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25BMR




Products & Services

Achieving Superior Staffing Performance

ID: HR-56


Features:

43 Info Graphics

52 Data Graphics

182 Metrics

24 Narratives

80 Best Practices


Pages: 229


Published: Pre-2013


Delivery Format: Shipped


 

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Single User: Authorizes use by the person who places the order or for whom the order was placed.

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919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS
Staffing organizations are frequently faced with the challenge of managing the recruitment and selection of top talent while contending with a large volume of requisitions. In addition, resource constraints and federal regulations are compelling staffing organizations to take a fresh look at their existing structures and processes.

This report by Best practices, LLC takes a hard, data-driven look at improving key performance indicators – such as time to fill requisitions, offer acceptance rate and new hire time to start –- while fulfilling basic requirements such as workplace diversity.

Specifically, this 219-page report focuses on how excellent staffing organizations manage: process and planning, talent pools, recruiting and requisitions, pre-employment activities, regulatory compliance and diversity, university relations, and staffing cost accounting. Tactics detailed in this report will help your organization achieve world-class staffing excellence by improving efficiency and effectiveness.

Industries Profiled:
Financial Services; Insurance; Pharmaceutical; Consumer Products; Biotech; Electronics; Computer Software; Banking; Aerospace; Health Care; Chemical; High Tech; Manufacturing; Energy; Government; Computer Hardware; Service; Defense; Utilities; Retail; Telecommunications


Companies Profiled:
Allstate Insurance Company; Sanofi-aventis; Chiquita Brands International; Amgen; Applied Materials; Autodesk; Inc.; Bank of America; BAE Systems; Blue Cross and Blue Shield of North Carolina; BASF Corporation; Cisco Systems; CACI; Entergy; Cardinal Health; Federal Reserve Board; Computer Sciences Corporation; Honeywell; EG&G; Lockheed Martin; Electronic Arts; Microsoft; Public Service Enterprise Group; NCR; The NORDAM Group; Northrop Grumman; Yankee Candle Company; Novartis; Peoples Energy Corporation; Pfizer; QUALCOMM; Raytheon; Sun Microsystems; Verizon; JP Morgan Chase


Study Snapshot

Technology-based companies face the daunting challenge of recruiting and selecting highly qualified candidates for hundreds or thousands of technical positions each year. To meet this challenge, many such companies recognize the staffing group as one of the most important functions in the entire corporate organization – and are evaluating their staffing group’s performance accordingly. Advances in processes and technologies are leading to significant improvement in the quality of the candidate pool, the time to fill required positions, and the cost to hire the best individuals.
Depending on industry and company size, the volume of requisitions that staffing organizations process and fill varies greatly. Yet it is important for staffing executives who are responsible for large amounts of technical hiring to understand their relative position to competitors and other large companies with respect to performance metrics, processes, and best practices. This report examines these topics among leading staffing organizations across the Aerospace and Defense, Technology and Finance industries.

Key Findings

The following are select key findings from the report executive summary. Additional findings available in the report include: time to fill, offer acceptance rates and other performance measures; technology; outsourcing & branding; staffing structure trends and university relationship development.
Organizations that achieve the highest levels of staffing efficiency do so by carefully segmenting recruiting and sourcing responsibilities and outsourcing lower-level or specialized tasks.

A key measure of staffing efficiency compares the number of requisitions (“reqs”) handled per full time equivalent (FTE) staffing member. Staffing efficiency is driven by many factors. In the case of Company L, industry competition requires significant staffing resources on branding and sourcing activities compared to other benchmark partners, which impacts cost. On the other hand, Company L recruiters are assigned more requisitions per recruiter than those at most other companies, as detailed in the report.

Tight integration of staffing phase tasks, strict enforcement of decision periods and proactive talent pool management most affect time-to-start and time-to-fill measurements among leading companies.

World-class talent pool creation practices result in a highly qualified, well-defined, and readily available group of candidates. By avoiding the need to turn to sourcing personnel on a case-by-case basis for so many positions, these companies realize a significant efficiency gain. Best talent pool practices are described in the Talent Pool Management chapter of this report.

Beyond talent pool management, offer decision periods and recruiter assignments and activities, several other tactics to improve TTF come to light. Exceptional forecasting of future hiring needs by specific skill sets allow recruiters and sourcing personnel to be proactive – even to the extent of enabling hiring based on anticipated needs, rather than by reacting to specific requisitions. Tighter integration between the staffing organization and vendors can also significantly affect TTS – especially for pre-employment activities such as background checks and employment eligibility verification (I-9).

Technology to streamline the staffing process remains a challenge to many of the benchmark partners.

The most successful benchmark partners use an integrated staffing and applicant tracking system that enables candidate profile or resume entry, job requirement definition, recruiter screening, hiring process workflow management, candidate tracking, interview and selection guidelines, disposition documentation, and on-boarding task interface capability with vendors. If their system is not able to tie together each major element of the process, then certainly the more elements that are integrated, the more streamlined the hiring process.

In addition, only half of the benchmark class companies use automated systems or processes to help screen job applicants according to suitability for the requisition. Many still resort to keyword searches of resumes as the sole mechanism to advance candidates from the talent pool to consideration by the hiring manager. Those companies that excel in this area use online pre-screening tests or questionnaires for several aspects of evaluation (conflict of interest, background suitability, critical skill knowledge, etc.). Such systems can have a positive effect on time-to-fill. The benchmark data shows that those companies reporting the use of pre-screening technology enjoy a TTF two days faster than those who do not use such systems.

Benchmark companies employ a range of activities to ensure diversity in hiring and compliance with related federal workforce regulations.

