ponder
“By showing a significant improvement in recruiting
new talent, companies can achieve a 10.1 percent
increase in market value - the largest increase among
areas linking human capital practices and shareholder
value creation.”
Watson Wyatt Worldwide, 1999
“Talent will be the single most important strategic
factor for the next 20 years.”
McKinsey & Company
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To Ponder
“The average cost of losing a high-tech
employee is $123,000.”
Corporate Leadership Council
“The top 10% of candidates accept jobs
within 10 days.”
“A top performer produces 50% more
than an average performer.”
Dr. John Sullivan
San Francisco State University
Copyright 2008 Talent Connections. All Rights Reserved.
How to Elevate Your Recruiting Program
Step 1 – Ensure Proper Infrastructure
• Recruiting Infrastructure
– Ensure recruiter alignment is best for
organization
– Ensure recruiters recruit and coordinators
coordinate
– Ensure recruiter headcount and expertise is
adequate
– Sizing
• Based on level, support, geography, company
lifecycle
Copyright 2008 Talent Connections. All Rights Reserved.
Recruiting Infrastructure Models Centralized vs. Decentralized
• Centralized - Most recruiters at corporate site
• Decentralized - Most recruiters in the field
• Combo - Administrative recruiting functions at
corporate, recruiters at corporate and in field
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Recruiting Infrastructure Models Recruiter Alignment
• Positions are
very location
dependent
• There is high
volume within
each function &
activity is location
independent
Geography
Function
Business
Unit
Level
(Executive, Managerial,
Support, Entry/Campus)
• Skills very
different between
business units
• Each location
has critical
mass
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How to Elevate Your Recruiting Program
Step 2 – Employee Referral Program
World class employee referral program
How many recruiters do you have?
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Employee Referral Program — Why?
• Low cost
• Higher caliber candidates
– Skills, behaviors, cultural fit can be referenced
• Empowers employees
• Increases employee morale and loyalty
• Candidate has positive pre-disposition about
company
• Candidate is contacted proactively instead of
waiting for them to take the initiative
• Limited competition for candidate
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Primary Weaknesses of Employee
Referral Programs
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Program is out dated
Program is poorly designed
Program is too detailed
Program doesn’t vary reward with
urgency and importance of the position
• Program doesn’t INCENT
• Program assumes employees know how to
recruit/find referrals
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Buy-In from Management
• Develop a business case
– Collect sourcing and cost metrics from
prior two years
– Estimate cost of employee referral
program
• Marketing
• Referral bonuses
– Estimate increased number of hires
– Estimate cost savings
– Anticipate management concerns
Copyright 2008 Talent Connections. All Rights Reserved.
Primary Management Concern
• Referring new hires and helping to build the
company should be a part of the employee’s
job
• Considerations:
– Employees do what they’re evaluated on
– If quality can be increased, cost reduced, and
employees rewarded, isn’t that a good thing?
Copyright 2008 Talent Connections. All Rights Reserved.
Management Concern #2
• Employee referral candidates are hired more
because of relationships and less because of
skills and fit.
• Consideration:
– Assessment process should be the same for
candidates from all sources
Copyright 2008 Talent Connections. All Rights Reserved.
Management Concern #3
• Hiring too many employees from referrals will
lead to an adverse impact problem.
• Considerations:
– Assessment process should screen for job related
factors
– Develop diversity initiatives to counter tendency to
refer “people just like us.”
Copyright 2008 Talent Connections. All Rights Reserved.
Referral Program Overview
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Who is eligible?
What positions are eligible?
Communicating openings
Referral process and documentation
Communicating candidate status
Incentives - Rewards and Recognition
Copyright 2008 Talent Connections. All Rights Reserved.
Who is Eligible?
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Management?
HR/Recruiting?
Contractors/Temporaries?
Alumni?
Vendors?
Others?
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What Positions are Eligible?
Hi-Tech
Administrative
All
Entry Level
Management
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Communicating Openings
Weekly
E-mail
Intranet
Company
Meetings
Newsletter
Company
Bulletin
Boards
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Requirements & Documentation
• Form to be completed by referrer
• Resume required? (with advanced
consent of candidate)
• Application completed?
• Does the referrer need to know and
have contacted the referred
candidate?
