Continuous Process Improvement – summer 2015
Hiring for Non-faculty
]
Continuous ProCess imProvement - summer 2015
Hiring for Non-Faculty
Continuous Process Improvement
Hiring – summer 2015
Becky Chadwick – Sponsor
Vice President of Information, Marketing, and Effectiveness
Chad Austin
Career Service Officer, Office of Career Services
Lynn Borczon
Assistant Director of Human Resources, Human Resources
Reuben Brukley – Team Leader
Manager, Facilities Services
Janice Gilliland
Associate Dean, Math and Science Division
William Lodge
Director of Labor Relations and Human Resources, Human Resources
Debra Pace
Generalist, Human Resources
Karen Sadanowicz – Team Scribe
Assistant Registrar, Registration and Records
Hassan Talib - Graphics
Adjunct Instructor, Math and Science Division
Joe Zitnik
Network and Systems Analyst, IT Services
Project Statement To improve the hiring process for non-faculty employees at Henry Ford College as measured by establishment of clear protocol, length of time between vacancy and acceptance of offer, and improved satisfaction with the process.
Background Information and Project Summary
The Continuous Process Improvement team – Hiring was established in June of 2015 to assess the hiring process for non-faculty employees at Henry Ford College. Initial data collected by the Office of Human Resources indicated an unstable process with great variability. A combination of CPI, Project Management, and Six Sigma techniques were employed to examine, define, organize, and expedite the hiring process at HFC. The team identified nine different hiring processes for non-faculty employees, mapping the processes with individual flowcharts, and grouping the steps together into six primary stages.
1. Creation and Review of the PRF 2. The Approvals Process 3. Posting 4. Identifying qualified candidates 5. Interview 6. Offer and Accept
The team walked each group’s process and value mapped each stage for every employee group’s process. This establishes a foundational time frame in which each stage of the process can be expected to be completed. The team created a RASIC chart in which key individuals in the hiring process were identified and assigned specific roles. The proposed approach was designed to balance those individual’s responsibilities with higher efficiency of process. External benchmarking metrics and hiring best practices were solicited from the HR offices of comparable institutions. A survey of hiring managers was conducted. Data from the survey indicated a majority of respondents agreed with team determinations that the approvals and interview stages were the most challenging stages of the current hiring process. A telephone survey of Michigan two-year colleges was conducted in order to solicit information relating to the number of FTE (full-time equivalent) employees and corresponding number of HR staff dedicated to the hiring processes at those institutions. Based on the results of these exercises, the team has reached consensus on the recommendations contained in this report.
Glossary of Terms
Approval Process – Process by which a job requisition passes through hiring managers, Human
Resources, and executive officers for approval to begin recruiting and to ensure accuracy, completeness,
legality, and appropriate budgeting of a position prior to posting.
External
Posted Externally – A posting open to all applicants.
External Candidate – An applicant that is not a member of the bargaining unit or group to which
a position belongs.
Hiring Manager – An HFC employee responsible for submitting a properly completed Personnel
Requisition Form, reviewing candidate resumes, interviewing candidates, and selecting the correct
candidate.
Hiring Process – Process by which HFC recruits, reviews, hires or promotes, and replaces employees.
There are nine types of non-faculty employees at Henry Ford College, each with its own varying process.
The types are identified as:
1. Dearborn Schools Operating Engineers Association
2. Exempt - Administrative Assistant
3. Executive - Cabinet and HR Director
4. Exempt - Human Resources Employee
5. Local 71 - Associate Dean
6. Local 71 - Administrators, Grades 1 – 1A
7. Local 71 - Administrators, Grades 2 – 8
8. Non represented – Part Time
9. Support Staff Association
Internal
Posted Internally – A position that is only open to current bargaining unit members.
Internal Candidate – An applicant that is a current member of the bargaining unit or group to
which the posted position belongs.
Onboarding Software – Software purchased or licensed from a third party vendor designed to systemize
and track the hiring process.
PeopleAdmin – Onboarding software currently used by HFC Human Resources since 2012
Posting – A position posted on the College’s website or a College-affiliated website, for internal
employee units such as the HFC-SSA or Local 71, as well as a position posted to any external web sites
such as Monster or CareerBuilder. Postings can be open to internal candidates or external candidates.
PRF – Personnel Requisition Form. Electronic form currently created in PeopleAdmin, used by hiring
managers for generating job postings.
Current Process
The current process for non-faculty hiring at Henry Ford College is comprised of nine varying processes
for nine corresponding employee types:
1) Local 71 Associate Deans
2) Local 71 Directors and Executive Directors (Grades 1 and 1A)
3) Local 71 Grades 2 through 8
4) Dearborn Schools Operating Engineers Association (DSOEA)
5) Exempt – Administrative Assistants
6) Exempt – Cabinet and Director of Human Resources
7) Exempt – HR Generalists
8) Non-Represented Part-Time employees
9) HFC Support Staff Association (SSA)
When a position needs to be filled within one of these employee groups, the hiring manager is
responsible for submitted a Personnel Requisition Form (PRF) on People Admin, the current onboarding
software used at HFC. Once the hiring manager has created the PRF, it goes through an approvals stage
before it is posted.
Whether the position is posted internally to HFC employees or to all applicants both internal and
external will vary. These variations are detailed in the following flowcharts. With the primary exception
of the posting stage of the process, there are very few areas in which time frames are established or
deadlines enforced.
Once the posting is closed, hiring managers sort through applicants for the position in order to identify
candidates. Qualified candidates are contacted for interviews, the scheduling of which needs to
accommodate not only the candidates and hiring manager, but also, under varying circumstances, other
administrators or executives, a representative from HR, and hiring committees.
Successful candidates within some groups must also schedule and pass any testing required to be
considered as qualified for a position. Testing is conducted at the Office of Human Resources.
Finally, the successful candidate is identified by the hiring manager, and the position is offered to the
candidate by the Office of Human Resources. In the event the candidate does not accept the position,
the process returns to the stage at which the hiring manager identifies qualified applicants for selection,
and continues as needed until a successful candidate fills the position. Once a candidate is offered a
position and accepts, the process is complete.
Start Create PRF & SubmitFor Approval
PRF Forwarded To HR
HR Reviews PRFFor Accuracy, Completeness,
Legality & Approve
Is PRF Accurate,Complete &
Legal
Post Internally For 5‐Business‐Days & Notify Local 71
Members Laid Off In The Past 3‐yearsHR Contacts Hiring
Manager & Makes Necessary
Improvements
No
Are There Active Internal Candidates?
Candidates Are Reviewed Internally
By HR & Hiring Committee
Yes
Job Posted Externally
No
Are Candidates Qualified?
Qualified Candidates Are Interviewed By
HR & Hiring Committee
Yes
No
Is A Candidate Selected?
HR Contacts Selected Candidate
& Offer Job
Yes
Does Candidate Accept Offer?
