supercharging your recruiting function

Talent HR & Talent Strategy Workforce Productivity Talent Development

Strategy Strategy Development Strategy Clarification Growth & Sales Force Strategy

Organization Governance & Operating Model Organizing Restructuring M&A Support

Supercharging your Recruiting

Function

Predictive Analytics & Powerful New Insights from Recruiting Data

Donncha Carroll ([email protected] or 312.202.3003) of Axiom Consulting Partners | Recruiting Analytics | 2015 1

Our value proposition | the Axiom team provide a unique combination of

context rich analytical rigor with a strong focus on practicality and value

System Agnostic | we work with and extract data from all the major enterprise recruiting systems; our focus is on using what you already have

Integrated | we aggregate data from each of your enterprise systems (recruiting, performance mgmt., HRIS) but also from other external resources to create new data assets that add significant value

Data and System Agility | your data does not have to be perfect; we will find the value in what is captured and leverage it

Creative and Insight Rich | we use advance data visualization techniques to develop new insights, that are both actionable and address high priority problem areas

Practical and Capability Building| we focus on what can be accomplished with what is available and help develop internal capabilities within your organization

Results Focused and Principle Based | everything we do is in service of a core set of recruiting objectives and applied based on principles vs. hard and fast rules

Focused on Delivering

Uncompromising Value to Clients

mailto:[email protected]


Voice of the Market

Common “pain points” in Recruiting

“If our goal is to be a top tier company, we need top tier candidates”

“We have great technology but we’re not using it effectively”

“Certain technical roles critical to the enterprise

are taking too long to fill”

“There’s a lot of duplication and wasted

effort in the recruitment process”

“We have top tier candidates dropping out of the process along the way”

“Candidates are not having a good experience

- we have no systematic way to fix the problem”

“Recruiter performance varies widely but focusing on different roles makes it hard to measure”

“We’re not doing a good job of articulating value and what it’s like to work here”

Diagnostics & Reporting Recruiter Performance Process Execution

Common Challenges / Implications

Competition for Talent

Job ads not resonating with

qualified candidates

Assessments not used

effectively for screening

Process bottlenecks creating

candidate fatigue leading to

abandonment or loss to

competitors

No mechanism to manage

unqualified serial applicants

Wrong mix of work for

recruiters (i.e., a “one size fits

all” approach applied)

Unable to attract the right

candidates

Erosion of the brand on

social media

Value proposition lacks

differentiation for key roles

Not moving fast enough to

secure top talent

Lack of differentiation in

sourcing strategies for high

value roles (e.g., online

communities)

Recruiters lack the knowledge

or experience to address new

or specialist roles

Important expectations are

not set early on wasting time

on unsuitable candidates

We’re not tracking and

rewarding performance

appropriately (e.g., 1st yr.

turnover)

Lack of data and insights on

what’s not working

No measurement of ROI on

recruiting campaigns s we

know where to focus

No means of flagging

changes in market

competition that create

“talent pinch points” are not

well known

Upstream process

challenges remain

undiagnosed and often result

in downstream turnover



25% probability candidate remains with business. Performance

comparable to candidate profile A.

80% probability candidate will both perform

and stay if they accept an offer.

Use applicant data to predict retention and performance to aid selection

Characteristic Candidate Profile A Candidate Profile B

Education High School Diploma College Degree; Liberal Arts

Experience 3 to 5 years performing

similar work but in a different industry

No related experience but 1 to 2 years working for

a non-for-profit

Location Address listed within 5 miles

of planned work location More than 15 miles from

planned work location

Spelling Mistakes in

Resume 2 to 3 mistakes 1 mistake

PREDICTIVE MODEL

Business Context

Recruiting function seeking to increase the quality of candidates for a specific high volume role by filtering out applicants less likely to perform or stay with the business over the longer term.

Predictive Modeling Goal

Identify which applicants have an increased probability of both performing and staying with the organization for two years or more.

Summary of Approach

1. Develop the predictive model by extracting data from your applicant tracking system and data on retention and performance from HRIS

2. Test and validate the model on previously unseen data to confirm accuracy and usefulness

3. Apply the model to new candidates to identify which applicants are most likely to stay and perform*

College Degree

1 to 2 Yrs.

