5 Lessons Everyone Can Learn From High Volume Hiring PDF

5 Lessons Everyone can Learn from High Volume Hiring
5 Lessons Everyone can Learn

from High Volume Hiring from High Volume Hiring
Eric Edwards Eric Edwards
Principal Product Manager, High Volume
Michael Plant
Director, Product Reporting and Analytics
The authors wish to thank Peopleclick Authoria
clients, without whom this eBook would not be
possible The data displayed in the charts and possible. The data displayed in the charts and
graphs contained herein represent aggregate
analyses of Peopleclick Authoria client data. All
clients remain anonymous.
Please feel free to post this eBook on your blog or email it to
anyone you believe would benefit from its contents.
1
Copyright 2010 Peopleclick Authoria. All rights reserved.
Introduction t oduct o
Whether you are recruiting salaried or hourly labor, your goal is always a
quality hire. We cant just blast candidates at our managers and hope for the
best, we must have a method to our madness.
As we present these 5 Lessons, well use aggregate client data to demonstrate
key analytics as examples you can use to measure your success.
W ll t th t g b i g t diti l t d fill ith high
Quality of hire is a common goal
Well set the stage by comparing a traditional post-and-fill process with a high
volume hiring strategy to ensure we are all on the same page before we get
into the 5 Lessons.
2
Traditional Post-and-Fill Hiring Process ad t o al ost a d ll g ocess
Vet / Offer / Hire
!
Source / Slate Select Ramp Up
Help hiring manager with staffing process
Assist with requisition creation
The above chart depicts the linear stages
of the process, and to the side, weve noted
a sample of the many activities required of
a recruiter during each stage
Determine sourcing strategy with hiring
manager
Advertise position
Drive internal initiatives (referrals
a recruiter during each stage.
Drive internal initiatives (referrals,
mobility)
Slate qualified candidates for hiring
manager g
Own the candidate relationship
Conduct phone screens and interviews
Develop offer; close deal
3
Ensure process compliance
Verify documentation
Traditional Post-and-Fill Hiring Process ad t o al ost a d ll g ocess
When a need is submitted, the recruiter works with
the hiring manager to ramp up the process from a the hiring manager to ramp up the process from a
near stand-still. Once the process is ramped up, they
have to advertise the position and wait (and
sometimes wait and wait) for candidates to find the
opening and apply. Then at after some time, the hiring opening and apply. Then at after some time, the hiring
manager is notified of the qualified candidates that
are worth a look.
Is your ideal candidate
looking when you have an
open position?
4
High Volume Dynamics g Volu e y a cs
Vet / Offer / Hire
!
Typically, the recruiter drives a traditional
process. The hiring manager has some
involvement, of course, but without the
recruiter the process would come to a halt
Determine sourcing strategy with hiring manager
Advertise position
Drive internal initiatives (referrals, mobility)
Slate qualified candidates for hiring manager
V if d t ti recruiter, the process would come to a halt.
In a high-volume environment such as retail,
restaurant, convenience, etc., a post-and-fill
process does not scale to allow for the hiring
Thi i l bl
process does not scale to allow for the hiring
volumes required in these high-turnover
industries.
This process is not scalable
5
High Volume Dynamics g Volu e y a cs
When you are faced with a high-turnover
environment, you know the approximate amount of
d d t t B t i th ti i i t demand to expect. But, since the timing is not
predictable, when position opens, the business has
a greater sense of urgency to fill it. This open
position has an immediate impact on operations
and labor costs such as overtime increases sales and labor costs such as overtime increases, sales
decline, shift management complications and staff
morale.
Add these dynamics to the fact that you need to fill Add these dynamics to the fact that you need to fill
hundreds or even over one hundred thousand
positions each year, and you should be able to
appreciate the enormous waste and cost that would
result should you try to approach this volume of y y pp
hiring with a traditional post-and-fill process.
6
High Volume Strategy g Volu e St ategy
Given the demand and dynamics we just discussed, what
strategies make high-volume recruiting successful?
