HR Process Optimization: Recruitment
5 March 2008
Read by 5025 persons
An HR manager, aiming for precise analysis and data-driven decisions to improve the recruitment process, conducted a brief study to enhance and better manage it.
The Recruitment Process
Knowing that a process unfolds as a series of basic activities involving multiple entities, it's crucial to clearly define the scope of the analysis. Each action is generally the responsibility of an entity (internal or external to HR) that needs information from other stakeholders in the process to execute it.
To understand and review the recruitment process, we consider the entire chain, from its initiation by operations (job description, etc.) to its conclusion (hiring, then end of probationary period). This includes any outsourced parts of the process (headhunting, interviews, etc.) for a complete "customer" perspective.
Objectives
The group analysis of the process helps compare HR objectives with observed results:
Objectives and process clients: Identifying the recruitment process client (e.g., operations) is key to defining and prioritizing recruitment objectives. Generally, several levels are distinguished: Set objectives; Desired performance (deadlines, cost, etc.); and Constraints (e.g., operational manager's personality and management style).
Collecting process-related information: This involves gathering relevant information. For example: What are the current deadlines? What is the "customer" satisfaction rating? What is the context (urgency, growth, etc.)? What are current and projected volumes? What are the main dysfunctions and their likely causes?
This information is associated with three types of indicators:
- Process entry: Analysis of requests from operational departments. For example, are there:
- Consistently urgent requests (lack of anticipation);
- Unrealistic requests (salary, responsibility).
Process efficiency: These are indicators of the process itself, such as:
- Cycle time (total duration between request and hiring);
- Cost (internal and external);
- Resources used.
Process output: These are indicators of meeting (or exceeding) "customer" expectations:
- Matching hires to requirements (salary, skills, relationships, etc.);
- Probationary period turnover rate.
Process Analysis:
At this stage, we analyze the root causes of malfunctions. This analysis is done with stakeholders. The main causes of malfunctions are listed and linked to the process objectives. This might yield results like:
Why are deadlines so long?
- Because HR is overloaded;
- Because the client doesn't respond quickly to meeting requests, discouraging top candidates;
- Because requested profiles don't match the actual positions;
- Because the search is difficult.
Why are candidates hard to hire?
- Industry image;
- Salary;
This analysis is compared to a series of key indicators that are then refined and classified. These indicators could include candidate "tolerance" between being offered a position and the final stages (client meeting, decision, employment contract), the number of probationary period failures, or the number of withdrawals for various reasons.
Recommendations
Proposed solutions:
This step involves aligning priorities (process objectives) with solutions to address identified problems. Solutions can affect various key points, such as:
- Improving request quality and better qualification;
- Appropriate delegation, linked to skills management, and possibly training for stakeholders;
- Work organization and information sharing between process stakeholders.
Actions on the information system:
- Procedures, particularly for delegation;
- IT system modification specifications. Impact on jobs
The target organization allows redefining job scope:
- Required skills (technical skills, soft skills, management);
- Teamwork skills;
- Volumes and number of positions.
- Impact on individuals
Comparing required and existing skills leads to adjustments that can take various forms:
- Individual transition plans (training, job rotation, etc.);
- Recruitment specifications
March 5, 2008
Guide Informatique
The Recruitment Process
Knowing that a process unfolds as a series of basic activities involving multiple entities, it's crucial to clearly define the scope of the analysis. Each action is generally the responsibility of an entity (internal or external to HR) that needs information from other stakeholders in the process to execute it.
To understand and review the recruitment process, we consider the entire chain, from its initiation by operations (job description, etc.) to its conclusion (hiring, then end of probationary period). This includes any outsourced parts of the process (headhunting, interviews, etc.) for a complete "customer" perspective.
Objectives
The group analysis of the process helps compare HR objectives with observed results:
Objectives and process clients: Identifying the recruitment process client (e.g., operations) is key to defining and prioritizing recruitment objectives. Generally, several levels are distinguished: Set objectives; Desired performance (deadlines, cost, etc.); and Constraints (e.g., operational manager's personality and management style).
Collecting process-related information: This involves gathering relevant information. For example: What are the current deadlines? What is the "customer" satisfaction rating? What is the context (urgency, growth, etc.)? What are current and projected volumes? What are the main dysfunctions and their likely causes?
This information is associated with three types of indicators:
- Process entry: Analysis of requests from operational departments. For example, are there:
- Consistently urgent requests (lack of anticipation);
- Unrealistic requests (salary, responsibility).
Process efficiency: These are indicators of the process itself, such as:
- Cycle time (total duration between request and hiring);
- Cost (internal and external);
- Resources used.
Process output: These are indicators of meeting (or exceeding) "customer" expectations:
- Matching hires to requirements (salary, skills, relationships, etc.);
- Probationary period turnover rate.
Process Analysis:
At this stage, we analyze the root causes of malfunctions. This analysis is done with stakeholders. The main causes of malfunctions are listed and linked to the process objectives. This might yield results like:
Why are deadlines so long?
- Because HR is overloaded;
- Because the client doesn't respond quickly to meeting requests, discouraging top candidates;
- Because requested profiles don't match the actual positions;
- Because the search is difficult.
Why are candidates hard to hire?
- Industry image;
- Salary;
This analysis is compared to a series of key indicators that are then refined and classified. These indicators could include candidate "tolerance" between being offered a position and the final stages (client meeting, decision, employment contract), the number of probationary period failures, or the number of withdrawals for various reasons.
Recommendations
Proposed solutions:
This step involves aligning priorities (process objectives) with solutions to address identified problems. Solutions can affect various key points, such as:
- Improving request quality and better qualification;
- Appropriate delegation, linked to skills management, and possibly training for stakeholders;
- Work organization and information sharing between process stakeholders.
Actions on the information system:
- Procedures, particularly for delegation;
- IT system modification specifications. Impact on jobs
The target organization allows redefining job scope:
- Required skills (technical skills, soft skills, management);
- Teamwork skills;
- Volumes and number of positions.
- Impact on individuals
Comparing required and existing skills leads to adjustments that can take various forms:
- Individual transition plans (training, job rotation, etc.);
- Recruitment specifications
March 5, 2008
Guide Informatique