Determine Start Date
Yes
End
Reselect A Qualified
Candidate From Interviewed Pool
HFC Hiring Process FlowchartDirectors & Executive Directors
Sending a Link Of The Posting To The Local 71 Members Laid Off In The Past 3‐yearsSent to HR StaffSent to Hiring Manager
A1
Qualified Candidates Are Interviewed By
HR & Hiring Committee
Is A Candidate Selected?
A2
No
Has the PRF Been Approved By The Directors/A.D?
Has the PRF Been Approved By The Appropriate VP?
Yes
Has the PRF Been Approved By The VP Finance?
Yes
Has the PRF Been Approved By The President’s Office?
Yes
Yes
Consult VPNo
Consult VP Finance
Consult President’s Office No
Has the PRF Been Approved By The Appropriate VP?
Yes
No
End
No
Has the PRF Been Approved By The VP Finance?
End
No
Yes
Has the PRF Been Approved By The President’s Office?
Yes
End
No
A2
Background & Reference Check
Completed
Yes
No
Yes
No
Are There Any Local 71 Laid Off Candidates?
HR & Hiring Manager Verify Qualification
Yes
If One Laid Off Candidate is Qualified, She/he Offered the Job.If Multiple Qualified Candidates, Contract Language Prevail.
External Candidates Are Reviewed By HR & Hiring Committee
A1
No
Create A Committee According to Section 6 of the Constitution
Of The Faculty Organization
No
Start Create PRF & SubmitFor Approval
PRF Forwarded To HR
HR Reviews PRFFor Accuracy, Completeness,
Legality & Approve
Is PRF Accurate,Complete &
Legal
Post Internally For 5‐Business‐Days & Notify Local 71
Members Laid Off In The Past 3‐yearsHR Contacts Hiring
Manager & Makes Necessary
Improvements
No
Are There Active Internal Candidates?
Candidates Are Reviewed Internally
By HR & Hiring Manager
Yes
Job Posted Externally
No
Are Candidates Qualified?
Qualified Candidates Are Interviewed By
HR & Hiring Manager
Yes
No
Is A Candidate Selected?
HR Contacts Selected Candidate
& Offer Job
Yes
Does Candidate Accept Offer?
Determine Start Date
Yes
End
Reselect A Qualified
Candidate From Interviewed Pool
HFC Hiring Process FlowchartLocal 71 Grades 2‐8
Sending a Link Of The Posting To The Local 71 Members Laid Off In The Past 3‐yearsSent to HR StaffSent to Hiring Manager
A1
Qualified Candidates Are Interviewed By
HR & Hiring Manager
Is A Candidate Selected?
A2
No
Has the PRF Been Approved By The Directors/VP?
Has the PRF Been Approved By The Appropriate VP?
Yes
Has the PRF Been Approved By The VP Finance?
Yes
Has the PRF Been Approved By The President’s Office?
Yes
Yes
Consult VPNo
Consult VP Finance
Consult President’s Office No
Has the PRF Been Approved By The Appropriate VP?
Yes
No
End
No
Has the PRF Been Approved By The VP Finance?
End
No
Yes
Has the PRF Been Approved By The President’s Office?
Yes
End
No
A2
Background & Reference Check
Completed
Yes
No
Yes
No
Are There Any Local 71 Laid Off Candidates?
HR & Hiring Manager Verify Qualification
Yes
If One Laid Off Candidate is Qualified, She/he Offered the Job.If Multiple Qualified Candidates, Contract Language Prevail.
External Candidates Are Reviewed By HR & Hiring Manager
A1
No
No
Start
HFC Hiring Process FlowchartAD
Election by Division Yields Candidate? Job Posted ExternallyNo
End
Yes
Qualified Candidates are Interviewed by
Committee
Is a Candidate Selected?
Forward to President &Second Interview with
Appropriate VP (i.e. VP of Academic Affairs or Student Affairs
Yes
?
No
Is Candidate Accepted by President?
End
Yes
?No
Background & Reference Check
Completed
Start Create PRF & SubmitFor Approval
PRF Forwarded To HR
HR Reviews PRFFor Accuracy, Completeness,
Legality & Approve
Is PRF Accurate,Complete &
Legal
Post Internally For 5‐Business‐Days
HR Contacts Hiring Manager & Makes
Necessary Improvements
No
Are There Qualified DSOEA Candidates?
Non‐DSOEA Candidates?
All Qualified Non‐DSOEA Candidates Are Interviewed
Job Is Offered To DSOEA Candidate
Does Candidate Accept Offer?
Determine Start Date
Yes
End
HFC Hiring Process FlowchartDSOEA
Has the PRF Been Approved By The Directors/VP?
Has the PRF Been Approved By The Appropriate VP?
Yes
Has the PRF Been Approved By The VP Finance?
Yes
Has the PRF Been Approved By The President’s Office?
Yes
Yes
Consult VPNo
Consult VP Finance
Consult President’s Office No
Has the PRF Been Approved By The Appropriate VP?
Yes
No
End
No
Has the PRF Been Approved By The VP Finance?
End
No
Yes
Has the PRF Been Approved By The President’s Office?
Yes
End
No
Job Is Offered To Preferred Candidate
Yes
No
Are There 2 Or More Interested
DSOEA Candidates?
Job Is Posted Internally For 5‐ Business Days To
DSOEA
HR Refers To List Of Interested, Qualified Candidates Per DSOEA Annual Transfer Request Sheet. Such Candidates Are Contacted, From Highest Seniority To Lowest, And Asked If They Would Like To Interview For Position.
A1
Is Position New Or Existing?
New
Existing
Is There Suitable Non‐DSOEA Candidate?
No
New: All Qualified Candidates Are Interviewed.
Existing: Up To Two Highest Seniority Candidates Are Interviewed.
A2
Is There More Than One Candidate?
Post Externally Until Filled No
Yes
A2 No
Yes
No
Two Highest Seniority Candidates Are Interviewed.
Yes
Runner‐up Is Offered The Position
Is There a Second
Interviewee?A2 No
Yes
Does Runner‐up Accept The Offer?
No
A1
YesNo
No
Yes
Start Create PRF & SubmitFor Approval
PRF Forwarded To HR
HR Reviews PRFFor Accuracy, Completeness,
Legality & Approve
Is PRF Accurate,Complete &
Legal
Post Internally & Externally Minimum
of (2‐Weeks)HR Contacts Hiring Manager & Makes
Necessary Improvements
No
HR Manager/HR Determines
Candidate to be Tested
Extend Deadline Have Candidates Passed Test?
Qualified Candidates Are Interviewed By Hiring Manager &
HR
Yes
No
Is A Candidate Selected?
HR Contacts Selected Candidate
& Offer Job
Yes
Does Candidate Accept Offer?
Determine Start Date
Yes
End
Reselect A Qualified
Candidate From Interviewed Pool
HFC Hiring Process FlowchartAdministrative Assistants
A1
External Candidates Are Reviewed By Hiring Manager
Have Candidates Passed The Test?
Qualified Candidates Are Interviewed By Hiring Manager &
HR
Is A Candidate Selected?
A2No
A2
No
A1
Has the PRF Been Approved By The Directors/VP?
