Continuous ProCess imProvement - summer 2015 Hiring for Non … · a position belongs. Hiring...

Continuous Process Improvement – summer 2015

Hiring for Non-faculty

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Continuous ProCess imProvement - summer 2015

Hiring for Non-Faculty

Continuous Process Improvement

Hiring – summer 2015

Becky Chadwick – Sponsor

Vice President of Information, Marketing, and Effectiveness

Chad Austin

Career Service Officer, Office of Career Services

Lynn Borczon

Assistant Director of Human Resources, Human Resources

Reuben Brukley – Team Leader

Manager, Facilities Services

Janice Gilliland

Associate Dean, Math and Science Division

William Lodge

Director of Labor Relations and Human Resources, Human Resources

Debra Pace

Generalist, Human Resources

Karen Sadanowicz – Team Scribe

Assistant Registrar, Registration and Records

Hassan Talib - Graphics

Adjunct Instructor, Math and Science Division

Joe Zitnik

Network and Systems Analyst, IT Services

Project Statement To improve the hiring process for non-faculty employees at Henry Ford College as measured by establishment of clear protocol, length of time between vacancy and acceptance of offer, and improved satisfaction with the process.

Background Information and Project Summary

The Continuous Process Improvement team – Hiring was established in June of 2015 to assess the hiring process for non-faculty employees at Henry Ford College. Initial data collected by the Office of Human Resources indicated an unstable process with great variability. A combination of CPI, Project Management, and Six Sigma techniques were employed to examine, define, organize, and expedite the hiring process at HFC. The team identified nine different hiring processes for non-faculty employees, mapping the processes with individual flowcharts, and grouping the steps together into six primary stages.

1. Creation and Review of the PRF 2. The Approvals Process 3. Posting 4. Identifying qualified candidates 5. Interview 6. Offer and Accept

The team walked each group’s process and value mapped each stage for every employee group’s process. This establishes a foundational time frame in which each stage of the process can be expected to be completed. The team created a RASIC chart in which key individuals in the hiring process were identified and assigned specific roles. The proposed approach was designed to balance those individual’s responsibilities with higher efficiency of process. External benchmarking metrics and hiring best practices were solicited from the HR offices of comparable institutions. A survey of hiring managers was conducted. Data from the survey indicated a majority of respondents agreed with team determinations that the approvals and interview stages were the most challenging stages of the current hiring process. A telephone survey of Michigan two-year colleges was conducted in order to solicit information relating to the number of FTE (full-time equivalent) employees and corresponding number of HR staff dedicated to the hiring processes at those institutions. Based on the results of these exercises, the team has reached consensus on the recommendations contained in this report.

Glossary of Terms

Approval Process – Process by which a job requisition passes through hiring managers, Human

Resources, and executive officers for approval to begin recruiting and to ensure accuracy, completeness,

legality, and appropriate budgeting of a position prior to posting.

External

Posted Externally – A posting open to all applicants.

External Candidate – An applicant that is not a member of the bargaining unit or group to which

a position belongs.

Hiring Manager – An HFC employee responsible for submitting a properly completed Personnel

Requisition Form, reviewing candidate resumes, interviewing candidates, and selecting the correct

candidate.

Hiring Process – Process by which HFC recruits, reviews, hires or promotes, and replaces employees.

There are nine types of non-faculty employees at Henry Ford College, each with its own varying process.

The types are identified as:

1. Dearborn Schools Operating Engineers Association

2. Exempt - Administrative Assistant

3. Executive - Cabinet and HR Director

4. Exempt - Human Resources Employee

5. Local 71 - Associate Dean

6. Local 71 - Administrators, Grades 1 – 1A

7. Local 71 - Administrators, Grades 2 – 8

8. Non represented – Part Time

9. Support Staff Association

Internal

Posted Internally – A position that is only open to current bargaining unit members.

Internal Candidate – An applicant that is a current member of the bargaining unit or group to

which the posted position belongs.

Onboarding Software – Software purchased or licensed from a third party vendor designed to systemize

and track the hiring process.

PeopleAdmin – Onboarding software currently used by HFC Human Resources since 2012

Posting – A position posted on the College’s website or a College-affiliated website, for internal

employee units such as the HFC-SSA or Local 71, as well as a position posted to any external web sites

such as Monster or CareerBuilder. Postings can be open to internal candidates or external candidates.

PRF – Personnel Requisition Form. Electronic form currently created in PeopleAdmin, used by hiring

managers for generating job postings.

