5.19.09 Professional Volume Jobs2

© 2008 Seven Step Recruiting. All Rights Reserved.

“Turning up the Volume” Hiring salaried workers at volume


What is considered “volume” hiring

Companies that need to fill a large number of positions

• Very High Volume: 5000+ positions to fill annually

• High Volume: 2000+ positions to fill annually

• Volume: 500+ positions to fill annually

There are two types of volume hiring

• Homogeneous

» All or most of the positions to fill are similar

» Typically unskilled or low skilled positions that are more junior level in nature

» Ex: Call Center Representatives, Customer Service Representatives, Sales Trainees, etc…

• Heterogeneous

» All or most of the positions to fill are dissimilar

» Typically, there is a wide mix of different positions to fill

» Ex: Accountants, Marketing Professionals, IT Staff, Industry specific roles, etc…


Why is this topic so relevant?

For some, volume hiring is happening as we speak

• Even today, there are many companies facing this challenge of filling volume hiring needs

For others, volume hiring is coming soon

• As the economy stabilizes in 2009, corporations will begin rebuilding again and rapid large-scale hiring will be occurring in companies of all sizes

So …. How do you prepare for and deal with volume hiring?

• HR departments have been significantly downsized and recruiting budgets have been slashed. Companies today are not engineered to accommodate the demands of a fast increase in hiring


Audience Poll

What amount of volume did you handle in 2008?

volume (500+)

high volume (2000+)

very high volume (5000+)

What amount of volume are you handling currently?

volume (500+)

high volume (2000+)


What amount do expect to handle in 2010?

volume (500+)

high volume (2000+)



What makes volume hiring so difficult?

Higher volume can translate to less time spent with each hiring manager

• Not enough time to attend to and answer all Hiring Manager questions. Satisfaction suffers

• Too many points of contact increase your overall burden to manage process. Efficiency drops

Higher volume can jeopardize attention to detail

• Too much to do and not enough time. Things begin falling through the cracks. Quality slips

Higher volume turns you into a “jack of all trades - master of none”

• So many different jobs to fill make you less of an expert in certain verticals. Specialization gets lost

Higher volume means some work will go undone

• Activities and certain process stages end up getting ignored. Delivery is incomplete


Volume Hiring Shouldn’t Mean You Have To Sacrifice

Satisfaction

Compliance

Quality

Specialization

Delivery

All of these qualities can be achieved with the right program in place!


The Keys to Volume Hiring

Process PeopleStandardization of process across business

units for volume hiring

Structure all candidate and hiring manager communications

Relentless pursuit of improvement

Team-based approach

Proper Resource allocation

Specialization within the teams

Small “span of control” for team leads

Consistent and on-going training and coaching

Promote competition within the team

Technology MeasurementProcess automation

Integration to create an improved user experience and technology “ecosystem” (ERP, 3rd party apps, etc.)

Specialty tools for sourcing

Support for just-in-time measurement

Promotion of online self-service

Establish clear and simple goalsEstablish visual management system that

is updated dailyHeavy measurement of performance


PROCESS: Standardized Process Map

Components of a Process Map

• A single all encompassing document outlining the hiring process from start to finish

• Includes detailed steps, timeframes, participants, resources and expectations

Interview all necessary stakeholders

• Consult all participants in the process to understand the different process needs

• Helps constituents feel as though they were “part of the process”. Compliance goes up if managers and HR feel they’ve been consulted and their ideas heard

Benefits:

• Excellent reference point for recruiters and managers when questions arise

• Heightened credibility for HR that a process is indeed in place


PROCESS: Structured Recruiter Communication

The Hiring Manager Questionnaire

• Educate the Hiring Manager on the process and outline what is needed of them

• Gather expectations on when they want to fill the job and their communication preferences

• Gathers their thoughts and ideas on filling the job and any important details on the interview process

• Gathers hiring manager’s extended description of what they want in a candidate

Email Communication Templates

• Helps educate the candidate/ manager on next steps and action required on their behalf

• Ensures proper messaging and adherence to employer branding strategy

• Educates the manager with helpful tips and advice on how to conduct next steps

Leverage of Systems Training

• Provide brief training on process or technology (ex: Interviewing skills or using ATS)


PEOPLE: Team-based Approach

End-to-End Model

• Each individual handles ALL aspects of the process start to finish

• Everyone works independently

• Only low volume hiring needs are met with the end-to-end model

Team-based Model

• Each individual handles different steps of the process with an assembly-line architecture

• Everyone works together as one sequential team

• A logical division of labor is established based on strengths and interests of team members

• Each role is managed using a universal process map and set performance metrics

• With the exception of low volume hiring, nearly any other type of challenging hiring needs will require a segmented team-based model

Team-based model

End-to-End model

urgent hiring needs

specialized hiring needs

high volume of hires

Low volume of hires

Best choice for: complex hiring process


PEOPLE: Proper Resource Allocation

The recruitment team must be the right size and have the right focus

• Understaffed teams will end up working harder for less results

• Overstaffed teams will create complacency and be a cost to the company

Take your monthly number of positions multiplied by the known turn rates to determine the volumes of transactions that will need to be addressed

• Recruitment Coordinator – for sourcing

» 1 resource for XX positions a month

• Recruiter – for screening, selling, feedback, closure


• Recruitment Coordinator – for scheduling


• Recruitment Coordinator – for offers and on-boarding


Team LeaderTeam Leader

RecruiterRecruiter

RecruiterRecruiter

RecruiterRecruiter

Recruitment

Coordinator

Recruitment

Coordinator

Recruitment

Coordinator

Recruitment

Coordinator

Recruitment Coordinator

Recruitment Coordinator


TECHNOLOGY: Full Leverage of Automation Techniques

Aggressively pursue standard processes

• Create “ecosystem” of integrated technologies for low-value tasks (background checks, I-9 forms, etc…)

Streamline candidate job application process to reduce incoming work

• Disqualification questions

• Qualification questions

• Assessments and skills testing

Encourage hiring manager self-service

• Access to candidate short-list and other details

• Improve visibility into the process without synchronous communications (e.g. phone calls)

Promote candidate self-service

• Provide a candidate “home page” on your career site that allows for updates, communication preferences and more

• Improve visibility into the process without synchronous communications (e.g. phone calls)


MEASUREMENT: Clear & simple goals to measure by

Have a standard set of goals that each role must live up to

• Quantity goals» 20 resumes sourced per job

» 10 phone screens per job

» 5 presents per job

• Quality goals» 3/1 interviews to hire

» 90% acceptance rate of offers

» 95% success rate of new hires

» 90% customer satisfaction rate

• Speed» 24 hours time-to-open

» 1 week time-to-find

» 20 day time-to-hire

Then measure, measure, measure

• Performance vs. benchmarks

• Performance vs. targets

Documents

5.19.09 Professional Volume Jobs2