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80 Best Practices
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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
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
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.