Has the PRF Been Approved By The Appropriate VP?
Yes
Has the PRF Been Approved By The VP Finance?
Yes
Has the PRF Been Approved By The President’s Office?
Yes
Yes
Consult VPNo
Consult VP Finance
Consult President’s Office No
Qualified Candidates To Take The Test
Are the Candidates
Qualified to Take the Test?
Yes
A2No
Has the PRF Been Approved By The Appropriate VP?
Yes
No
End
No
Has the PRF Been Approved By The VP Finance?
End
No
Yes
Has the PRF Been Approved By The President’s Office?
Yes
End
No
A2
Background & Reference Check
Completed
Yes
No
No
Yes
No
Start Create PRF & SubmitFor Approval
PRF Forwarded To HR
HR Reviews PRFFor Accuracy, Completeness,
Legality & Approve
Is PRF Accurate,Complete &
Legal
Post Internally/Externally
HR Contacts Hiring Manager & Makes
Necessary Improvements
No
Qualified Candidates Are Interviewed By
HR & Hiring Committee
Extend Deadline Are Candidates Qualified?
Committee Recommends
Candidates for 2nd Interview
Yes
No
HR Contacts Selected Candidate
& Offer Job
Does Candidate Accept Offer?
Determine Start Date
Yes
End
HFC Hiring Process FlowchartCabinet/HR Director
A1
Qualified Candidates Are Interviewed By
HR & Hiring Manager
Is A Candidate Selected?
A2
No
Has the PRF Been Approved By The Directors/A.D?
Has the PRF Been Approved By The Appropriate VP?
Yes
Has the PRF Been Approved By The VP Finance?
Yes
Has the PRF Been Approved By The President’s Office?
Yes
Yes
Consult VPNo
Consult VP Finance
Consult President’s Office No
Has the PRF Been Approved By The Appropriate VP?
Yes
No
End
No
Has the PRF Been Approved By The VP Finance?
End
No
Yes
Has the PRF Been Approved By The President’s Office?
Yes
End
No
A2
Background & Reference Check
Completed
Yes
Yes
No
HR & Hiring Manager Verify Qualification
External Candidates Are Reviewed By HR & Hiring Manager
A1
Create A Committee According to Section 6 of the Constitution
Of The Faculty Organization
Interview by President
(HR Director by VP)
Start Create PRF & SubmitFor Approval
PRF Forwarded To HR
HR Reviews PRFFor Accuracy, Completeness,
Legality & Approve
Is PRF Accurate,Complete &
Legal
Post Internally to all Employees & Externally
HR Contacts Hiring Manager & Makes
Necessary Improvements
No
Candidates Are Reviewed By HR & Hiring Manager
Extend Deadline Are Candidates Qualified?
Qualified Candidates Are Interviewed By
HR & Hiring Manager
Yes
No
Is A Candidate Selected?
HR Contacts Selected Candidate
& Offer Job
Yes
Does Candidate Accept Offer?
Determine Start Date
Yes
End
Reselect A Qualified
Candidate From Interviewed Pool
HFC Hiring Process FlowchartHR Generalist/HR Assist. Director
A1
Qualified Candidates Are Interviewed By
HR & Hiring Manager
Is A Candidate Selected?
A2
No
Has the PRF Been Approved By The Directors/VP?
Has the PRF Been Approved By The Appropriate VP?
Yes
Has the PRF Been Approved By The VP Finance?
Yes
Has the PRF Been Approved By The President’s Office?
Yes
Yes
Consult VPNo
Consult VP Finance
Consult President’s Office No
Has the PRF Been Approved By The Appropriate VP?
Yes
No
End
No
Has the PRF Been Approved By The VP Finance?
End
No
Yes
Has the PRF Been Approved By The President’s Office?
Yes
End
No
A2
Background & Reference Check
Completed
Yes
No
Yes
No
HR & Hiring Manager Verify Qualification
External Candidates Are Reviewed By HR & Hiring Manager
A1
No
Start Create PRF & SubmitFor Approval
PRF Forwarded To HR
HR Reviews PRFFor Accuracy, Completeness,
Legality & Approve
Is PRF Accurate,Complete &
Legal
Post Externally Only
HR Contacts Hiring Manager & Makes
Necessary Improvements
No
Candidates Are Reviewed By HR & Hiring Manager
Extend Deadline Are Candidates Qualified?
Qualified Candidates Are Interviewed By
HR & Hiring Manager
Yes
No
Is A Candidate Selected?
HR Contacts Selected Candidate
& Offer Job
Yes
Does Candidate Accept Offer?
Determine Start Date
Yes
End
Reselect A Qualified
Candidate From Interviewed Pool
HFC Hiring Process FlowchartNon‐Union PT
A1
Qualified Candidates Are Interviewed By
HR & Hiring Manager
Is A Candidate Selected?
A2
No
Has the PRF Been Approved By The Directors/VP?
Has the PRF Been Approved By The Appropriate VP?
Yes
Has the PRF Been Approved By The VP Finance?
Yes
Has the PRF Been Approved By The President’s Office?
Yes
Yes
Consult VPNo
Consult VP Finance
Consult President’s Office No
Has the PRF Been Approved By The Appropriate VP?
Yes
No
End
No
Has the PRF Been Approved By The VP Finance?
End
No
Yes
Has the PRF Been Approved By The President’s Office?
Yes
End
No
A2
Background & Reference Check
Completed
Yes
No
Yes
No
HR & Hiring Manager Verify Qualification
External Candidates Are Reviewed By HR & Hiring Manager
A1
No
Start Create PRF & SubmitFor Approval
PRF Forwarded To HR
HR Reviews PRFFor Accuracy, Completeness,
Legality & Approve
Is PRF Accurate,Complete &
Legal
Post Internally For 5‐Business‐Days
HR Contacts Hiring Manager & Makes
Necessary Improvements
No
Are There Internal
Candidates?
Candidates Are Reviewed Internally
By Candidate Selection Committee
Includes Test Results (Taken/Passed)
Yes
Job Posted Externally
No
Are Candidates Qualified?
Qualified Candidates Are Interviewed By Hiring Manager, HR & (Union Rep. If
Internal & Requested)
Yes
No
Is A Candidate Selected?
HR Contacts Selected Candidate
& Offer Job
Yes
Does Candidate Accept Offer?
Determine Start Date
Yes
End
Reselect A Qualified
Candidate From Interviewed Pool
HFC Hiring Process FlowchartSSA
Posted InternallyHFC–Website–HR–SSA–Web PageSent to Fill Request SSA EmployeesSent to HR StaffSent to Hiring Manager
A1
External Candidates Are Reviewed By Hiring Manager
Have Candidates Passed The Test?
Qualified Candidates Are Interviewed By Hiring Manager, HR & (Union Rep. If
Internal & Requested)
Is A Candidate Selected?
A2No
A2
No
A1
Has the PRF Been Approved By The Directors/VP?
Has the PRF Been Approved By The Appropriate VP?
Yes
Has the PRF Been Approved By The
VP Finance?