Within 20 Miles

1 Mistake

High School

3 to 5 Yrs.

Within 5 Miles

2 to 3 Mistakes

1

2

3

4

* Used as an additional input to the decision making process along with other data



Leverage existing networks and market demand data to find new sources of

talent while building a valued employment brand in key labor markets

How is our employment brand perceived in the market?

Are we looking for talent in the right market including online and offline communities?

Are we tailoring our approach to increase the success rate for critical roles?

Competition for Talent

Sample Analysis: Enhance Talent Sourcing

Types of Questions that Axiom can help answer…

Approach

Use existing enterprise data to determine competitors that will yield the best performers in each market where you operate

Find and source talent through your existing employee base, by accessing their connections and making them searchable by industry/region

Combine data with market intelligence on companies that hired similar talent in recently

Employ a simple outreach and communications set of tactics that give your recruiters a means to connect with candidates through existing networks

Dispel myths around what’s truly required to be successful

How candidates are connected to your

employees

Search for candidates by

market, industry and role



Tailored execution of core processes to address the most critical roles in a

differentiated way

How do our conversion rates compare to benchmarks at each phase of the funnel?

Are we applying a differentiated approach to talent where competition is high?

How well are we responding to the seasonality of candidate volume?

Process Execution Types of Questions that Axiom can help answer…

Sample Analysis: Funnel Phase Loss Ratio

Big increase in candidate loss ratio at interview stage.

Approach

Focus on the most critical roles for the business

Aggregate data across recruiters to understand extent to which variance is person vs. system driven

Use analytics to determine candidate loss rates at each funnel phase and how those rates are changing

Leverage 3rd party external sources to provide visibility to market demand for talent

Identify phase(s) of concern and target a random sample of candidates lost for an interview to determine root cause of change

Apply differentiated hiring strategies for critical roles to address identified issues



Evaluation of individual recruiter performance to identify execution vs.

process design challenges to improve talent quality and time to fill

Are we using the right mix of measures to evaluate recruiter performance?

Are any recruiters seeing a much higher loss ratio in any particular phase (comparing like roles)?

Are we appropriately segmenting roles by recruiter?

How do recruiters compare on candidate retention and candidate performance?

Recruiter Performance Types of Questions that Axiom can help answer…

Sample Analysis: Recruiter Performance Review Approach

Compare recruiters on loss ratio, total time to fill, quality of candidates, longevity of hires, etc.

Determine level of variance in types of roles filled across and for individual recruiters

Group recruiters based on similar work to increase efficiency and capability to serve “like roles”

Use diagnostic analyses to separate systemic issues from person driven performance challenges

Identify critical developmental needs, process gaps, improvement opportunities and performance expectations for key recruiting individuals Much higher loss

ratio vs. others in Application phase.



Build a reporting and diagnostic infrastructure that increases transparency

and more quickly highlights opportunity areas

What is the right mix of leading and lagging indicators to monitor overall process health?

How can we best integrate our process data with information upstream and downstream?

What are the informational needs of each stakeholder (e.g., hiring manager, candidate)?

Sample Analysis: An Integrated Perspective for Each Recruiting Process Stakeholder (e.g., Process Owner)

Diagnostics & Reporting Types of Questions that Axiom can help answer…

Approach

Combine role-based recruiting responsibilities with best practice to clarify the informational needs of each key stakeholder

Separate reporting from diagnostics to establish an information hierarchy

Starting with industry standards create a single organization-wide definition for each measure, then develop stakeholder scorecards

Propose optimal approach to implementation within existing systems (or leveraging cloud based resources during the transition to provide insights now)

Supplement with Axiom proprietary visualization tools that can access exports from client database(s)

Job Family Loss Ratios Growth / Shrinkage in Labor Pool



RECRUITING ANALYTICS CASE STUDY



Provided deep strategic insights around recruiting process inefficiencies for

a multi-national government contractor

Background

Approach

Key Findings and Results

Aggregated, cleaned, and normalized data sets from multiple client recruiting systems (i.e. Taleo)