To be successful in a high-volume environment, we must:
1 Shorten the overall hiring life cycle 1. Shorten the overall hiring life cycle
2. Increase self-service and automation
3. Eliminate the Ramp Up period
4. Maintain or increase quality of hire
7
Lets get to the Lessons! et s get to t e esso s!
So, what do we know so far?
1 O i l i lit hi 1. Our primary goal is a quality hire
2. Recruiters are spending too much
time doing tasks that we can
automate
3 Th i t diti l t 3. There is no way a traditional post-
and-fill process would scale to work
in a high-volume environment
4. In these environments, you know the
t f iti ll d b t t types of positions youll need, but not
when youll need them
5. To be successful, we need to shorten
the hiring life cycle and automate as
ti iti ibl many activities as possible
8
Lesson One Become Proactive esso O e eco e oact ve
Move your process from reactive to proactive. A reactive
did l i l f di i l A candidate pool is a result of a traditional process. A
proactive candidate pool is ready and waiting when you
have an open position.
If o ca a to ate o eli i ate lo al e e ta k If you can automate or eliminate low value user tasks,
simplify essential user tasks and push those out the field,
you can significantly reduce the Ramp Up and Source/Slate
stages of the process. Our goal is to drive those stages to
zero in a best-case scenario zero in a best-case scenario.
Vet / Offer / Hire Source / Slate Select Ramp Up
!
Vet / Offer / Hire Source / Slate Select Ramp Up
!
9
Source / Slate Select Vet / Offer / Hire Ramp Up
.com
O J b 1
.jobs
e
d

J
o
b
s
Open Job 1
Open Job 2
P
o
s
t
e
Open Job 3
In a reactive model, when candidates can only apply through currently open positions, they are stored
in individual hiring requisition silos Through this process by fragmenting and concealing your in individual hiring requisition silos. Through this process, by fragmenting and concealing your
candidate flow, you lose a huge amount of value that has been generated by your brand.
When a candidate seeks opportunity with your company, give them a chance to come in. Dont turn
them away because you dont have an opening right now. Allow them to apply so you can build a pool
f did h i i i f h i i d
10
of candidates that is waiting for you when a position does open up.
Source / Slate Select Vet / Offer / Hire
Ramp Up
.com
jobs
Pre-
Source
.jobs
When all candidates drawn to your brand have an opportunity to engage, you establish a constantly
flowing and replenishing supply This builds a Talent Inventory that you can tap on demand flowing and replenishing supply. This builds a Talent Inventory that you can tap on demand.
This process is actually quite similar to old-school paper applications. If a candidate came into a store
to apply, the manager seldom chased them away. The application would be accepted and pre-screened,
then kept until a position opens. When technology is used to mimic this process, it feels very
f bl hi i i h fi ld
11
comfortable to hiring managers in the field.
When a Talent Inventory is in place, technology
can now accept an order from a manager and can now accept an order from a manager and
automatically deliver the best candidates to
his/her fingertips immediately.
Notice we said best candidates. It is important p
when automating the Source/Slate stage that
criteria is used to pre-qualify the candidates. It is
not much help to the hiring manager to just
dump a bunch of applicants in his/her lap. You
need to provide a true short list of ranked
candidates so the manager can fill the open
position quickly.
The qualified short list is
key to making this work
12
y g
Vet / Offer / Hire
!
Pre-Source
Vet / Offer / Hire
!
Select
By automating your process, the Ramp Up and
Source/Slate stages are minimized. The recruiter
now enters the process later to drive activity that
adds greater value being consultative,
completing the selection and closing the deal.
The early stages of the process have been
Determine sourcing strategy with hiring
manager
Advertise position
Drive internal initiatives (referrals mobility)
The early stages of the process have been
facilitated by automation or become self-service
for the manager. Managers have become
empowered to begin contacting candidates as
soon as a position is opened.
