Appendix 1 – Woodhouse Recruitment Case Study

Woodhouse Recruitment is based in central Melbourne and is a recruitment agency

offering recruitment services, including sourcing, screening and selecting candidates to
meet clients’ requirements. The company was established in 2010 by Simon and Petra
James, a husband and wife team who are the Directors of the company.

The company also employs a receptionist, five recruitment consultants and an

Administration Manager. The agency plans to recruit a further two new consultants to start
with the company in early 2016.

The company specialises in the following areas of recruitment for both permanent and
temporary staff:
 Administration and office support, Accounting, IT, Sales and Marketing.
The company sees its point of difference as being an owner operated, boutique recruitment
agency. The company currently has approximately 30 clients who regularly use their
services.

At a recent management team meeting, the management team (the Directors,

Administration Manager, the Accountant and the Senior Recruitment Consultant),
discussed the need to implement systems and processes for continuous improvement and
innovation into the company. This is in part based on the need to stand out from the
competitors in an industry where there are a large number of recruitment agencies.

A number of issues were discussed at the management meeting, which the management
team feel need further exploration as part of introducing continuous improvement systems
and innovations.
 Services Standards
The company states on its website that it has the following delivery service standards:
– Service Promise – we are clear in what we offer and the benefits it brings to you
– Service Delivery – we offer consistent and reliable service to you
– Customer Relationships – we are open and honest with all of our customers
– Compliance – we ensure we adhere to all ethical and legal requirements.
However, service standards have not been clearly defined and there are no
performance indicators in place to measure performance.
 Key performance indicators
No formal performance indicators are in place to measure key service standards
including how quickly candidates are recruited to fill jobs or how many of the candidates
pass the trial period effectively.
 Social Media
There is no social media strategy in place. Currently the company is not using social
media to market positions or to source candidates but recognises this is an area for
development. Currently most candidates are usually found through the existing
database (60%) or through advertising on job search websites.
 Staff professional development
While all recruitment consultants are expected to have minimum qualifications and
experience, there is no process in place to ensure that recruitment consultants continue

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 to participate in professional development activities to keep their skills up to date. There
is also no performance appraisal system in place.
 Sustainability
The business currently does not have any formal sustainability initiatives in place and is
conscious of moving towards a green office environment both to be an environmentally
friendly business, as well as to reduce costs.
 Stationery
All company stationery purchased is of the highest quality non-recycled and bleached
paper that comes wrapped in non-biodegradable packaging and is sourced from
overseas. The Accountant has identified that the cost of the stationery is astronomical,
and we should be reducing costs and sourcing Australian products.
 Recruitment Database
The database that the company was purchased off the shelf and keeps crashing
because it is not able to cope with the amount of data that it contains. The recruitment
consultants say that they are not able to customise the fields to include the data they
need nor does it provide accurate reports. The Directors disagree with this feedback
and have so far refused to spend money on investigating a new system.

Key business performance statistics are as follows:

 Annual sales revenue for financial year 2014 - 2015 is $1,350,000, an increase of
10% from the previous year. The target sales revenue was 12%
 Increase in profits for this financial year compared to the last one is 9%. The target
was 10%
 16% of placements are in the IT area, 18% in accounting, 20% in sales and
marketing and the remainder in administration and office support.
 60% of revenue is from repeat client business, the target was 70%
 Fill rate is 40% (where fill rate is the number of job orders filled by the number of job
orders received multiplied by 100).
 Average time to fill contracts for 2014 were as follows:
– Temporary contracts was 8 days
– Contract work is 20 days
– Permanent search 23 days
– Executive search 33 days

Key performance indicators currently used to measure business performance focus on

financial indicators, including net operating profit and sales revenue. The company also
tracks its fill rate and is seeking to improve this to the industry average of 47% over the
next year.