Current Process

The current process for non-faculty hiring at Henry Ford College is comprised of nine varying processes

for nine corresponding employee types:

1) Local 71 Associate Deans

2) Local 71 Directors and Executive Directors (Grades 1 and 1A)

3) Local 71 Grades 2 through 8

4) Dearborn Schools Operating Engineers Association (DSOEA)

5) Exempt – Administrative Assistants

6) Exempt – Cabinet and Director of Human Resources

7) Exempt – HR Generalists

8) Non-Represented Part-Time employees

9) HFC Support Staff Association (SSA)

When a position needs to be filled within one of these employee groups, the hiring manager is

responsible for submitted a Personnel Requisition Form (PRF) on People Admin, the current onboarding

software used at HFC. Once the hiring manager has created the PRF, it goes through an approvals stage

before it is posted.

Whether the position is posted internally to HFC employees or to all applicants both internal and

external will vary. These variations are detailed in the following flowcharts. With the primary exception

of the posting stage of the process, there are very few areas in which time frames are established or

deadlines enforced.

Once the posting is closed, hiring managers sort through applicants for the position in order to identify

candidates. Qualified candidates are contacted for interviews, the scheduling of which needs to

accommodate not only the candidates and hiring manager, but also, under varying circumstances, other

administrators or executives, a representative from HR, and hiring committees.

Successful candidates within some groups must also schedule and pass any testing required to be

considered as qualified for a position. Testing is conducted at the Office of Human Resources.

Finally, the successful candidate is identified by the hiring manager, and the position is offered to the

candidate by the Office of Human Resources. In the event the candidate does not accept the position,

the process returns to the stage at which the hiring manager identifies qualified applicants for selection,

and continues as needed until a successful candidate fills the position. Once a candidate is offered a

position and accepts, the process is complete.

Start Create PRF & SubmitFor Approval

PRF Forwarded To HR

HR Reviews PRFFor Accuracy, Completeness,

Legality & Approve

Is PRF Accurate,Complete &

Legal

Post Internally For 5‐Business‐Days & Notify Local 71

Members Laid Off In The Past 3‐yearsHR Contacts Hiring

Manager & Makes Necessary

Improvements

No

Are There Active Internal Candidates?

Candidates Are Reviewed Internally

By HR & Hiring Committee

Yes

Job Posted Externally

No

Are Candidates Qualified?

Qualified Candidates Are Interviewed By

HR & Hiring Committee

Yes

No

Is A Candidate Selected?

HR Contacts Selected Candidate

& Offer Job

Yes

Does Candidate Accept Offer?

Determine Start Date

Yes

End

Reselect A Qualified

Candidate From Interviewed Pool

HFC Hiring Process FlowchartDirectors & Executive Directors

Sending a Link Of The Posting To The Local 71 Members Laid Off In The Past 3‐yearsSent to HR StaffSent to Hiring Manager

A1




A2

No

Has the PRF Been Approved By The Directors/A.D?

Has the PRF Been Approved By The Appropriate VP?

Yes

Has the PRF Been Approved By The VP Finance?

Yes

Has the PRF Been Approved By The President’s Office?

Yes

Yes

Consult VPNo

Consult VP Finance

Consult President’s Office No


Yes

No

End

No


End

No

Yes


Yes

End

No

A2

Background & Reference Check

Completed

Yes

No

Yes

No

Are There Any Local 71 Laid Off Candidates?

HR & Hiring Manager Verify Qualification

Yes

If One Laid Off Candidate is Qualified, She/he Offered the Job.If Multiple Qualified Candidates, Contract Language Prevail.

External Candidates Are Reviewed By HR & Hiring Committee

A1

No

Create A Committee According to Section 6 of the Constitution

Of The Faculty Organization

No


PRF Forwarded To HR


Legality & Approve


Legal


Members Laid Off In The Past 3‐yearsHR Contacts Hiring

Manager & Makes Necessary

Improvements

No



By HR & Hiring Manager

Yes


No



HR & Hiring Manager

Yes

No



& Offer Job

Yes



Yes

End



HFC Hiring Process FlowchartLocal 71 Grades 2‐8


A1


HR & Hiring Manager


A2

No

Has the PRF Been Approved By The Directors/VP?


Yes


Yes


Yes

Yes

Consult VPNo

Consult VP Finance



Yes

No

End

No


End

No

Yes


Yes

End

No

A2


Completed

Yes

No

Yes

No



Yes


External Candidates Are Reviewed By HR & Hiring Manager

A1

No

No

Start

HFC Hiring Process FlowchartAD

Election by Division Yields Candidate? Job Posted ExternallyNo

End

Yes

Qualified Candidates are Interviewed by

Committee

Is a Candidate Selected?

Forward to President &Second Interview with

Appropriate VP (i.e. VP of Academic Affairs or Student Affairs

Yes

?

No

Is Candidate Accepted by President?

End

Yes

?No


Completed


PRF Forwarded To HR


Legality & Approve


Legal

Post Internally For 5‐Business‐Days

HR Contacts Hiring Manager & Makes

Necessary Improvements

No

Are There Qualified DSOEA Candidates?