Yes
Has the PRF Been Approved By The President’s Office?
Yes
Yes
Consult VPNo
Consult VP Finance
Consult President’s Office No
Qualified Candidates To Take The Test
Are the Candidates
Qualified to Take the Test?
Yes
A2No
Has the PRF Been Approved By The Appropriate VP?
Yes
No
End
No
Has the PRF Been Approved By The
VP Finance?
End
No
Yes
Has the PRF Been Approved By The President’s Office?
Yes
End
No
A2
Background & Reference Check
Completed
Yes
No
No
Yes
No
Business Days Elapsed from Date Position is Posted to Date Position is Filled
Figure 1 - SSA
Figure 2 – Local 71 Administrators
Figure 3 – Exempt Executives and HR
Data obtained by HFC Human Resources June 2010 – March 2014. Total of 144 positions sampled.
0
50
100
150
200
250
1 7
13
19
25
31
37
43
49
55
61
67
73
79
85
91
97
10
3
10
9
11
5
12
1
12
7
13
3
DA
YS
ELA
PSE
D
SSA POSITIONS
91
53
142
113
89 89 89 89
205
10
46
79 79 79 73 63
0
50
100
150
200
250
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
DA
YS
ELA
PSE
D
LOCAL 71 POSITIONS
34
85
75
41
10
53
0
10
20
30
40
50
60
70
80
90
1 2 3 4 5 6 7 8 9
DA
YS
ELA
PSE
D
EXEMPT POSITIONS
Analyzing the Cause for Current Outcome
The team conducted a survey of HFC hiring managers to establish what they felt were the most efficient
and most challenging aspects of the hiring process for non-faculty employees. Respondents indicated
the approval process was the most challenging, while the offer /accept process was indicated as the
most efficient. Responses are ranked as follows:
Respondents also were given the opportunity to express opinions relating to the hiring process for non-
faculty. In summary, survey respondents provided a wide range of concerns that included training
related to the hiring process (2), slow-down caused by candidate testing (2), loss of quality candidates
due to length of process duration (2), and perceived deficiencies in candidate recruitment (3).
CreationReview
Approval Posting ID candidate InterviewOffer and
Accept
Most Efficient 4 1 1 1 4 5
Least Efficient 2 5 4 1 3 0
0
1
2
3
4
5
6
Hiring Managers Survey Results
Most Efficient Process Most Challenging Process
Offer and Accept Approvals
Creation and Review Posting
Interview Interview
ID Candidate Creation and Review
Posting ID Candidate
Approvals Offer and Accept
Time from PRF to Yes
Machines MaterialsEnvironment
Lack of Process & Hiring BookletPeople AdminPacing
TrackingHiring Process
Clear Path of ProcessLack of Benchmarking to Standard(Process Feedback)
Cyclical Nature
Forms
Numerous Approvals Delays
Committee Formation
Shallow Talent Pool
Lack of Training
Lack of Patience
Politics
References Back In
Forms Overload
References
Lack of Technology
Competing Objectives/Multitude of
Increase of Mistakes
Shuffling of Staff
Staff Turnover
Lean Staffing
Time to Schedule AppointmentWith Candidates
Lack of Agreement of Candidate Selection
Testing Software Fail
Contractual Obligation for Internal/External Postings
Limited or Restricted Physical Space
Before InterviewAfter Interview
Election
D/L
D/L
D/L
L
L
HR Staffing Analysis Information
Henry Ford College (6 HR employees – 2 handle hiring process for 633 FTE)
1 handles all hiring (AD assists when Generalist is out of office or has extremely heavy load)
1 Assistant helps with scheduling interviews
2/633 x 100 = 0.3
Grand Rapids Community College (10 HR employees – 4 handle hiring process for 875 FTE)
1 Contingency (temp) hires/Retention/Affordable Care
1 Adjuncts/Faculty/FMLA
2 handle the rest of the hiring (regular and part-time employees)
1 Administrative Support
4/875 x 100 = 0.5
Lansing Community College – (14.5 HR employees – 3 1/2 handle hiring process for 1148 FTE)
2 Full-time handle hiring
1 part-time assist with hiring process
Director assists with hiring
3.5/1148 x 100 = 0.3
Macomb Community College (14 HR employees – 7 handle hiring process for 1116 FTE)
1 full-time and adjuncts
1 part time handles non-credit faculty/Administrative Assistants/non-faculty
1 handles supervisors/technology/campus police
1 handles background checks
VP makes offers to Admin
Director of Personnel – makes offer to full-time prospects
1 Assistant helps with paperwork
7/1116 x 100 = 0.6
Oakland Community College (11 HR employees – recent lay-offs - 3 handle hiring process for 1236 FTE)
1 handles Faculty hires
1 handles Adjuncts
1 handles non-faculty hires
3/1236 x 100 = 0.2
Schoolcraft College (6 HR employees – 3 handle hiring process for 564 FTE)
1 handles all hiring
Executive Director handles Upper Administration hiring
1 Assistant
3/564 x 100 = 0.5
Wayne County Community College (12 HR employees – 3 handle hiring process for 785 FTE)
3 handle hiring paperwork (jobs are offered by various chancellors at the college)
3/785 x 100 = 0.4
Improvement Theory
The team identified three areas in which the hiring process at HFC could be improved:
1) Training and procedural standardization for hiring managers and committees
2) Changes relating directly to the hiring process
3) HR Systems and Organization
It is within those three categories that the team’s recommendations can be placed. Recommendations
are submitted with the intention of stabilizing and controlling the process, assigning clearer roles within
the process, establishing greater clarity for those who administer the process, and maximizing the
college’s benefit from the process.
Anticipated Positive Results
Reduced time to fill position and maximize quality of hire
Increased first choice for hiring
Standardized hiring practices across all employee groups
Increased understanding of hiring procedures
Decreased level of departmental uncertainty/confusion
Increased satisfaction of internal customers
Improved experience for external customers
Increased quality of hire
Recommendations – Hiring
Training and procedural standardization for hiring managers and committees
01. Develop an orientation program for hiring managers on the hiring process.
02. Create a Hiring Standard Operating Procedures handbook for managers and other interested
parties.
03. Develop an orientation program for hiring committees to provide details on posted jobs and the
requirements expected of applicants.
04. Create a procedure manual explaining onboarding software for hiring managers and other
interested parties.
Hiring Process Improvements
05. Gantt chart the hiring process, ensuring hiring process timelines are met and that all relevant
parties are aware of time commitments.
06. Re-order steps in the approvals process so new positions originate in HR and subsequent
approvals are made on complete, accurate, and legal PRFs.
07. Job descriptions are updated during employee’s annual evaluation.
08. Lock job descriptions once the hiring process has begun.
09. Expedite approvals process per RASIC chart, differentiate between new and existing positions.
10. Require hiring managers to identify and assign alternates to perform interviews in the event
that they are unable to perform interviews themselves, to ensure the process remains on
schedule.
HR Systems and Organization
11. Assign an identification number to each non-faculty position to improve organization and clarity
throughout the hiring process.