Developed key hypotheses to structure the types of analyses and questions to answer

Built data models and conducted exploratory analyses to test quality and validity of data

Performed deep dive analysis on several key areas to expose sources of inefficiencies − Recruiting funnels by role segments and office locations

− Process flow trends by roles and segments

− Correlation and patterns around multiple applications

The volume of applications declined due to company’s inability to attract new unique applicants, pointing to weakness in brand and employee value proposition

Extremely high volumes of applications were not being screened properly by recruiters, especially for hard to fill roles due to lack of knowledge of role responsibilities

Recruiter staffing did not accommodate for seasonality affects in volume of applications

Recruiting Funnel Analysis

Process Flow Clustering by Roles

Multiple Application Correlations

Seasonality of Application Volumes

Company encountered declines in the number of applications, particularly for hard to fill STEM roles

Company leaders wanted to diagnose the potential causes as well as to expose inefficiencies within the recruiting process

CASE EXAMPLE OUTPUTS



Identified / addressed process design challenges causing a small percentage

of critical requisitions to take much longer to fill than others

Background

Approach


Identified and addressed data quality issues using a variety of techniques (e.g., mean replacement, moderation of quality based outliers, job consolidation)

Cleanly separated management approval steps from HR responsibilities

Completed detailed assessment of the division of work (i.e., variance in role types handled by recruiter)

Used variance in recruiter performance to separate systemic from individual challenges

Diagnosed role specific issues and root causes through detailed analytics and select hiring manager interviews

Key job requisitions had been overly generalized

“Chronic applicants” were wasting valuable resources

Range of role compensation communicated too late

No access to the data diagnosing process delays and no accountability for addressing problems as they arise

New measurement/management approach to diagnose root cause of delays, highlight trends in system performance for early detection, clarified decision rights

Separation Management from HR Responsibilities

Variance in Time to Fill

Evaluate Success through Lens of Success

Health System employer of choice in region

Perception (unproven) that certain critical patient service roles were not being filled in a timely fashion

Complaints of ineffective collaboration between Hiring Managers and Recruiters

CASE EXAMPLE OUTPUTS



Accelerating organic growth in an Insurance Broker by sourcing non-

traditional sales talent in key market segments

Background

Approach


CASE EXAMPLE OUTPUTS Hiring, onboarding and retaining high quality experienced

Producer talent was a critical growth strategy

Challenged to hire quality candidates because of non-competes, diminishing yield from historically reliable talent pools, and difficulties making attractive and sound offers

Quantified the economic opportunity

Developed role profiles and a competency model

Developed and validated custom assessments and interview tools for Producer roles

Identified non-traditional sources for talent using a persona-based approach to talent sourcing and labor market insight tools (Burning Glass)

Created an approach and process to source and select Producer talent

Developed a Producer orientation and onboarding program

Secured investment to build a centralized talent acquisition function supporting multiple divisions

Achieved organic hire targets for the initial Beta application

Addressed process gaps that were impeding effectiveness and efficiency in the process

Created a cultural shift in embracing outside industry hires



APPENDIX



How will your organization create value and compete?

Is your organization designed to support effective execution?

Do you have the right mix and quality of people, deployed in the right roles?

strategy

talent

organization

Organization Design & Restructuring

Governance & Operating Model

Business Process Improvement

HR strategy

Strategic Workforce Planning

Reward Strategy & Compensation Program Design

Succession Planning

Talent Assessment and Selection Systems

Employee Engagement & Value Proposition

Business Strategy Development

Leadership Alignment

Growth & Sales Effectiveness

M&A Integration

Our firm | we work with leaders to align strategy, organization design and

talent to deliver sustainable, profitable growth



Our firm | we have a rich and diversified client base across multiple industries

C o n s u m e r

I n s u r a n c e T e c h n o l o g y

E n g i n e e r i n g

E n e r g y H e a l t h

F i n a n c i a l

R e t a i l P r o f e s s i o n a l


supercharging your recruiting function

Recruiting & HR