Drive internal initiatives (referrals, mobility)
Slate qualified candidates for hiring manager
D l ff l d l
13
Ok, finally, our first evidence of results. The reports used throughout this book contain aggregate data
from Peopleclick Authoria clients. We analyzed both high volume and exempt positions, using the exempt
f positions as a control to show the results of using a high-volume process. These positions represent small
and large-box retail, warehouse and distribution, call center, restaurant and convenience retail, just to
name a few.
Well take a closer look at this data on the next page.
14
We ll take a closer look at this data on the next page.
This report represents your candidate funnel. It is about understanding the volume of candidates
needed to fill positions and proactively manage your inventory to that volume.
In this chart, for the 2,740 hires analyzed, you can see that we slated 16 candidates per hire. We
interviewed one of every six slated and hired one of every two interviews.
Your candidate flow in each hiring requisition will increase, compared to a reactive process. The
15
Your candidate flow in each hiring requisition will increase, compared to a reactive process. The
assumption is that the more candidates you have, the higher the probability that youll find a hirable
candidate.
Lesson Two Pre-Source a Qualified Talent Inventory esso wo e Sou ce a Qual ed ale t ve to y
Pre-Source
Vet / Offer / Hire
!
Select
Opening
Weve talked about the importance of becoming proactive,
and youve seen how that can help your recruiters focus their
B ild did l h d f d d
time on value-add activities. Now, lets focus specifically on
techniques for building your qualified Talent Inventory.
1. Build candidate supply ahead of demand
Leverage your brand attraction
Accept candidates all the time
2. Maximize their opportunity
3 S did i
16
3. Set candidate expectations
As we discussed on page 11, candidates will be attracted to your brand 24/7. So, why not
leverage that to accept applications continuously instead of only when a position is open? leverage that to accept applications continuously, instead of only when a position is open?
While you have their attention, let candidates maximize their opportunity with you.
Invite them to apply to all positions and locations of interest, at the same time!
Source / Slate Select Vet / Offer / Hire Ramp Up
com .com
.jobs
Pre-Source
17
Do be careful with this open invitation. It is
important to set candidate expectations This can important to set candidate expectations. This can
be handled by adjusting what you say in your
automated Thank you for your application
response. Here are some tips:
Because there may not be a current opening, include language such as
considered for future openings
Now you know the candidate is interested, this is an opportunity to invite
he/she to learn more about you and what it is like to work at your
company
If you use a Contact Management system, begin cultivating a relationship
through structured campaigns
18
through structured campaigns
This chart shows you the number
of candidates in active inventory
(the supply) and their growth (the supply) and their growth
rate.
Depending on the position type,
candidates in some positions may
have a longer shelf life (Days in
Inventory) than others. For
example, a manager position
would likely have a longer DII
than entry-level positions than entry level positions.
Fundamentally, since you no
longer haphazardly turn
candidates away, the inventory
b t i di t f becomes a truer indicator of your
supply dynamics. Ask yourself
which sources are generating the
most leads, or the best hires and
employees. What exactly drives
Active Inventory = passed initial screens and would
be considered by automated matching for the
19
p y y
your candidate flow?
qualified short list
This shows inventory growth by month. A red column indicates the month with the highest volume.
O i th t th th t t i l t
20
Orange is the current month, so those stats are incomplete.
You can see inventory status, but by analyzing this data further, you can also obtain better insight y , y y g , y g
into what drives your candidates. For example, how do job posts contribute? View the data at a store
or district level and see how a single job post can influence the number of qualified candidates vs.
what you can draw naturally by the power of your brand alone.
Once youve adopted the high volume model, it is interesting to intersect your history of open positions
with your candidate flow to see how many candidates applied while the position was not open. These
are the folks you used to turn away.
21
Lesson Three Manage your Talent Inventory esso ee Ma age you ale t ve to y
If pre-sourcing is the fuel for the process, your Talent
Inventory is the engine. How you structure your inventory
d t i h h h b ild i t determines how much horsepower you can build into
automating the matching and selection of candidates.
If you are investing in an inventory, you want it to be
useful If you have an Applicant Tracking System (ATS) useful. If you have an Applicant Tracking System (ATS),
then you already have an inventory of sorts, but is it useful
inventory?