12. Develop a system for tracking and benchmarking the hiring of both internal and external
applicants.
13. RFP for new onboarding system should reflect the need to capture data on steps, and the
duration of individual steps for each hire, as outlined by recommended flowcharts. Data should
be evaluated on an annual basis to determine where improvements can be made.
14. Review staffing data to ensure HFC Office of Human Resources is adequately staffed and
structured.
The RASIC CHART
The RASIC chart is a tool used in project management. It is a responsibility assignment matrix wherein the
roles of Responsible, Accountable, Support, Informed, and Consulted are assigned to key players
throughout a given process. The roles are defined as follows:
Responsible - The person(s) who is ultimately responsible for delivering the project and/or task
successfully
Accountable - The person(s) who has ultimate accountability and approval authority; they review and
assure quality and are the person(s) to whom “R” is accountable
Supporting - The team or person(s) supporting the "real" work with resources, time or other material
benefit. They are committed to its completion
Informed - Those who provide input and must be informed of results or actions taken but are not
involved in final decision-making.
Consulted - Those who provide valuable input into product design or establish quality review criteria.
Their buy-in is important for successful implementation.
The RASIC chart was developed to clearly establish tasks, key people, processes, and roles. The RASIC
Chart was the work of the entire CPI team. It was developed after clear steps were established for all hiring
processes and then used to determine what role the key people in the process were ultimately labeled
with and responsible for.
There are 2 RASIC Charts:
New Position – Follows current process.
Replacement Hire – Approving parties are no longer responsible for approvals before posting, but are
informed as PRF moves from Creation and Review stage to Post stage. HR reviews and approves PRF for
legality, completeness, and accuracy before job is posted.
The role of the HR director was discussed at great length. Ultimately it was decided that a director has to
be held accountable for any and all actions that take place within his/her department. Clearly the
greatest amount of effort, time, and focus still comes from the HR director, HR team, and the direct hiring
manager.
Roles and categories were thoroughly analyzed to ensure that levels of involvement targeted efficiency
and speed while also placing importance on access to support and information. There might be additional
modifications to the RASIC Charts should there be a need for committee participation.
RASIC Chart for New Positions
RASIC Charts for Existing Positions
Step/It
em
Task
s/Req
uirem
ent
HR Dire
ctor
HR
Hiring
Man
ager
Direct
or/VP
VP - Fi
nance
Presid
ent's
Offi
ce
Hiring
Comm
ittee
1 Creation of PRF I R/A
2 Review of the PRF A R C
3 Personnel Report Generated by HR A R
4 Appropriate Parties Approve A R R R R
5 HR Posts Job A R I
6 ID Candidates A S R *C
7 Interview A S R *C
8 Selection of Successful Candidate(s) A S R *C
9 Job Offer A R I I
10 Start Date A R I
11 Orientation Date A R I
Step/It
em
Task
s/Req
uirem
ent
HR Dire
ctor
HR
Hiring
Man
ager
Direct
or/VP
VP - Fi
nance
Presid
ent's
Offi
ce
Hiring
Comm
ittee
1 Creation of PRF R/A
2 Review of the PRF R/A
3 Personnel Report Generated by HR A R
4 Inform Appropriate Parties A R I I I
5 HR Posts Job A R I
6 ID Candidates A S R C
7 Interview A S R C
8 Selection of Successful Candidate(s) A S R C
9 Job Offer A R I
10 Start Date A R I
11 Orientation Date A R I
PRF Forwarded To HR
Post Internally For 5‐Business‐Days & Notify Local 71
Members Laid Off In The Past 3‐years
Are There Active Internal Candidates?
Candidates Are Reviewed Internally
By HR & Hiring Committee
Yes
Job Posted Externally
No
Are Candidates Qualified?
Qualified Candidates Are Interviewed By
HR & Hiring Committee
Yes
No
Is A Candidate Selected?
HR Contacts Selected Candidate
& Offer Job
Yes
Does Candidate Accept Offer?
Determine Start Date
Yes
End
Reselect A Qualified
Candidate From Interviewed Pool
HFC Hiring Process FlowchartDirectors & Executive Directors
New‐Replacement Position Process
Sending a Link Of The Posting To The Local 71 Members Laid Off In The Past 3‐yearsSent to HR StaffSent to Hiring Manager
A1
Qualified Candidates Are Interviewed By
HR & Hiring Committee
Is A Candidate Selected?
A2
No
Has the PRF Been Approved By The Directors/A.D?
Has the PRF Been Approved By The Appropriate VP?
Yes
Has the PRF Been Approved By The VP Finance?
Yes
Has the PRF Been Approved By The President’s Office?
Yes
Yes
Consult VPNo
Consult VP Finance
Consult President’s Office No
Has the PRF Been Approved By The Appropriate VP?
Yes
No
End
No
Has the PRF Been Approved By The VP Finance?
End
No
Yes
Has the PRF Been Approved By The President’s Office?
Yes
End
No
A2
Background & Reference Check
Completed
No
Yes
Are There Any Local 71 Laid Off Candidates?
HR & Hiring Manager Verify Qualification
Yes
If One Laid Off Candidate is Qualified, She/he Offered the Job.If Multiple Qualified Candidates, Contract Language Prevail.
External Candidates Are Reviewed By HR & Hiring Committee
A1
No
Create A Committee According to Section 6 of the Constitution
Of The Faculty Organization & Conduct the Orientation
No
HR Contacts Hiring Manager & Makes
Necessary Improvements
Start
Hiring Manager to Create PRF & Submit
For Approval
HR Reviews PRFFor Accuracy, Completeness,
Legality & Approve
Personnel Report Generated by HR
Is this a New Position?
Inform Responsible PartiesDirector/VPVP Finance
President Office
YesNo
No
PRF Forwarded To HR
Post Internally For 5‐Business‐Days & Notify Local 71
Members Laid Off In The Past 3‐years
HR Contacts Hiring Manager & Makes
Necessary Improvements
Are There Active Internal Candidates?
Candidates Are Reviewed Internally
By HR & Hiring Manager
Yes
Job Posted Externally
No
Are Candidates Qualified?
Qualified Candidates Are Interviewed By
HR & Hiring Manager
No
Is A Candidate Selected?
HR Contacts Selected Candidate
& Offer Job
Yes
Does Candidate Accept Offer?
Determine Start/Orientation Date
Yes
End
Reselect A Qualified
Candidate From Interviewed Pool
HFC Hiring Process FlowchartLocal 71 Grades 2‐8
New‐Replacement Position Process
Sending a Link Of The Posting To The Local 71 Members Laid Off In The Past 3‐yearsSent to HR StaffSent to Hiring Manager
A1
Qualified Candidates Are Interviewed By
HR & Hiring Manager
Is A Candidate Selected?
A2
No
Has the PRF Been Approved By The Directors/VP?
Has the PRF Been Approved By The Appropriate VP?
Yes
Has the PRF Been Approved By The VP Finance?