Non‐DSOEA Candidates?

All Qualified Non‐DSOEA Candidates Are Interviewed

Job Is Offered To DSOEA Candidate



Yes

End

HFC Hiring Process FlowchartDSOEA



Yes


Yes


Yes

Yes

Consult VPNo

Consult VP Finance



Yes

No

End

No


End

No

Yes


Yes

End

No

Job Is Offered To Preferred Candidate

Yes

No

Are There 2 Or More Interested

DSOEA Candidates?

Job Is Posted Internally For 5‐ Business Days To

DSOEA

HR Refers To List Of Interested, Qualified Candidates Per DSOEA Annual Transfer Request Sheet. Such Candidates Are Contacted, From Highest Seniority To Lowest, And Asked If They Would Like To Interview For Position.

A1

Is Position New Or Existing?

New

Existing

Is There Suitable Non‐DSOEA Candidate?

No

New: All Qualified Candidates Are Interviewed.

Existing: Up To Two Highest Seniority Candidates Are Interviewed.

A2

Is There More Than One Candidate?

Post Externally Until Filled No

Yes

A2 No

Yes

No

Two Highest Seniority Candidates Are Interviewed.

Yes

Runner‐up Is Offered The Position

Is There a Second

Interviewee?A2 No

Yes

Does Runner‐up Accept The Offer?

No

A1

YesNo

No

Yes


PRF Forwarded To HR


Legality & Approve


Legal

Post Internally & Externally Minimum

of (2‐Weeks)HR Contacts Hiring Manager & Makes


No

HR Manager/HR Determines

Candidate to be Tested

Extend Deadline Have Candidates Passed Test?

Qualified Candidates Are Interviewed By Hiring Manager &

HR

Yes

No



& Offer Job

Yes



Yes

End



HFC Hiring Process FlowchartAdministrative Assistants

A1

External Candidates Are Reviewed By Hiring Manager

Have Candidates Passed The Test?


HR


A2No

A2

No

A1



Yes


Yes


Yes

Yes

Consult VPNo

Consult VP Finance


Qualified Candidates To Take The Test

Are the Candidates

Qualified to Take the Test?

Yes

A2No


Yes

No

End

No


End

No

Yes


Yes

End

No

A2


Completed

Yes

No

No

Yes

No


PRF Forwarded To HR


Legality & Approve


Legal

Post Internally/Externally



No



Extend Deadline Are Candidates Qualified?

Committee Recommends

Candidates for 2nd Interview

Yes

No


& Offer Job



Yes

End

HFC Hiring Process FlowchartCabinet/HR Director

A1


HR & Hiring Manager


A2

No



Yes


Yes


Yes

Yes

Consult VPNo

Consult VP Finance



Yes

No

End

No


End

No

Yes


Yes

End

No

A2


Completed

Yes

Yes

No



A1



Interview by President

(HR Director by VP)


PRF Forwarded To HR


Legality & Approve


Legal

Post Internally to all Employees & Externally



No

Candidates Are Reviewed By HR & Hiring Manager



HR & Hiring Manager

Yes

No



& Offer Job

Yes



Yes

End



HFC Hiring Process FlowchartHR Generalist/HR Assist. Director

A1


HR & Hiring Manager


A2

No



Yes


Yes


Yes

Yes

Consult VPNo

Consult VP Finance



Yes

No

End

No


End

No

Yes


Yes

End

No

A2


Completed

Yes

No

Yes

No



A1

No


PRF Forwarded To HR


Legality & Approve


Legal

Post Externally Only



No




HR & Hiring Manager

Yes

No



& Offer Job

Yes



Yes

End



HFC Hiring Process FlowchartNon‐Union PT

A1


HR & Hiring Manager


A2

No



Yes


Yes


Yes

Yes

Consult VPNo

Consult VP Finance



Yes

No

End

No


End

No

Yes


Yes

End

No

A2


Completed

Yes

No

Yes

No



A1

No


PRF Forwarded To HR


Legality & Approve


Legal




No

Are There Internal

Candidates?


By Candidate Selection Committee

Includes Test Results (Taken/Passed)

Yes


No


Qualified Candidates Are Interviewed By Hiring Manager, HR & (Union Rep. If

Internal & Requested)

Yes

No



& Offer Job

Yes



Yes

End



HFC Hiring Process FlowchartSSA

Posted InternallyHFC–Website–HR–SSA–Web PageSent to Fill Request SSA EmployeesSent to HR StaffSent to Hiring Manager

A1






A2No

A2

No

A1



Yes

Has the PRF Been Approved By The

VP Finance?

Yes


Yes

Yes

Consult VPNo

Consult VP Finance



Are the Candidates


Yes

A2No


Yes

No

End

No

Has the PRF Been Approved By The

VP Finance?