Its value depends on several practices that often vary from Its value depends on several practices that often vary from
recruiter to recruiter, or division to division ask yourself
the following questions:
22
1. Do you have a standard sourcing
protocol that includes your existing protocol that includes your existing
candidate database as one of the first
places to look?
2. Do you actually follow the protocol?
3 D h d t l d d t 3. Do you have good tools and data
structure that help you search quickly
and consistently?
Screen and assess design your inventory and matching process to use data that you
can realistically collect from the candidate. Screening out applicants will automatically
reduce the number of candidates you touch by a significant percentagewhile raising the
quality of the candidates that pass your pre screen quality of the candidates that pass your pre-screen.
Use candidate self-categorization sometimes the easiest thing to do, yet most fail to
do it, is simply ask a candidate a basic question or two about their goal. What positions
are you interested in? What job areas or business units would you like to hear from?
23
are you interested in? What job areas or business units would you like to hear from?
Monitor Once you learn the level of supply you need to feed your demand, you can start to
manage those dynamics.
Plan to learn and evolve You wont nail the perfect process on your first try. Your
environment is dynamic, or chaotic even. You will need to build a Talent Inventory that can
adapt. Here are some tips:
1. Create larger, central inventories of
candidates that are shared by everyone.
2. When you need to pull from the central
Learn, adapt and evolve
2. When you need to pull from the central
inventory, apply a current matching rule to
current candidate information
3. The candidate should not be branded with a
single permanent score when they apply single, permanent score when they apply.
Rather, retain individual data points that
may be used for matching. Then you can
change the matching rules over time in a
li t
24
compliant manner.
Consider inventory utilization, which is a very important data point. If you are changing your process
to let more candidates in, and believe that you have an inventory model in place that keeps them
25
, y y p p
useful over time, this report tells you if it is paying off.
The top line of the chart represents averages across all
positions, and shows us that overall, 70% of the candidates
l d f h i i d f i slated for these positions were drawn from inventory.
Therefore, 30% applied after the position opened. On the bar,
the green area indicates inventory, while the orange area on
the right indicates new candidates.
Taken individually, Position 0 drew 72% from inventory,
Position 1 drew 69%, etc. This is real world data, so you see
that some positions draw much less 34% for Position 8.
S b th t t lk d b t i th t So, remember that we talked about ensuring that our
managers have to look at only candidates that are qualified,
useable and hirable?
26
Weve highlighted the Hires column on the chart. This column shows the percentage of hires where g g p g
the hire entered the position from the proactive inventory. When averaging together the 2,740 hires
represented here, 55% of the hires were known before the position opened.
If you did not let these folks engage at their convenience, and if you did not have an effective inventory
model to apply you probably would not have hired these people What would missing 55% of your
27
model to apply, you probably would not have hired these people. What would missing 55% of your
hires mean to your workforce? Would you find yourself compromising more just to fill the seat?
Lesson Four Automate Match and Slate esso ou uto ate Matc a d Slate
Matching and slating speaks to how our process responds
when a position opens.
How easily is the position opened? Can we deliver only the
best candidates for this particular opportunity? Can we
automate this part of the process with success?
Many organizations use assessments as a screening
mechanism. You want to ensure assessments are doing two
things:
1. Focusing our hiring efforts on candidates most
likely to succeed
2 C l ti th d ti f th 2. Correlating the recommendation of the
assessment with on-the-job success
28
Advice Category % Scoring in Category
Strongly Recommended 68%
Recommended 17%
N t R d d 15%
Focusing on Recommended and Strongly Recommended candidates would screen
out 15% from the applicant pool. Focusing only on Strongly Recommended
Not Recommended 15%
out 15% from the applicant pool. Focusing only on Strongly Recommended
candidates would screen out 32% of candidates from the applicant pool.
As with other screening techniques, you should be able to decide how to apply the assessment to
j b b j b b i Wh i d? I h d i d your process, on a job-by-job basis. When is an assessment used? Is the recommendation used to
screen out the candidate? Which score categories make it to the manager on the first cut?
