Improving Recruiting Effectiveness

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Improving Recruiting Effectiveness
November 30, 2007 Session 32500
Presenter Jim Maynard Managing Director,
Consulting CherryRoad Technologies jmaynard_at_cherry
road.com
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Todays Agenda
Agenda

• Current state of measurement
• Goals of measurement
• Designing meaningful measures
• Newark Public Schools strategic recruiting
  program
• Lessons learned

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Centralized Online Recruitment of Employees
Project Background
CORE

• NPS is New Jerseys largest school district
• 42,000 students
• 8,000 employees
• 5,000 instructional
• 3,000 non-instructional
• Recently implemented HRMS and eRecruiting modules
• Instituted a strategic recruitment program
• Created a measurement dashboard to monitor
  process performance and program achievement

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Managements Frustration With Metrics
Contemporary State of Measurement

• Hard to interpret and use
• Unreasonable amount of effort expended in data
  collection
• Long delays obtaining measurement results
• Little correlation between business goals and
  performance measures
• Strong dissatisfaction with high cost of
  measurement
• Too many measures too little time

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In Other Words, Management
Contemporary State of Measurement

• Measures too much
• Measures too little
• Has no idea why they measure what they do
• Doesnt know what to do with measurement data it
  has
• Doesnt really care very much anyway

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In Even Fewer Words
Contemporary State of Measurement

• Measurement is a mess!

Why?
Business used to be simple, but it isnt anymore!
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The Evolution of Decision-Making
Contemporary State of Measurement
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Axioms of Performance Measurement
Defining Measurement

• The goal of measurement is not to measure, but to
  improve business performance.
• You must know what you want to measure and why
  before you worry about how.
• Strategic clarity must precede measurement.
• Processes are the key inflection point of an
  organization.

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The Role of Measurement
Defining Measurement
Make the abstract concrete and specific
Answer the questions What does that mean? and
What do we need to do?
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The Business Improvement Cycle
Defining Measurement
But what to measure?
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What Are You Trying To Improve?
Defining Measurement
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A Measurement Has Value Only When It Is
Defining Measurement

• Accurate
• Reliably expresses phenomenon being measured
• Objective
• Not subject to interpretation and/or dispute
• Easy
• Inexpensive and convenient to compute
• Timely
• Readily available data source
• Harmless
• Does not induce inappropriate behavior

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What Did We Need To Improve?
Current and Future State

• Presenting problems
• Increased number of retirements had driven need
  for more effective recruiting effort
• Anecdotal complaints of hiring delays and
  sub-optimal candidates led to dysfunctional
  working relations between schools and HRS

• Desired outcome
• Ability to adjust recruiting plans based on
  measured fluctuation in applicants to hire rates
  for instructional referral sources
• Improved relations between HRS and instructional
  hiring managers based on quantifiable customer
  satisfaction
• Satisfaction with time to hire
• Satisfaction with hire process and candidates

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Proposed Solution
Proposed Solution

• Forecast recruitment needs
• Conduct instructional separations trend analysis
• Develop strategic plan based on hiring
  projections
• Measure yields for each referral source
• Track yield against applicant status
• Adjust recruiting plan to target productive
  sources
• Measure time to fill/hire process cycle time
• Analyze results to substantiate or negate claims
  of hiring delays
• Develop action plan to remediate, as necessary
• Communicate findings and planned response

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Proposed Solution (continued)
Proposed Solution

• Measure hiring manager satisfaction
• Track customer satisfaction with new hires and
  recruit to hire process
• Adjust outreach effort based on index
  fluctuations

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Data Requirements
Requirements

• Recruitment forecast
• Past five (5) years retirements and terminations
  data based on employee age and years of service
• Current instructional employees age and years of
  service
• Referral source yields
• Number of applicants per referral source
• Number of recommended applicants per referral
  source
• Number of candidates offered position per
  referral source
• Number of candidates hired per referral

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Data Requirements (continued)
Requirements

• Cycle time
• Date of job requisition approval
• Days from requisition approval to offer date
• Days from requisition approval to start date
• Customer satisfaction rating
• Hiring managers assessment of most current
  experience with recruit to hire process
• Hiring managers assessment of most recent hires