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Appendix 2&3

Refer to PDF files

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Appendix 4 – Continuous Improvement and Innovation Report

Continuous Improvement and Innovation Report

Introduction
Woodhouse Recruitment was established in 2010 and it is recruitment agency that does selection,
screening and sourcing candidates. Recruitment process has been done by the company itself to
recruit potential candidates to be placed in companies. Staffs consist of receptionist, administration
manager, 5 recruitment consultant and company planning to recruit another 2 recruitment
consultant. There are around 30 fixed clients that using the Woodhouse Recruitment services on
regular basis.
Areas for improvement
- Key Performance Indicator (KPI): no specific or accurate key performance indicator to
measure performance. So, the number of candidates who passed cannot be tracked.
- Social Media: no social media strategy to approach candidates
- Staff professional development: Lack of appraisal system and all consultants are lack of
professional knowledge. No activities conducted on professional development in
Woodhouse Recruitment agency.
- Sustainability: Woodhouse Recruitment doesn’t have any sustainable practice which help
the agency in future sustainability.

Strategies
- Increase the usage of social media such as Facebook, Instagram
- Change the working process by implement more technical features
- Recruit consultants that has higher and professional knowledge and effective
communication skills
- Create a sustainable practice around agency working environment.
Analysis of current systems
- Supply chain: The supply chain is small as the agency consist of receptionist who handles
enquiries and call, administration manager who responsible of the agency administration
and function. 5 recruitment consultant who involve in the process of selection, screening and
sourcing candidates and 30 fixed clients which depend on the agency service on regular
basis.
- Effectiveness: The agency has effectively screening the candidates and fixed clients,
example: the company take those candidates from Woodhouse Recruitment Agency.
- Needs Improvement: Have more professional consultant that create strategies to attract
potential candidates and increase customer base. Online presence is crucial to grow the
agency business.
- Business performance: Although the business performance of Woodhouse is going smooth,
but the company will not sustain without online/ digital presence and well planed strategies
once there is increase in competition.
Analysing and review the current system, it is evaluated that the system are not effective
enough in developing the business and there are some major issues around the company
systems. Therefore, it is crucial needs of development and additional performance such as:
- Activities for professional development
- Create social media strategies to reach more candidates
- Develop performance standard
- Provide training and implement program that could help to gain more professional
knowledge.
Measurements
- Meeting
- Standard Key Performance Indicator (KPI)
- Feedback
- Face to Face Communication
- Monitoring
Specialists that could help Woodhouse Recruitment
In Australia recruitment industry, there are several agencies that have initialized innovation in

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developing their recruitment agency:
- Job Search: using Instagram, Facebook as the social media strategy as platform to seek
candidates.
- JORA: provide education and training, job offers from different sectors. It also uses
Facebook to facilitate candidates

Approaching above agencies, The Woodhouse Recruitment can have continuous improvement and
benefits by having an alliance with them.
- Job Search:
Job Seekers - 136268
Employers – 12175
- JORA
Contact Details: +61 1300 324 600
Trends and opportunities
There are several ways for effective working of Woodhouse Recruitment Agency such as agency
could use various social media to approach candidates, contact college or university students
directly who are seeking for any job opportunities. Online interview, online screening, various online
test, etc will help the agency to grow further in future
Comparison of key business performance statistics
- Increase in profits for this financial year compare to last year is 9%. The target was 10%
which means Woodhouse Recruitment has not meet their target because profit only
increases by 9%.
- 60% of revenue from repeat client business, target was 70%. According to 2015 Australian
Recruitment Trend Report, it shows75% of respondents who generated over 50% of their
revenue from repeat client business. This mean Woodhouse Recruitment has not meet their
target because 60% of their revenue from repeat customer while target is 70%. As compare
to the trend (over 50%), the company has exceeded average revenue from repeat clients.
Other innovative business ideas
- Increase more online presence through website, blogs and online contents
- Introduce several programs and activities that could boost consultant professional
development
- Make use the benefit of social media to approach more candidates such as Facebook,
Instagram or Twitter.

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Appendix 5 – Short Report

Short Report
Benefits of continuous improvement
- More applicants/ job seekers who seek Woodhouse Recruitment Agency for job placement
once the agency make use of social media
- Company earn more publicity , more clients, more applicant and increase in public
appearance when the agency has promote the company through ads and website
- Once new programs are being introduced, it could increase more clients, professional
candidates and create team building among the company.
- Cost efficient and more environmentally friendly when the agency has practice sustainability
in the work practices.