Yes
Has the PRF Been Approved By The President’s Office?
Yes
Yes
Consult VPNo
Consult VP Finance
Consult President’s Office No
Has the PRF Been Approved By The Appropriate VP?
Yes
No
End
No
Has the PRF Been Approved By The VP Finance?
End
No
Yes
Has the PRF Been Approved By The President’s Office?
Yes
End
No
A2
Background & Reference Check
Completed
No
Yes
Are There Any Local 71 Laid Off Candidates?
HR & Hiring Manager Verify Qualification
Yes
If One Laid Off Candidate is Qualified, She/he Offered the Job.If Multiple Qualified Candidates, Contract Language Prevail.
External Candidates Are Reviewed By HR & Hiring Manager
A1
No
No
Start
Hiring Manager to Create PRF & Submit
For Approval
HR Reviews PRFFor Accuracy, Completeness,
Legality & Approve
Personnel Report Generated by HR
Yes
No
Is this a New Position? No
Inform Responsible PartiesDirector/VPVP Finance
President Office
Yes
Job Posted Externally
Is A Candidate Selected?
HR Contacts Selected Candidate
& Offer Job
YesDoes Candidate Accept Offer?
Determine Start/Orientation Date
Yes
End
Reselect A Qualified
Candidate From Interviewed Pool
HFC Hiring Process FlowchartAD
Replacement Position Process
Qualified Candidates Are Interviewed By HR, Hiring Manager
& Committee
Is A Candidate Selected?
A2
No
A2
Background & Reference Check
Completed
Yes
External Candidates Are Reviewed By HR, Hiring Manager &
Committee
Start
Election by Division Yields Candidate?
End
Is Candidate Accepted by President?
Yes
Yes
No
No
No
PRF Forwarded To HR
Post Internally For 5‐Business‐Days
Are There Qualified DSOEA Candidates?
Non‐DSOEA Candidates?
All Qualified Non‐DSOEA Candidates Are Interviewed
Job Is Offered To DSOEA Candidate
Does Candidate Accept Offer?
Determine Start Date
Yes
End
HFC Hiring Process FlowchartDSOEA
New‐Replacement Position Process
Has the PRF Been Approved By The Directors/VP?
Has the PRF Been Approved By The Appropriate VP?
Yes
Has the PRF Been Approved By The VP Finance?
Yes
Has the PRF Been Approved By The President’s Office?
Yes
Yes
Consult VPNo
Consult VP Finance
Consult President’s Office No
Has the PRF Been Approved By The Appropriate VP?
Yes
No
End
No
Has the PRF Been Approved By The VP Finance?
End
No
Yes
Has the PRF Been Approved By The President’s Office?
Yes
End
No
Job Is Offered To Preferred Candidate
Are There 2 Or More Interested
DSOEA Candidates?
Job Is Posted Internally For 5‐ Business Days To
DSOEA
HR Refers To List Of Interested, Qualified Candidates Per DSOEA Annual Transfer Request Sheet. Such Candidates Are Contacted, From Highest Seniority To Lowest, And Asked If They Would Like To Interview For Position.
A1
Is Position New Or Existing?
New
Existing
Is There Suitable Non‐DSOEA Candidate?
No
New: All Qualified Candidates Are Interviewed.
Existing: Up To Two Highest Seniority Candidates Are Interviewed.
A2
Is There More Than One Candidate?
Post Externally Until Filled No
Yes
A2 No
Yes
No
Two Highest Seniority Candidates Are Interviewed.
Yes
Runner‐up Is Offered The Position
Is There a Second
Interviewee?A2 No
Yes
Does Runner‐up Accept The Offer?
No
A1
YesNo
No
Yes
HR Contacts Hiring Manager & Makes
Necessary Improvements
Start
Hiring Manager to Create PRF & Submit
For Approval
HR Reviews PRFFor Accuracy, Completeness,
Legality & Approve
Personnel Report Generated by HR
Is this a New Position?
Inform Responsible PartiesDirector/VPVP Finance
President Office
Yes
No
No
PRF Forwarded To HR
Post Internally & Externally Minimum
of (2‐Weeks)
HR Manager/HR Determines
Candidate to be Tested
Extend Deadline Have Candidates Passed Test?
Qualified Candidates Are Interviewed By Hiring Manager &
HR
Yes
No
Is A Candidate Selected?
HR Contacts Selected Candidate
& Offer Job
Yes
Does Candidate Accept Offer?
Determine Start Date
Yes
End
Reselect A Qualified
Candidate From Interviewed Pool
HFC Hiring Process FlowchartAdministrative Assistants
New‐Replacement Position Process
A1
External Candidates Are Reviewed By Hiring Manager
Have Candidates Passed The Test?
Qualified Candidates Are Interviewed By Hiring Manager &
HR
Is A Candidate Selected?
A2No
A2
No
A1
Has the PRF Been Approved By The Directors/VP?
Has the PRF Been Approved By The Appropriate VP?
Yes
Has the PRF Been Approved By The VP Finance?
Yes
Has the PRF Been Approved By The President’s Office?
Yes
Yes
Consult VPNo
Consult VP Finance
Consult President’s Office No
Qualified Candidates To Take The Test
Are the Candidates
Qualified to Take the Test?
Yes
A2No
Has the PRF Been Approved By The Appropriate VP?
Yes
No
End
No
Has the PRF Been Approved By The VP Finance?
End
No
Yes
Has the PRF Been Approved By The President’s Office?
Yes
End
No
A2
Background & Reference Check
Completed
No
No
Yes
HR Contacts Hiring Manager & Makes
Necessary Improvements
Start
Hiring Manager to Create PRF & Submit
For Approval
HR Reviews PRFFor Accuracy, Completeness,
Legality & Approve
Personnel Report Generated by HR
Is this a New Position?
Inform Responsible PartiesDirector/VPVP Finance
President Office
No
Yes
No
PRF Forwarded To HR
Post Internally/Externally
Qualified Candidates Are Interviewed By
HR & Hiring Committee
Extend Deadline Are Candidates Qualified?
Committee Recommends
Candidates for 2nd Interview
Yes
No
HR Contacts Selected Candidate
& Offer Job
Does Candidate Accept Offer?
Determine Start Date
Yes
End
HFC Hiring Process FlowchartCabinet/HR Director
New‐Replacement Position Process
A1
Qualified Candidates Are Interviewed By
HR & Hiring Manager
Is A Candidate Selected?
A2
No
Has the PRF Been Approved By The Directors/A.D?
Has the PRF Been Approved By The Appropriate VP?
Yes
Has the PRF Been Approved By The VP Finance?
Yes
Has the PRF Been Approved By The President’s Office?
Yes
Yes
Consult VPNo
Consult VP Finance
Consult President’s Office No
Has the PRF Been Approved By The Appropriate VP?
Yes
No
End
No
Has the PRF Been Approved By The VP Finance?
End
No
Yes
Has the PRF Been Approved By The President’s Office?
