© 2012 Crain Communications Inc

Aligning Your Recruiting Model withClients’ Needs

Mike Cleland, President, Charted Path

Concurrent Session: Sales & Recruiting Track

Tuesday, Oct. 16 | 3:30 pm | Ironwood 3

© 2012 Crain Communications Inc

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Concurrent Session: Sales & Recruiting Track

Aligning Your Recruiting Model withClients’ Needs

Achieving Operational Alignment

Mike ClelandPresident, Charted Path

Agenda

• Case Study• Model of Performance• Identifying Bottlenecks• Aligning Operations• Common Causes of Poor Alignment

Operational Alignment Defined

Alignment of critical delivery processes with the buying criteria of the targeted client base

Purpose

To discuss how to identify bottlenecks within the delivery organization and provide guidelines on how to address them in order to better align operations with client demands.

Rising Importance

• Clients are becoming better educated• Staffing programs are gaining traction• Delivery requires significant up front costs

(compliance)• Must assume a relatively unstable market• Candidate pool is tightening requiring

Case Study

Profile

Randstad Engineering is a large national engineering staffing firm that provides both contract and direct hires placement services.

Indicator

Job Order Conversion Ratio was declining significantly. In order to improve performance, we needed to narrow down the primary causes of the bottleneck.

Considered Causes

• Candidate Quality• Job Order Quality• Speed• Coverage Volume

Key Issues Identified

• Recruiters were over assigned Job Orders• Organization needed to improve process

time including:– Job Order Creation– Job Order Assignment– Time to First Submit

• Job Order metrics identified time to submit as the primary bottleneck

Moment of Clarity

“It doesn’t matter how good your candidates are, if the client never sees them”

Solution

Improve responsiveness while minimizing the impact on quality

Solution

• Reduce response time for specific clients

• Remove those clients’ jobs from the job order queue after a certain period of time

• Ensure recruiters are focusing on the right number and best qualified jobs

Results

• Time to first submit reduced by 46%• Contract conversion rate increased by 56%• Placements increased by 43%

*All statistics are a calculated from the entire book

Why was the project successful?

• Spent time identifying the primary bottlenecks

• Developed targeted solutions• Strong management team

– Executive and line level– Challenged the status quo– Led and managed the change– Remained focused

Model for Performance

Function vs. Personnel

Drivers are defined not by organizational structure (recruiting vs sales) but by their role in how they drive performance

Model for Performance

Performance Driven Culture

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Financial Results

Sales Strategy Defined

• Value Proposition/Messaging• Targeted Buyers• Sales Process

Operational Alignment

The processes and tools that drive the delivery of the service.– Job Order Management– Sourcing– Submittal Management– Back Office Alignment

* The scope of this discussion only includes processes up to when a placement is made.

Performance Culture Defined

The processes and policies that define the performance driven culture– Right Hiring– Performance Management– Recognition and Compensation– Training and Development

Understanding the Dynamics

• All drivers have inefficiencies• Drivers are interdependent• It is very common to work on familiar and

immediate problems• Important problems are often not visible

Prioritization

"I'm not going to rearrange the furniture on the deck of the Titanic."

-Rogers Morton

Driving Improvements

Selecting the right problem is half the battle– Improvements Require Focus– Improvements Require Resources– Improvements are Disruptive

Bottleneck Identification

Health Check Method

• Information Gathering– Analytics (Metrics)– Survey Feedback

• Key Issue Prioritization

Sales Strategy: Sample Metrics

• Meetings• Skill Set Distribution• Patterns in Seasonality• Close Rate by Client• Client Responsiveness (Time to Interview)• Average GM%• GM per Placement

Sales Strategy: Sample Feedback Questions

Sales and Management– How effective is the company messaging?– Does the sales process enable effective

prospecting?– How can account planning be improved?– SWOT Analysis

Operations Sample Metrics

• Monthly Job Orders• Job Order Coverage• Submittal:Hire• Interview:Hire• Time to First Submit• Candidate Fall Off Percentage

Operations: Sample Feedback Questions

Recruiting and management– Describe the effectiveness of Job Order

management.– How can the organization improve time to

submit?– How competitive are our sourcing capabilities?– How effective is the company at marketing

submittals?– SWOT Analysis

Culture: Observations

• Collaborative problem solving

• Effective conflict resolution• Work Ethic• Energy Level• Inability to recruit new talent• Attrition (top producers)