• Are clients/customers off limits?
Copyright 2008 Talent Connections. All Rights Reserved.
Requirements & Documentation
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Does candidate need to have minimal requirements?
Do referrals of alumni, contractors, temporaries qualify?
Does the referrer get credit only if referral is hired?
Duplicate referrals
– split rewards between all referring employees
– From different sources: resume that generates interest gets credit
• Referrals do not qualify if they were discovered while
attending company recruiting functions (i.e. job fairs,
open houses)
Copyright 2008 Talent Connections. All Rights Reserved.
Recruiting Department To-Do’s
• Treat referred candidates the same as
candidates from other sources except….
move more quickly!
• Reject Candidate
• Phone Interview
• Office Interview
• Referrer will not be involved in the
assessment process
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Incentives — Rewards
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Cash*
Car
Stock
Vacation
Frequent Flyer
Performance
Evaluation note
• Drawing*
• Logo merchandise*
*More details on following slides
• Parking Privileges
• Training course
reimbursement
• Equipment
– Computer
– Palm Pilot
– Home office
• Exclusive tickets,
restaurants, country clubs
Copyright 2008 Talent Connections. All Rights Reserved.
Cash
• Set a level that will INCENT
– Vary by position level and/or urgency
– Set short term additional incentives
– Increase incentives for multiple referrals in a
year
• Gross up for taxes
• Pay out
– On start date?
– After 90 days?
– More paid after length of service of referred
employee?
Copyright 2008 Talent Connections. All Rights Reserved.
Drawing
• Hype!
• Chances
– 10 for every referral hired
– 1 for every referral
• Timing
– Each company meeting?
– Annually
• Prizes
– Trips, Cars, Stock, Vacation
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Program Slogan
• Create special slogan for program:
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Shaping Our Future
Bank$Shot
Bird Dog
PERSonnel (Personal Employee Referral System)
Quest for the Best
Planes Trains and Automobiles ERP
Spotters
• Involve your Advertising Agency, Marketing and
sampling of employees
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Program Logo
• Develop special Program Logo
• Give items that can be worn and seen around
the office: t-shirts, polo shirts, pens, caps,
gym bags, portfolio’s, coozies, etc.
• At a minimum, give company logo
merchandise
• Give for referrals AND hires
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Incentives — Recognition
• Mention in new hire welcome e-mail
• Performance Evaluation
• $$$$$$/merchandise presented at
company meeting
– Or….hand delivered by CEO.
• Logo clothing for display in the office
Copyright 2008 Talent Connections. All Rights Reserved.
Marketing — Hype
Kick off
Slogan
Recruiting
Process
& Interview
Skills training
Open
Houses
Incentives
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Marketing — Visibility
• Logo
• Regular Communication
– Cover openings, incentives, and payouts
– Intranets, bulletin boards, program brochures,
benefits brochures, newsletters, banners,
paycheck inserts
• Program letter to new hires (be careful of
contracts with prior employers)
• Program letter to employees’ homes
Copyright 2008 Talent Connections. All Rights Reserved.
Buy-In from Employees
Advisory
Team
ERP
Training
Program
• Create advisory team of employees to help
develop program
• Develop training program that must be
completed for employees to be eligible for
employee referral program involvement
– Get key leadership to first sessions!
Copyright 2008 Talent Connections. All Rights Reserved.
How to Elevate Your Recruiting Program
Step 3 - Training Employees
• Prerequisite for employee referral
program involvement
– Recruiting Process workshop
– Interview Skills workshop
– Negotiation and Sales for Managers
Copyright 2008 Talent Connections. All Rights Reserved.
Teach Employees
• How and where to source/network
• How to build relationships
• How to assess potential of
candidates
• How to sell
• Importance of confidentiality
• How to work within the corporate
process
Copyright 2008 Talent Connections. All Rights Reserved.
Employee Referral Program —
Sourcing Channels
Prior
Employers
Country Clubs/
Community
Organizations
Conferences/
Seminars
Professional
Associations
Children’s
Friend’s Parents
Commuter
Trains/Buses
Alma Mater
Family and
Church
Copyright 2008 Talent Connections. All Rights Reserved.