Yes
End
No
A2
Background & Reference Check
Completed
Yes
HR & Hiring Manager Verify Qualification
External Candidates Are Reviewed By HR & Hiring Manager
A1
Create A Committee According to Section 6 of the Constitution
Of The Faculty Organization
Interview by President
(HR Director by VP)
HR Contacts Hiring Manager & Makes
Necessary Improvements
Start
Hiring Manager to Create PRF & Submit
For Approval
HR Reviews PRFFor Accuracy, Completeness,
Legality & Approve
Personnel Report Generated by HR
Is this a New Position?
Yes
No
No
Inform Responsible PartiesDirector/VPVP Finance
President Office
PRF Forwarded To HR
Post Internally to all Employees & Externally
Candidates Are Reviewed By HR & Hiring Manager
Extend Deadline Are Candidates Qualified?
Qualified Candidates Are Interviewed By
HR & Hiring Manager
Yes
No
Is A Candidate Selected?
HR Contacts Selected Candidate
& Offer Job
Yes
Does Candidate Accept Offer?
Determine Start Date
Yes
End
Reselect A Qualified
Candidate From Interviewed Pool
HFC Hiring Process FlowchartHR Generalist/HR Assist. DirectorNew‐Replacement Position Process
A1
Qualified Candidates Are Interviewed By
HR & Hiring Manager
Is A Candidate Selected?
A2
No
Has the PRF Been Approved By The Directors/VP?
Has the PRF Been Approved By The Appropriate VP?
Yes
Has the PRF Been Approved By The VP Finance?
Yes
Has the PRF Been Approved By The President’s Office?
Yes
Yes
Consult VPNo
Consult VP Finance
Consult President’s Office No
Has the PRF Been Approved By The Appropriate VP?
Yes
No
End
No
Has the PRF Been Approved By The VP Finance?
End
No
Yes
Has the PRF Been Approved By The President’s Office?
Yes
End
No
A2
Background & Reference Check
Completed
No
Yes
HR & Hiring Manager Verify Qualification
External Candidates Are Reviewed By HR & Hiring Manager
A1
No
HR Contacts Hiring Manager & Makes
Necessary Improvements
Start
Hiring Manager to Create PRF & Submit
For Approval
HR Reviews PRFFor Accuracy, Completeness,
Legality & Approve
Personnel Report Generated by HR
Is this a New Position?
Inform Responsible PartiesDirector/VPVP Finance
President Office
No
Yes
No
PRF Forwarded To HR
Post Externally Only
Candidates Are Reviewed By HR & Hiring Manager
Extend Deadline Are Candidates Qualified?
Qualified Candidates Are Interviewed By
HR & Hiring Manager
Yes
No
Is A Candidate Selected?
HR Contacts Selected Candidate
& Offer Job
Yes
Does Candidate Accept Offer?
Determine Start Date
Yes
End
Reselect A Qualified
Candidate From Interviewed Pool
HFC Hiring Process FlowchartNon‐Union PT
New‐Replacement Position Process
A1
Qualified Candidates Are Interviewed By
HR & Hiring Manager
Is A Candidate Selected?
A2
No
Has the PRF Been Approved By The Directors/VP?
Has the PRF Been Approved By The Appropriate VP?
Yes
Has the PRF Been Approved By The VP Finance?
Yes
Has the PRF Been Approved By The President’s Office?
Yes
Yes
Consult VPNo
Consult VP Finance
Consult President’s Office No
Has the PRF Been Approved By The Appropriate VP?
Yes
No
End
No
Has the PRF Been Approved By The VP Finance?
End
No
Yes
Has the PRF Been Approved By The President’s Office?
Yes
End
No
A2
Background & Reference Check
Completed
No
Yes
HR & Hiring Manager Verify Qualification
External Candidates Are Reviewed By HR & Hiring Manager
A1
No
HR Contacts Hiring Manager & Makes
Necessary Improvements
Start
Hiring Manager to Create PRF & Submit
For Approval
HR Reviews PRFFor Accuracy, Completeness,
Legality & Approve
Personnel Report Generated by HR
Is this a New Position?
No
Yes
No
Inform Responsible PartiesDirector/VPVP Finance
President Office
PRF Forwarded To HR
Post Internally For 5‐Business‐Days
Are There Internal
Candidates?
Candidates Are Reviewed Internally
By Candidate Selection Committee
Includes Test Results (Taken/Passed)
Yes
Job Posted Externally
No
Are Candidates Qualified?
Qualified Candidates Are Interviewed By Hiring Manager, HR & (Union Rep. If
Internal & Requested)
YesNo
Is A Candidate Selected?
HR Contacts Selected Candidate
& Offer Job
Yes
Does Candidate Accept Offer?
Determine Start Date
Yes
End
Reselect A Qualified
Candidate From Interviewed Pool
HFC Hiring Process FlowchartSSA
New‐Replacement Position Process
Posted InternallyHFC–Website–HR–SSA–Web PageSent to Fill Request SSA EmployeesSent to HR StaffSent to Hiring Manager
A1
External Candidates Are Reviewed By Hiring Manager
Have Candidates Passed The Test?
Qualified Candidates Are Interviewed By Hiring Manager, HR & (Union Rep. If
Internal & Requested)
Is A Candidate Selected?
A2No
A2
No
A1
Has the PRF Been Approved By The Directors/VP?
Has the PRF Been Approved By The Appropriate VP?
Yes
Has the PRF Been Approved By The VP Finance?
Yes
Has the PRF Been Approved By The President’s Office?
Yes
Yes
Consult VPNo
Consult VP Finance
Consult President’s Office No
Qualified Candidates To Take The Test
Are the Candidates
Qualified to Take the Test?
Yes
A2No
Has the PRF Been Approved By The Appropriate VP?
Yes
No
End
No
Has the PRF Been Approved By The VP Finance?
End
No
Yes
Has the PRF Been Approved By The President’s Office?
Yes
End
No
A2
Background & Reference Check
Completed
Yes
No
No
Yes
HR Contacts Hiring Manager & Makes
Necessary Improvements
Start
Hiring Manager to Create PRF & Submit
For Approval
HR Reviews PRFFor Accuracy, Completeness,
Legality & Approve
Personnel Report Generated by HR
Is this a New Position?
