Financial Services; Biotech; Pharmaceutical; Consumer Products; Telecommunications; Service; Consulting; Computers; High Tech; Professional Services; Manufacturing; Banking; Chemical; Insurance; Computer Hardware; Diagnostic; Electronics; Internet; Health Care; Newspapers; Research; Computer Software; Shipping; Logistics
American Express; Ames Rubber; Amgen; Anheuser-Busch; Anheuser Busch; AT&T; Blockbuster; Boston Consulting Group; Bristol-Myers Squibb; CDI Corp; Cisco Systems; Coca-Cola; CuraGen; Deutsche Bank; DuPont; D.E. Shaw & Co; D.E. Shaw & Co.; Eli Lilly; Fidelity Investments; Genentech; Gilead Sciences; GlaxoSmithKline; Hallmark; Hewlett-Packard; Hoechst-Celanese; Honeywell; Human Genome Sciences; Intel; IntelliMatch; Johnson & Johnson; KPMG Peat Marwick; Lee Enterprises; Lucent Technologies; Max-Planck Inst; Merck; Merix; Microsoft; Motorola; National Inst. of Health; National Semiconductor; NCR; NeXstar; Novartis; Pfizer; Pharmacia Biotech; Procter & Gamble; Prudential Insurance; Ritz-Carlton; Robert Hall International; Sam & Harry's; Texas Instruments; The Franklin Insurance Group; TRW; Union Pacific Resources; Unisys; UPS; USDOT; various others; Verizon; Vertex Pharmaceuticals
Best Practices, LLC undertook this benchmarking project focusing on recruitment and selection to help companies create world-class recruiting systems by sharing their own experiences. Your recruiting team can identify, attract and hire outstanding candidates by understanding and adapting the effective and innovative practices that top companies are already using. Leading companies seek a deeper understanding of how to best manage their recruitment and selection processes to meet short-term hiring goals as well as long-term strategic goals.
The insights and best practices showcased in this report are distilled from lessons learned interviews with executives who have extensive experience in designing, implementing and managing recruitment and selection systems. This combined body of knowledge concerning recruitment excellence is far greater than what any single company in the benchmark class has currently implemented. Consequently, these insights provide a valuable operational compass to guide corporate efforts to create a best-in-class recruitment system.
Manage and measure recruitment & selection as an ongoing core process to foster continuous improvement. Top companies believe recruitment is a value-added process that is critical to the company's future growth. These companies make recruitment a year-round priority and develop systems that ensure that candidates are smoothly identified, and screened, receive offers targeted for success, and measure for continuous improvement. Among the key components of managing recruitment and selection as an ongoing core process are designing an automated front end to screen candidates, accurate corporate forecasting of recruitment needs, tracking key recruitment measures, and implementing strategies to deal with advancements and trends in the recruitment process.
Identify and target multiple, rich sources of candidates and actively market to them. Many companies note that proactive targeting of candidate sources leads to a richer pool of applicants and enables companies to reach better candidates faster. Traditional corporate recruiting has stressed standard recruiting sources: on-campus recruiting, use of headhunters, and massive executive search processes. While each of these sources still plays a key role in the recruitment process, less traditional sources, most notably the Internet, now play enormous parts. Marketing to each source is an increasingly important facet of the recruitment process. Among the other sources that have been identified as important are: sourcing key candidates away from other companies, the importance of Internet marketing (both through corporate websites and through online searches such as monster.com and hotjobs.com), sources designed to appeal to flextime candidates, and employee referral programs. Key practices for recruiting internal candidates and increasing the diversity of the candidate pool have were also identified. Also included in this report are key techniques for marketing to these candidates.
Staff the ongoing recruitment process with business-focused line managers who are coached and informed by recruiting experts. Companies with excellent recruitment systems emphasized the critical roles of both full-time recruitment staff and line personnel. In organizations with a commitment to recruiting excellence, line management is deeply involved at each stage of the recruitment process, including selection; after all, they will work closest with the new hires. Corporate recruitment personnel also take on key responsibilities: most notably serving as consultants and training the line personnel who are involved in the recruitment process. These roles free up corporate recruiting experts to perform more specialized roles and help streamline the HR function.
Develop strong Internet recruiting capabilities to drive recruitment process efficiency and effectiveness. The Internet is particularly important in three areas of the recruitment process: identification of a larger number of candidates than previously was possible, automation of the screening process, and advertisement to potential targets. The Internet has considerable appeal, particularly to new college graduates and younger workers and executives. The web accelerates resume capture and processing, removing most of the steps from the old process. It also allows for faster review of the information and standardized applicant data, ultimately leading to greater productivity and effectiveness.
Manage recruitment promotions as an integrated marketing campaign to attract and appeal to top candidates. Top companies view marketing to recruits as similar to customer-focused marketing. Recruiting marketers must pay attention to the same factors: reaching the right candidates with the right message in the right place for them to apply. With this concept in mind, it is critical to identify the "win themes" that will attract top talent and align all recruitment messages with their needs.
List of Charts & Exhibits
Typical Recruitment Team Structure
Lessons Learned/Top Challenges Matrix
Top Challenges Categories
Recruitment Implementation Process
Recruitment and Selection Recruitment and Selection
Process Map Process Map
Benchmark Partner Lesson Learned Matrix
Benchmark Partner Response Matrix
Typical Recruitment Team Typical Recruitment Team Structure
Balancing Expertise and Experience
Hiring Manager Responsibilities at A-B and BMS
Manager Participation in External Events
Training for Line Managers Drives Success of New Recruitment Models
Motorola’s Process for Filtering Candidates
KPMG Peat Marwick Recruiting Process
Developing the Forecast
Top Regulatory affairs scientists fall into four categories.
Targeting Specialized Candidate Groups
Excerpt from KPMG Peat Marwick’s Human Resource Initiatives:
Intel’s University Partnerships
Bristol-Myers Squibb Minority Research Grants
Use an Integrated Set of Activities to Recruit a Diverse Candidate Pool
Using The Internet as a Critical Recruitment Tool
Employ online recruiting to quickly and efficiently advertise internal positions.
Conduct rigorous screening to eliminate candidates who display characteristics
likely to inhibit success.
Systematically outline a compelling rationale to inspire candidates to choose your
organization over your competition.
Delegating Hiring Responsibility
Effective Recruiting at KPMG Peat Marwick
KPMG’s Benchmarking Against Its Competitors
Time to Fill Benchmarks
Develop short-term and long-term human resource development goals.
Most Partners Use Restrac