29 Source: ASSESS Systems
As a reminder, we are pulling 70% of the slate from inventory. How does this translate to time
savings? When automated the system does all the work and the time to slate is near zero savings? When automated, the system does all the work, and the time to slate is near zero.
What other metrics should you be concerned about at this stage? After the automated short list is
presented to the manager, the process does not stop. Additional candidates may apply while the
requisition is open, and recruiters and managers may source additional candidates into the position.
Th i i di l f h i f k h l f h i i d
30
The mix varies according to several factors the size of your market, the appeal of the position and
whether the manager has learned to fish for themselves in the tool perhaps advising a good
candidate that their opening is a better fit.
A l th i t di th t iti f i t As you analyze these various steps, you may discover other opportunities for process improvement.
For example:
1. You may be slating the hire within minutes, but how long does it take
for the hire to be interviewed?
2. Would self-service interview scheduling speed things up?
3. Are certain managers simply not pursuing candidates with urgency,
and could you help them by showing them the impact to their costs?
31
Lesson Five Help Recruiters Focus on Value-Add Activities esso ve elp ec u te s ocus o Value dd ct v t es
Now that you have automated the Ramp Up, Source and
Slate stages of your hiring process, recruiters can put their
focus on Select and Hire This is a place where they prefer to focus on Select and Hire. This is a place where they prefer to
spend their time, and where they can make a difference.
To free up your recruiters, it is critical that hiring managers
are empowered to handle the front end of the process on their
own. Through automation, we can lessen the burden.
1. Deploy online interview scheduling to
automate the invitation, scheduling and
reminder cycle for interviews
2. Keep the automated matching criteria simple,
aligned to the position qualifications, and let
the manager filter along additional dimensions
3. Transition process touches over to the
recruiter, only as the candidate approaches the
offer and hire stages of the process
32
Thi h h h ll hi h h h h i i f This chart shows that overall, managers are pushing the process through the interview stage for 75%
of interviews, and recruiters are only driving 25% of interviews. Recruiter efficiency is increased as
manager self-service increases because recruiters are freed up to focus on more strategic activities.
As you scan down the chart, youll see a mix as some of these positions are still managed by recruiters,
33
s you sca dow t e c a t, you see a as so e o t ese pos t o s a e st a aged by ec u te s,
but overall, we are seeing manager self-service taking hold where we expect it.
Here we can see the affect the proactive steps have on total days to fill Looking at the top line we see Here we can see the affect the proactive steps have on total days to fill. Looking at the top line, we see
2,740 hires, 55% of which came from our candidate inventory. Now look under Days to Fill. When the
hire came from inventory, days to fill is 15 days. When the hire did not come from inventory, days to
fill is 29 days. Hiring from inventory produces a 48% decrease in days to fill. Note that these
figures include post-selection steps such as background check, drug testing, offer processing, etc.
34
As you look at your ROI, consider your cost of an empty seat per day, and how much you could save
over all positions if you could fill seats twice as fast.
Bonus Section Practical Application - ROI o us Sect o act cal ppl cat o O
Weve discussed several ROI points throughout this book, lets summarize them here.
Outcome Benefit
Reduce Ramp Up and Source/Slate stages Allowing recruiters to focus on strategic
activities saving time and increasing
efficiency. When recruiters can focus on value-
add activities, satisfaction and retention
increase.
Simplify managers process Empowering them to hire more quickly,
decreasing the time that positions remain
open
Accept applications 24/7 for all positions (not
just open positions)
Increasing and optimizing your candidate flow
and ensuring that candidates maximize their
t it ith C did t opportunity with you. Candidates are more
satisfied with their experience since they
didnt have to wait for an opening to express
interest in your brand.
Maximize hires from inventory Reducing advertising since positions do not
have to be posted 100% of the time When have to be posted 100% of the time. When
managers hire from inventory, they are more
likely to realize interest from internal
candidates.