No
Yes
Inform Responsible PartiesDirector/VPVP Finance
President Office
No
Duration Table – All Non-Faculty Employee Groups
Creation / Review
Approval Process Posti
ng ID
Candidates Interview
Recommendation
Offer / Acceptance
SSA 1 Day
New Position - 1 Day
5 Days
Internal - 1 Day Internal - 1 Day
1 Day 1 Day Existing Position - 0 Days
External - 3 Days
External - 2 to 10 Days
DSOEA 1 Day
New Position - 1 Day
0 Days 3 Days 2 Days 1 Day 1 Day Existing Position - 0 Days
Local 71 Grades 2 - 8
1 Day
New Position - 1 Day 10
Days
Internal - 1 Day Internal - 3 Days Internal - 1 Day
2 Days Existing Position - 0 Days
External - 3 Days External - 10 Days
External - 4 Days
Local 71 Grades 1 - 1a
5 days 1 Day 20
Days 5 Days 15 Days 5 Days 5 Days
Exempt
Executives 5 days 1 Day 20
Days 5 Days 15 Days 5 Days 5 Days
FT Exempt 1 Day
New Position - 1 Day 10
Days
Internal - 1 Day Internal - 3 Days Internal - 1 Day
2 Days Existing Position - 0 Days
External - 3 Days External - 10 Days
External - 4 Days
PT Exempt 1 Day
New Position - 1 Day
5 Days
Internal - 1 Day Internal - 1 Day
1 Day 2 Days Existing Position - 0 Days
External - 3 Days External - 5 Days
TALENT ACQUISITION PROCESS – CPI TEAM – RECOMMENDED METRICS
1. Time to Fill
Front end – From date when PRF is created
Back end – Date when accepted offer is made
Track internal and external hires separately
Break out by SSA, DSOEA, Local 71 grades 2-8, Local 71 grades 1 & 1a, exempt staff, exempt executives
2. Number of qualified applicants received per job posting
Track internal and external hires separately
Break out by SSA, DSOEA, Local 71 grades 2-8, Local 71 grades 1 & 1a, exempt staff, exempt executives
3. Number of applications received per job posting
Track internal and external hires separately
Break out by SSA, DSOEA, Local 71 grades 2-8, Local 71 grades 1 & 1a, exempt staff, exempt executives
4. First year turnover rate
o Track voluntary and involuntary separations separately o Track by actual # and as a % of headcount within the group o Break out by SSA, DSOEA, Local 71 grades 2-8, Local 71 grades 1 & 1a, exempt staff,
exempt executives o Track external hires only
5. Benchmarking – Recommend that we do not try to establish benchmarks based on external
data.
o In most cases we’d only get a limited sample – Everyone talks about the importance of metrics and benchmarks, but few actually have them or take them seriously
o Other colleges may not measure or track data the same way we intend to o Every college is unique, e.g., extent of unionization, contract language, HR staffing level
and quality of the electronic Talent Acquisition/Applicant Tracking system all create variations which make it harder to compare “apples to apples”
o People lie
6. Recommend that we agree on the metrics, track them for a year and then try to improve each year. Also referred to as “Internal Benchmarking.” We would develop and dashboard which would initially report YTD results on all agreed upon Metrics. In subsequent years we’d had the prior year’s results to the current YTD for comparison purposes.
ID Task Mode
Task Name Duration Start Finish Predecessors
1 CPI Hiring Process Recommendation 288 days Wed 11/18/15 Fri 12/23/16
2 Assign Gantt chart to hiring process 12 days Wed 11/18/15 Thu 12/3/15
3 Implement RASIC for new hires and existing positions 31 days Fri 12/4/15 Fri 1/15/16 2
4 Assign ID numbers to non‐faculty positions 31 days Fri 12/4/15 Fri 1/15/16 3SS
5 Require hiring managers to ID and assign interview designees 31 days Fri 12/4/15 Fri 1/15/16 3SS
6 Re‐order steps of PRF approvals to begin with HR 31 days Fri 12/4/15 Fri 1/15/16 3SS
7 Ensure job descriptions cannot be altered in‐process 31 days Fri 12/4/15 Fri 1/15/16 3SS
8 Begin tracking metrics and benchmarking 31 days Mon 1/18/16 Mon 2/29/16 7
9 Applicant tracking software selection 31 days Mon 1/18/16 Mon 2/29/16 8SS
10 Applicant tracking software ‐ Configure and implement 31 days Tue 3/1/16 Tue 4/12/16 9
11 Review HR office staffing and structure 31 days Tue 3/1/16 Tue 4/12/16 10SS
12 Applicant tracking software ‐ HR staff training 30 days Wed 4/13/16 Tue 5/24/16 11
13 Applicant tracking software ‐ Training for managers 31 days Wed 5/25/16 Wed 7/6/16 12
14 Applicant tracking software ‐ Roll out 30 days Thu 7/7/16 Wed 8/17/16 13
15 Update job descriptions during employee evaluations 30 days Thu 7/7/16 Wed 8/17/16 14SS
16 Develop procedural handbook for hiring managers 31 days Thu 8/18/16 Thu 9/29/16 15
17 Develop orientation for hiring managers 31 days Fri 9/30/16 Fri 11/11/16 16
18 Develop orientation for hiring committees 30 days Mon 11/14/16 Fri 12/23/16 17
11/1 11/811/1511/2211/2912/612/1312/2012/27 1/3 1/10 1/17 1/24 1/31 2/7 2/14 2/21 2/28 3/6 3/13 3/20 3/27 4/3 4/10 4/17 4/24 5/1 5/8 5/15 5/22 5/29 6/5 6/12 6/19 6/26 7/3 7/10 7/17 7/24 7/31 8/7 8/14 8/21 8/28 9/4 9/11 9/18 9/25 10/2 10/910/1610/2310/3011/611/1311/2011/2712/412/1112/1812/25November December January February March April May June July August September October November December
CPI Hiring Process - Recommendation
Page 1
Steering Committee Feedback
Team Name: Hiring, Non-Faculty Term: Summer 2015 Sponsor: Becky Chadwick
Recommendations Support
01. Develop an orientation on the hiring process for hiring managers ______
02. Develop a Standard Operating Procedures handbook for managers and other interested parties. ______
03. Develop an orientation for hiring committees to provide details on posted jobs and the requirements expected of applicants. ______
04. Establish procedural manual explaining onboarding software for hiring managers and other interested parties. ______
05. Assign a Gantt chart to the hiring process, ensuring hiring process timelines
are met and that all relevant parties are aware of time commitments. ______
06. Re-order steps in the approvals process for new hires to begin at HR so that further approvals are made on complete, accurate, and legal PRFs. ______
07. Job descriptions should be updated during employee’s annual evaluation. ______
08. Remove modification to job descriptions once the hiring process has begun. ______
09. Expedite approvals process per RASIC chart, differentiate between new and existing positions. ______
10. Require hiring managers to identify and assign a designee to perform interviews if they are unavailable to perform an interview themselves, to ensure the process remain on time. ______
11. Assign an identifying number to each non-faculty position to improve organization and clarity throughout the hiring process. ______ Develop system for tracking and internal / external benchmarking. ______
12. RFP for new onboarding system should reflect and capture steps and lengths of time at each step for each hire, as outlined by recommended flowcharts. Data should be reviewed on an annual basis to determine where improvements can be made. ______
13. Review staffing data to ensure HFC Office of Human Resources is adequately staffed and structured. ______
Implementation
Approved recommendations will be implemented by the HR team at Henry Ford College. A follow-up
survey will be conducted after the recommended measures are established to measure satisfaction with
the process.
Acknowledgements
Thanks to:
HFC hiring managers
Human Resource Offices
Grand Rapids Community College
Lansing Community College
Macomb Community College
Oakland Community College
Schoolcraft College
Wayne County Community College
Ken Donovan and HFC Graphics