Recruiting Process Workshop
• Develop a game
– “Recruitopoly™”
– “Recruit or Consequences”
• Teach the philosophy, techniques and
tools for recruiting
– Sourcing, assessing, selling
– Employee referral program
Copyright 2008 Talent Connections. All Rights Reserved.
Interview Skills Workshop
• Recruiting Process and Interview Preparation
• Types of Interviews
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Screening
Skills
Behavioral
Confirming/Selling
Managing the interview
Making the decision
Documentation
Legal Issues
Copyright 2008 Talent Connections. All Rights Reserved.
Other Training
• Negotiation
– How to respond to the candidate
– Who to get approval from for changes to the offer
– How to give a little but not give the farm
• Selling
– Understanding the candidates key decision factors
– Promoting the company and position accordingly
– Combating the competition
Copyright 2008 Talent Connections. All Rights Reserved.
Selling
Research has shown that people
accept a job because of????
Money
Develop Skills
Peer Group
Company Dynamics
Creative Challenge
Copyright 2008 Talent Connections. All Rights Reserved.
How to Elevate Your Recruiting Program
Step 4 – Enhance Your Sourcing Strategy
• Sourcing strategies
– Internet
• Job Boards
• Spiders
• Research
– Creative strategies
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What do candidates read?
Where do candidates hang out?
Skill challenge
Create your own user group
Social Networking
Strategies
Copyright 2008 Talent Connections. All Rights Reserved.
How to Elevate Your Recruiting Program
Step 5 – Implement Metrics
“What gets measured, gets improved.”
Recruiting Metrics
Quality
of Hire
Time
to Fill
Cost
Per Hire
Process
Efficiency
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Resumes
Screens
Interviews
Offers
Accepts
Acceptance
Rate
Recruiter
Production
• Fills
• Use of
system
Source
Channels
• Efficiency
• Cost by
source
channel
Copyright 2008 Talent Connections. All Rights Reserved.
How to Elevate Your Recruiting Program
Step 6 – Reference and Background Checks
• Must be done for ALL candidates who receive
an offer
Copyright 2008 Talent Connections. All Rights Reserved.
How to Elevate Your Recruiting Program
Step 7 – Candidate Management
• Candidate Management
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Make it PERSONAL!
Communicate openly and often
Find our their needs and expectations
Ask them how to communicate with them
• Phone (Home/Work/Cell)
• E-mail (Personal/Work)
– Treat them like a superstar during the process they think they are!
Copyright 2008 Talent Connections. All Rights Reserved.
How to Elevate Your Recruiting Program
Step 8 – Automate
• Applicant Tracking
• Employee Referrals
• Streamline communications
Copyright 2008 Talent Connections. All Rights Reserved.
How to Elevate Your Recruiting Program
Step 9 – Assess Areas that Impact Recruiting
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Compensation Program
Benefits
Training
Branding/Image
Morale
Copyright 2008 Talent Connections. All Rights Reserved.
How to Elevate Your Recruiting Program
Step 10 – Turn Recruiting into a Business Partner
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Manage recruiting like a business unit
Have dotted line reporting relationship to business units
Understand company financial statements
Attend industry/trade shows and training
Push to have lead recruiter (VP or Director) attend Senior
Management meetings
• Utilize Contract Recruiters to flex up and down with
recruiting cycles
• Volunteer for company initiatives outside of recruiting
– Community Contributions efforts
– Company sponsored events
– Employee Relations programs
Copyright 2008 Talent Connections. All Rights Reserved.
Q&A
Copyright 2008 Talent Connections. All Rights Reserved.
Homework
• How many recruiters do you have?
– Action steps to turn every employee into a recruiter
• What recruiting metrics are in place? How will you measure
quality of hire?
• What percent of your interviewers have been trained by
your company on how to interview?
• Develop a list of creative sourcing strategies
• Develop a communications plan
– Management, Hiring Managers, Candidates, Vendors
Copyright 2008 Talent Connections. All Rights Reserved.
Thank You!
Tom Darrow
Principal
Talent Connections, LLC
175 Inverness Approach
Roswell, GA 30075
(770) 552-1550
[email protected]
www.talentconnections.net
Copyright 2008 Talent Connections. All Rights Reserved.