Risk assessment
- Social media are not updated
- Candidates profile given are fake
- Implementation of change management

Cost/Benefit
- Website Development AUD 10,000, create company publicity and public appearance
- Introducing New Program AUD 3000, more clients and professional candidates
- Sustainability Products AUD 4,000, environmental friendly products
- Social media N/A, attract more applicants

Impacts
This improvement will able to help the agency business to grow and having more applicants and
clients. Impacts will be:
- Becoming more competitive in market place
- Increase the skills of candidates
- The new launch management program will boost staff performance
- Increase in sustainability development

Contingency plan
Below are the contingency plan that will help the agency to overcome problems:
Initiative Contingency Plan
Search new candidates Online Source
Various Programs Involvement off management
Social Media Appearance Job Advertisement
Website/ Online media development Outsourcing Professionals

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Appendix 6 – Woodhouse Recruitment Survey Results Scenario

As part of the continuous improvement and innovation review and implementation, Woodhouse
Recruitment implemented a formal survey to assess each candidate’s satisfaction with the
company’s services. The survey included 15 questions and is focused on the company’s services
and desire to improve these. Of the 100 surveys that were sent out by post, only 12 were returned.
Customer survey findings are as follows:

Overall satisfaction with Woodhouse Recruitment:

7 totally satisfied
2 somewhat satisfied
0 dissatisfied
1 totally dissatisfied

No comments provided

Ease of doing business with Woodhouse Recruitment:

5 totally satisfied
4 somewhat satisfied
2 dissatisfied
1 totally dissatisfied

Comments from candidates:

 Got the job I wanted, thanks so much
 Consultants friendly
 Hard to contact consultants
 Didn’t keep us up to date with progress of applications

Customers who said they would recommend Woodhouse Recruitment to others:

5 very much so
4 most likely
2 no, I would not recommend
1 definitely not recommend

Comments from candidates:

 Would definitely recommend
 I would not recommend as I was not happy about the lack of information throughout the
process
 I wouldn’t recommend. I kept being sent for jobs that just weren’t right for me.

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Appendix 7 – Implementation Review Report

Analysis of the failure of the survey

- Lack of motivation to complete questionnaire: the agency didn’t receive much feedback as
there’s lack of client’s incentive to complete survey.
- Demographic Data: lack of targeted demographic data which impact the survey format
- Lack of Systemizing Process: lack of person who can help to pull contact details of the
person selected to take feedback and send survey link via email.
Analysis of the results
Survey was conducted by sending questionnaire to 100 candidates but only 12 candidates has
responded. Below chart shows the analysis of the survey, survey include three business points
such as candidate satisfaction, ease of doing business and would customer recommend
Woodhouse Recruitment further for others.
Result below are Customer Survey Result in form of percentage:
60.00%
40.00%
20.00%
0.00% Totally Satisfied
ess ers on Somewhat satisfied
ti
usin ot
h
fac Dissatisfied
b to s
ng n Sati Totally dissatisfied
i o ll
f do dati era
o en Ov
ase m
E m
co
Re
This survey shows how the agency performs in order to provide service for the candidates. From
the result shown in the survey, it clearly mentioned that there are low percentages of dissatisfaction
as compare to satisfaction. The candidates clearly are satisfy with the service provided by agency
as it shown highest percentage of totally satisfied (58.33%) and low percentage of dissatisfaction
(8.33%). As for ease of doing business and recommendation to others, survey shown percentage
of customer satisfy are higher compare to dissatisfied. Overall this survey shown that the agency
has provided good service that leads to candidate satisfaction.
Validity of findings
The validity of the result is not proper. Furthermore, the survey may not measure the company
intended to measure. According to the survey, people choose “totally satisfied” when it come to
ease of doing business with Woodhouse Recruitment Agency. This likely shown that these people
found the job they want and those who selected “dissatisfied” might not get a job that they want.
Thus, their answer may not reflect on the process but with the result whether or not candidates
received a job.
Recommendations for future customer surveys
- Ways of sending survey: Since Woodhouse Recruitment Agency has sent their survey via
post and it took some time for candidates to post back. Thus, if the agency used email or
social media to distribute their survey, the feedback result will be much better.
- Incentive given: To grab more candidate attention, the agency could have give some
reward or incentive to candidates as information that is given could be used to improve
company further and more accurate feedback.
- Survey Writing: Survey should be written in a way that candidate feel belong and important,
thus using the word ‘you’ or ‘your’ will create sense of inclusive.

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