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Applicant Apply Online
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Recruiting Job Openings
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Recruiting Applicant Lists
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Applicant 360 Route Applicant
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Data Sources
Data Sources

• Recruitment forecast
• PeopleSoft records of employee separations over
  past 5 years
• PeopleSoft records of current instructional
  employees
• Referral source yields
• Applicants reported referral source
• Application process

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Data Sources
Data Sources (continued)

• Cycle time
• Job requisition approval date
• Requisition approval process
• Date offer extended
• Hire process
• Effective date of hire
• Hire process
• Customer satisfaction rating
• Hire process customer satisfaction survey
  responses
• New hire customer satisfaction survey responses

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How Often Is The Data Captured?
Frequency

• Recruitment forecast
• Once each year
• Referral source yields
• Once each month
• Cycle time
• Once each month
• Customer satisfaction rating
• New hire customer satisfaction survey responses
• Between 90 to 180 after each hire
• Hire process customer satisfaction survey
  responses
• Once each month

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What Do We Do With The Data?
Analysis

• Recruitment forecast
• Analyze prior years separations by years of
  service and employee age
• Project future separations based on current
  employees age and years of service
• Referral source yields
• Calculate source yields of applicants,
  recommended applicants, positions offered to
  applicants, candidates hire
• Cycle time
• Measure variations in cycle times by position
• Customer satisfaction rating
• Convert ratings to index and measure index
  fluctuation over time

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Recruiting Forecast
How Do We Forecast Recruiting Needs?
Instructional Retirements
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Recruiting Forecast
And Historical Separations By Position
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Management by Metrics
Why Are Measurements Important To NPS?
We now make smarter decisions based on facts not
anecdotes.
What do we measure? Candidate Sources
Referral Source Yields Applicants Recommended Can
didates Candidates Offered Positions Candidates
Hired
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Management by Metrics
We understand how candidates find us as well as
howwe find them!
Best Applicant to Hire Ratio Executive Referrals
65 Teach America 21
Most Productive Source of Applicants NPS Web
Site Unsolicited Applications
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Management by Metrics
We know how long it takes to fill a specific
instructional position
We build these considerations into our recruiting
plan
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Management by Metrics
We know how our customers view our services
We strive to improve our satisfaction rating each
quarter
Quality of Recruitment Process
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Who Sees The Output?
Dashboard Distribution

• Recruitment forecast
• Executive management
• Referral source yield
• Executive management
• Recruiters

• Cycle time
• Executive management
• Recruiters
• Hiring managers
• Customer satisfaction ratings
• Executive management
• Recruiters
• Hiring managers

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Where Do We Stand Now?
Program Outcome

• We can compile historical trends for separation
  of instructional employees.
• We can forecast our recruiting needs.
• We can track and leverage our most productive
  referral sources.
• We can track job requisition fulfillment cycle
  times against individual instructional positions.
• We can measure the effectiveness of the program
  in terms of customer satisfaction.

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How Does Our Program Measure Up?
Meeting Defined Standards

• Are we clear on what we are trying to improve?
• Goal Performance
• Need to develop an effective recruitment strategy
• Strategic Performance
• Need to rethink our recruitment sources and
  targets
• Are we making the abstract concrete?
• An expressed need for instructional hires
• What positions would we need to fill?
• How long would it take?
• How do our customers rate our performance?

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Do The Measurements Add Value?
Meeting Defined Standards

• They are accurate and reliably express what we
  need to monitor
• Recruitment yields by referral source
• Customer satisfaction
• Time to hire
• They are not subject to interpretation
• They are easy to use and derive
• Require 3 extracts from PeopleSoft
• Utilize a commercial online survey tool
• Require only 3 hours per month to build
  dashboards
• They are timely
• Most data exists in PeopleSoft
• They are harmless
• Data is not influenced by employee behavior

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Considering Management By Measures?
Lessons Learned

• Understand your culture
• Organizations embrace measurements according to
  their experiences and culture
• Start by asking
• What are we trying to understand?
• What information will be helpful to us?
• What data is available?
• What measures will be meaningful to our
  organization?
• How many measurements are enough?
• Define the metrics
• Document the meaning and intended use of each
  measure
• Expect and allow metrics to evolve over time
• Whats meaningful today, might not be meaningful
  tomorrow

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Questions