Implement a consistent, compliant process Implementing the use of a consistent process
facilitates compliance with governmental
regulations and increases quality of hire by
35
regulations and increases quality of hire by
enforcing a systematic screening and selection
process.
Bonus Section Practical Application Best Practices o us Sect o act cal ppl cat o est act ces
Weve learned our lessons and how to measure
ROI on our programs, now lets discuss some
practical tips applying these in your
organization organization.
If you have a candidates interest, capture
it while you can
Accept full applications for position types,
not specific openings
Maintain their interest
not specific openings
Have the candidate opt-in to a contact
management process
C it j b h t
Set expectations
Career site job search agents
Career site RSS feeds
Contact management campaigns
Include clear wording in your job
advertising
Provide a how we work section on your
career site
Automatically follow up their application
36
Automatically follow up their application
with a detailed email setting expectations
Build your Talent Inventory methodically
Think through your positions, tools and Think through your positions, tools and
candidate dynamics and make changes
where they can provide the greatest benefit
Customize the application experience
where it makes sense
Automate match and slate
ATS search engine
ATS scoring and ranking algorithm
Include professional and high volume in p g
the same system
Ensure all locations have access to all
candidates
Collect reasonable information from
candidates to increase matching candidates to increase matching
effectiveness
37
Empower hiring managers through self-service
Minimize the number of clicks required to place
an order
Quickly present a short list of qualified
candidates ready to call
Require very little training
Favor intuitive yes/no decisions Favor intuitive yes/no decisions
Implement technology to automate the process
Start with internal mobility or referrals
38
Look for systems that allow flexibility
You will want to automate some position
types more than others
Certain positions will always require
recruiter expertise
Technology can allow you to mix your
screening techniques and protocols per
position
Look for the ability to change matching
criteria without destroying the value of criteria without destroying the value of
your existing inventory
39
About the Authors bout t e ut o s
Michael Plant brings more than
Eric Edwards is the Principal
18 years of executive management,
client advocacy, technology
development and software-as-a-
service experience to Peopleclick
Authoria as the Director of
p
Product Manager for Peopleclick
Authorias High Volume business,
directing the application of
Peopleclick Authoria talent
acquisition products and services
Product Reporting and Analytics. Michael is
responsible for the overall management of
reporting and analytic capabilities across all
Peopleclick Authoria product lines.
into volume hiring opportunities across
industries and globally. Erics experience
draws from seven years as product manager
with the Peopleclick Authoria technology, and
through working with an extraordinary list of
Michael has successfully developed, deployed
and supported complex web and non-web-based
enterprise technology solutions throughout
global organizations. Prior to joining Peopleclick
Authoria, Michael was vice president, client
services for Bloodhound Inc a software
companies to understand and provide solutions
for their needs particularly in the areas of
recruiting search technologies, compliance
mandates and process automation.
services for Bloodhound, Inc., a software
company specializing in claims overpayment
protection services and medical billing data
analysis.
40
The Peopleclick Authoria Difference e eoplecl c ut o a e e ce
You must recruit and retain the best available candidates to meet the needs of your
customers. Effectively identifying and recruiting this talent can be challenging. Hiring
managers and Human Resource professionals need a flexible solution that focuses on
streamlining the process, optimizing sourcing of high quality candidates and
mobilizing talent.
Peopleclick Authoria is the leading global provider of talent acquisition and talent
management solutions for salaried, high-volume and contingent workers. We deliver
solutions that help companies acquire, develop and retain a diverse and productive
workforce. Peopleclick Authoria empowers clients to radically simplify, improve and workforce. Peopleclick Authoria empowers clients to radically simplify, improve and
measure their talent lifecycle, while integrating affirmative action and diversity goals
into their hiring processes.
Although the 5 Lessons seem straightforward and easy to understand the reality of Although the 5 Lessons seem straightforward and easy to understand, the reality of
implementing them in your business requires a shift in the way you conduct your
sourcing and hiring. The most effective way to apply these lessons is to start small and
implement the best practices where you can harvest the low hanging fruit.
41
www.peopleclickauthoria.com

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