Performance Driven Planning

• More detail on assessment and prioritization can be found on the performance driven planning webinar:

http://www.chartedpath.com/performance_planning.htm

Aligning Operations

Defining the Critical Processes

Critical Processes

Effective alignment considers all the processes and tools that drive the delivery of the service.– Job Order management– Sourcing– Submittal Management

Job Order Management

• Job Order Qualification• Job Order Prioritization• Job Order Assignment

Sourcing

• Active Sourcing– Networking– Cold Calling– Social Media– Resume Banks– Database

• Passive Sourcing– Web Applicants– Call ins

Submittal Management

• Candidate Qualification• Inventory Management• Internal Submittal• Submittal to Client• Interview Preparation• Offer• Placement

Aligning Operations

Method

Symptoms of Poor Alignment

• Declining Job Order Close Rates• Candidate Fall Offs Increasing• Increasing Submittal to Hire Ratios• Large Fluctuations in Job Order Volume• Increases in Time to First Submit• Large Variance of Close Rates Between

Client Types

Five Steps to Operational Alignment

• Capture Job Order Patterns• Evaluate Your Performance• Define the Gaps• Develop Solutions• Implement, Measure, Adapt

Capture Job Order Patterns

Review past job order activity:• Skill Sets• Locations• Volume Fluctuations

Speak to program manger for insight

Evaluate Past Performance: Metrics

From the account perspective:– Placement volume– Submittal:Hire– Jobs with no submittals– Jobs with late submittals– Placements vs. time to first submit

Evaluate Past Performance: Survey

• Team Feedback– Survey producers– One on one discussions

Bottlenecks will oftentimes be reflected in both the metrics and the feedback.

Define the Gaps

There are three types of delivery gaps:– Responsiveness– Quality– Throughput

Each of these gaps can show up in all three of the processes.

Responsiveness

• The speed in which the processes are typically completed.

• Inefficiencies that reduce responsiveness are found in all three critical processes.

• Inefficiencies in responsiveness are a commonly ignored problem.

Quality

• Where quality of the work leads to wasted effort.

• Primary causes– Poor job order qualification– Poor candidate qualification

• Secondary causes include:– Poor collaboration– Poor client management– Poor candidate management

Throughput

• The maximum number of submittals an organization can generate withoutsacrificing quality

• Common issues:– Poor automation– Skill set variance– Team size

Solution Development

• Workshops are preferred– Cross functional problem– Team alignment

• Team gains an understanding of the problem• Issues are vetted• Team help develop the solution• Team leaves with well defined expectations

– Small organizations can effectively use a top down approach

Implement, Measure, and Adapt

• Implement– Ownership– Timeline– Budget

• Measure– Build metrics to capture progress– Review as a team and challenge assumptions

• Adapt– If results are not there, then make adjustments

Common Causes of Poor Alignment

Common Causes

• Delays• Over Processing• Over Production• Poor Automation• Poor Inventory Management• Poor Qualification

*These all lead to wasteful activity that provide no value to the client*

Common Causes: Delays

• Jobs entering queue• Job Order assignment• Poor access to sourcing tools• Delay in AM reviewing resume• Delay in AM sending resume to client

Over Processing

• Job description detail• Resume reformatting• Creating submittal

Over Production

• Poor job order prioritization• Poor job order assignment• Over coverage

Poor Automation

• Poor tool usage• Insufficient

investment in tools– Dated tools– Not enough tools

Inventory Management

• Lack of passive sourcing strategy• Poor documentation of top candidates• Lack of cross over submittals• Poor replacement strategy

Lack of Qualification

• Poor job order qualification is the largest individual contributor to waste.

• Poor candidate qualification not only is wasteful to they agency but to the client as well.

Q&A

Contact Mike Cleland770-380-0046mcleland@chartedpath.com

About Charted Path

• Charted Path works with staffing executives to improve competitiveness through:– Key Issues Assessments– Improvement Workshop Facilitation– Metrics Portfolio Development– Executive and Line Level Management Coaching

• Contact Mike Cleland– 770-380-0046– mcleland@chartedpath.com

© 2012 Crain Communications Inc

Give Us Immediate Feedback

A B C D F291419 291422 291424 291425 294432

Please grade your satisfaction with this session on a scale from A (highest) to F (lowest) by texting your grade to #22333.

Concurrent Session: Sales & Recruiting Track

Aligning Your Recruiting Model withClients’ Needs