Client: Global Financial Services Firm
Function: HR Department
Project: Design and Implement New Recruiting Model
Recruiting and Staffing Redesign
A financial services firm wanted to better enable their business lines to fill their workforce needs by redesigning a recruiting organization that had grown significantly without clear direction. Several issues plagued the recruiting organization that contributed to various inefficiencies. First, the workload for recruiters and recruiting coordinators had increased significantly during the last year and was projected to continue to grow. Second, the level of service provided to customers was inconsistent and not meeting customer expectations. The average time to fill metric had increased to about an average of 120 days and the quality and quantity of candidates presented to hiring managers was uneven. Third, the applicant tracking system was not being used effectively, which led to inaccurate reporting.
Intellilink Solutions lead a project team of recruiting staff members and several HR generalists to create a new model for recruiting within the organization. The new model for recruiting would help eliminate inefficiencies; addressing issues identified plaguing the recruiting organization. The redesign effort focused on the end-to-end recruiting process from the identification of staffing needs through to the hand-off to on-boarding the HR service center and included recruiting for non-executive level staff. Intellilink lead the project team to define and refine the roles and responsibilities of each person involved in the recruiting process during each step in the process.
New Recruiting Model
The team had to address the various inefficiencies the recruiting organization had been experiencing. The Intellilink team met with the project team on a weekly basis for approximately two months to document the as-is processes, organizational structure, and roles and responsibilities of the recruiting staff and subsequently created a new model for recruiting within the organization that would address the inefficiencies. The team improved and standardized processes, clarified existing roles, created new roles and career paths, and institutionalized the use of the department’s applicant tracking system.
The Intellilink team then developed an implementation strategy and a change management program to ensure buy-in with recruiting staff, HR generalists, and the hiring managers. The new recruiting model was implemented using a phased approached per recruiting team with the first phase as the pilot, allowing the team to revise the model as appropriate to ensure success with the rest of implementation. Prior to implementation the Recruiting Director and Manager of the team moving to the new model briefed hiring managers on the new model and what it meant for them. In addition, each recruiting team participated in a training session prior to implementation to go through the Recruiting Procedures Manual created by Intellilink.