The Recruiting Gap
A Fortune 500 financial institution’s strategy included building a world-class workforce by attracting and retaining top talent. However, they found that they were not meeting this objective. The perception of hiring managers, prospects, new hires and senior management was that the recruiting process was very inconsistent and poorly executed. Negative feedback included: the process was too time-consuming, candidates felt “lost” in the process, employees felt neglected when applying for internal jobs and no metrics were available. As a result, hiring managers tended to perform their own recruiting, candidates withdrew from the process and employees stopped applying for internal jobs and submitting referrals.
Assessment of the Situation
To determine the cause of the issues, Intellilink conducted an analysis to understand the current situation, develop hypotheses for the problems, and test the hypotheses against fact-based findings. Since the potential problem areas needed to be viewed holistically, the organization, processes and systems were included in the analysis.
Assess the organization
As a first step, the organization was reviewed to determine how recruiting was aligned with the business. It was found that recruiters reported into HR generalists that were aligned with the five major business units across 50+ offices. Recruiters were further subdivided into senior and junior recruiters, with the junior recruiters generally working with internal candidates and the senior recruiters working with external candidates. Recruiting for management candidates was handled inconsistent, with responsibility split among a senior recruiter, HR generalist, or hiring manager.
Assess the processes
As a result of assessing the organization, the major stakeholders involved with recruiting were identified. These included recruiters, recruiting coordinators, HR generalists, compensation analysts, controllers, hiring managers, EEO compliance, diversity staff, corporate communications, HR service centers, hiring managers, officers, candidates, and employees. Interviews and workshops were conducted with representative stakeholders from each of the major business units to develop ‘As-Is’ process maps. Where possible, metrics were collected to quantify the inefficiencies that existed in the processes.
Assess the systems
After the processes were mapped, the supporting systems were identified. The team found that the application tracking system was not widely used due to lack of functionality, slow performance, and poor usability. Additionally, point solutions built in MS Access and Excel were used at certain steps in the process. As a result, metrics tracking and consolidated reporting were not possible.
The Improvement Plan
As a result of the assessment, the Intellilink team developed recommendations to improve the situation and an action plan to implement them. Recommendations included: 1) Establishing a centralized recruiting organization; 2) Redefining roles & responsibilities of individuals involved in the recruiting process; 3) Designing and implementing consistent recruiting processes; and 4) Conducting a package selection process to replace the current applicant tracking system.