To maximize diversity in hiring performance, top companies are employing internal affinity groups, as well as employee membership in external affinity groups, as levers toward increasing the number of applicants in targeted racial or gender segments. Focusing on schools, localities, websites, and other communities with a high percentage of targeted demographics has also helped several benchmark companies achieve greater diversity in their hiring.


Table of Contents

Executive Summary

Project Overview
Study Methodology
Report Structure & Organization
Key Findings
Next Steps

Survey Data Analysis

Survey Introduction
Response Segmentation
Data Analysis Findings

Profiles of Selected Staffing Organizations

Companies C, E, F, G, K, Z

Process Planning & Management

Chapter Contents
Top Implementation Tactics
Forecasting
Facilitating Efficiency Through Structure
Managing Internal Client Expectations
Internal vs. External Hires
Other Process Elements Affecting Time-to-Fill
Other Process Elements Affecting Offer Acceptance Rate
Creating Rules for Closing Requisition Postings

Talent Pool Management

Chapter Contents
Top Implementation Tactics
Building a Pool of Prospective Hires
Measuring Talent Pool Quality and the Effectiveness of Talent Generation Activities
Establishing an “Employer of Choice” Reputation
Managing Workforce Demographics and Changing Skills

Recruiting & Requisition Management

Chapter Contents
Top Implementation Tactics
Establishing Requisition Quality Control Measures
Screening Applicants with Automated Steps and Systems

Managing Pre-employment Activities

Chapter Contents
Top Implementation Tactics
Logistical Support for Recruiters
Proactive Steps At or Before Offer Acceptance
Leveraging System Automation to Accelerate Pre-Employment Activities
Managing Communications with Candidates

Regulatory Compliance & Diversity

Chapter Contents
Top Implementation Tactics
Applicant Definitions
Communicating Diversity Policies & Programs
Documenting and Enforcing Compliance
Building a Diverse Candidate Pool

University Relations

Chapter Contents
Top Implementation Tactics
Conducting University Outreach Efforts
Creating Interest Among Exceptional Students
Managing College Recruiting and Traditional Staffing Processes

Accounting for Staffing Costs

Chapter Contents
Top Implementation Tactics
Methods of Staffing Cost Accounting

Lessons Learned/Top Challenges Matrix

Matrix

List of Charts & Exhibits

Requisitions/Staffing FTE
  • Time-to-Start
  • What is the average number of hiring positions managed per internal recruiter?
  • Time-to-fill vs. Average number of open reqs per recruiter for companies with greater than 1,000 open requisitions/yr
  • Percent of positions filled by target data vs. Number of open reqs per recruiter
  • For companies with more than 1,000 open reqs, what is the overall acceptance rate among job candidates for job openings?
  • What is the level of technology integration/operational capability in your staffing process?
  • Do you use automated systems or processes to help screen job applicants according to the suitability for requisition openings?
  • For companies with more than 500 open reqs/yr, what is the average cost to fill a job opening?
  • Impact of average cost to fill on average time to start
  • Industry Profile
  • Staffing FTE Allocation (2)
  • Requisitions per Recruiter – Overall
  • Staffing Personnel and Workload
  • Reqs per Recruiter: Cross-Industry
  • Average Time-to-Start (2)
  • Average Time-to-Start: Cross Industry
  • Average TTF: Posting to Acceptance
  • Impact of Reqs on Average TTS
  • Technological Capability
  • Skills Inventory
  • University Outreach
  • Offer Acceptance Rate: Overview
  • Offer Acceptance Rate by Segment
  • Offer Acceptance Rate by Industry
  • Decline Offers
  • Decline Offers by Industry
  • Filled by Target Date: Overall
  • Positions Filled by Target Date
  • Filled by Target Date: Industry
  • Cost Impact on Filling Positions
  • Reqs/Recruiter vs. Target Date
  • Screening Systems
  • Talent Pool Composition
  • Pre-employment Activities
  • Pre-employment Activities by Industry
  • Average cost to Fill – General
  • Average cost to Fill – Narrow Definition
  • Average cost to Fill by Industry
  • Speed vs. Cost
  • Outsourcing
  • Hiring Manger Accountability
  • Workforce Regulations
  • Key Performance Measures
  • Other Performance Measures
  • Actual Performance
  • Other Measures
  • Company Organizational Chart (6)
  • Company Staffing Process (6)
  • Planning & Management Tactics
  • Data-Driven Forecasting
  • Company I’s Conservative Forecasting Approach
  • Communicating with Proposal Teams
  • Managing Internal Clients
  • Reducing Time-to-Fill
  • Coaching to Improve Offer Acceptance Rates
  • Talent Pool Management Tactics
  • Building a Strong Talent Pool
  • Measuring Impact of Talent Pool Generation Activities
  • Partnering Internally to Advertise as an Employer of Choice
  • Managing an Aging Workforce
  • Recruiting & Requisition Management Tactics
  • Controlling Requisition Quality
  • Screening Candidates More Efficiently
  • Pre-employment Management Tactics
  • Expediting Pre-employment Tasks
  • Coordinating Activities with Automated System
  • Expediting Salary Negotiations
  • Tactics to Satisfy Workforce Regulations
  • Applicant Definitions
  • Centralized Diversity Management
  • Using Automated Notices to Execute Diversity Recruiting
  • Separating Employee Referrals to Ensure Fair Hiring
  • Managing College & University Interaction
  • Developing a Formal University Relations Model
  • Leveraging Alumni and Affinity Groups for College Recruiting
  • Attracting Exceptional College Candidates
  • Staffing Accounting Methods