End

No

Yes


Yes

End

No

A2


Completed

Yes

No

No

Yes

No

Business Days Elapsed from Date Position is Posted to Date Position is Filled

Figure 1 - SSA

Figure 2 – Local 71 Administrators

Figure 3 – Exempt Executives and HR

Data obtained by HFC Human Resources June 2010 – March 2014. Total of 144 positions sampled.

0

50

100

150

200

250

1 7

13

19

25

31

37

43

49

55

61

67

73

79

85

91

97

10

3

10

9

11

5

12

1

12

7

13

3

DA

YS

ELA

PSE

D

SSA POSITIONS

91

53

142

113

89 89 89 89

205

10

46

79 79 79 73 63

0

50

100

150

200

250

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

DA

YS

ELA

PSE

D

LOCAL 71 POSITIONS

34

85

75

41

10

53

0

10

20

30

40

50

60

70

80

90

1 2 3 4 5 6 7 8 9

DA

YS

ELA

PSE

D

EXEMPT POSITIONS

Analyzing the Cause for Current Outcome

The team conducted a survey of HFC hiring managers to establish what they felt were the most efficient

and most challenging aspects of the hiring process for non-faculty employees. Respondents indicated

the approval process was the most challenging, while the offer /accept process was indicated as the

most efficient. Responses are ranked as follows:

Respondents also were given the opportunity to express opinions relating to the hiring process for non-

faculty. In summary, survey respondents provided a wide range of concerns that included training

related to the hiring process (2), slow-down caused by candidate testing (2), loss of quality candidates

due to length of process duration (2), and perceived deficiencies in candidate recruitment (3).

CreationReview

Approval Posting ID candidate InterviewOffer and

Accept

Most Efficient 4 1 1 1 4 5

Least Efficient 2 5 4 1 3 0

0

1

2

3

4

5

6

Hiring Managers Survey Results

Most Efficient Process Most Challenging Process

Offer and Accept Approvals

Creation and Review Posting

Interview Interview

ID Candidate Creation and Review

Posting ID Candidate

Approvals Offer and Accept

Time from PRF to Yes

Machines MaterialsEnvironment

Lack of Process & Hiring BookletPeople AdminPacing

TrackingHiring Process

Clear Path of ProcessLack of Benchmarking to Standard(Process Feedback)

Cyclical Nature

Forms

Numerous Approvals Delays

Committee Formation

Shallow Talent Pool

Lack of Training

Lack of Patience

Politics

References Back In

Forms Overload

References

Lack of Technology

Competing Objectives/Multitude of

Increase of Mistakes

Shuffling of Staff

Staff Turnover

Lean Staffing

Time to Schedule AppointmentWith Candidates

Lack of Agreement of Candidate Selection

Testing Software Fail

Contractual Obligation for Internal/External Postings

Limited or Restricted Physical Space

Before InterviewAfter Interview

Election

D/L

D/L

D/L

L

L

THagen

Typewritten Text

Cause and Effect

THagen

Typewritten Text

THagen

Typewritten Text

HR Staffing Analysis Information

Henry Ford College (6 HR employees – 2 handle hiring process for 633 FTE)

1 handles all hiring (AD assists when Generalist is out of office or has extremely heavy load)

1 Assistant helps with scheduling interviews

2/633 x 100 = 0.3

Grand Rapids Community College (10 HR employees – 4 handle hiring process for 875 FTE)

1 Contingency (temp) hires/Retention/Affordable Care

1 Adjuncts/Faculty/FMLA

2 handle the rest of the hiring (regular and part-time employees)

1 Administrative Support

4/875 x 100 = 0.5

Lansing Community College – (14.5 HR employees – 3 1/2 handle hiring process for 1148 FTE)

2 Full-time handle hiring

1 part-time assist with hiring process

Director assists with hiring

3.5/1148 x 100 = 0.3

Macomb Community College (14 HR employees – 7 handle hiring process for 1116 FTE)

1 full-time and adjuncts

1 part time handles non-credit faculty/Administrative Assistants/non-faculty

1 handles supervisors/technology/campus police

1 handles background checks

VP makes offers to Admin

Director of Personnel – makes offer to full-time prospects

1 Assistant helps with paperwork

7/1116 x 100 = 0.6

Oakland Community College (11 HR employees – recent lay-offs - 3 handle hiring process for 1236 FTE)

1 handles Faculty hires

1 handles Adjuncts

1 handles non-faculty hires

3/1236 x 100 = 0.2

Schoolcraft College (6 HR employees – 3 handle hiring process for 564 FTE)

1 handles all hiring

Executive Director handles Upper Administration hiring

1 Assistant

3/564 x 100 = 0.5

Wayne County Community College (12 HR employees – 3 handle hiring process for 785 FTE)

3 handle hiring paperwork (jobs are offered by various chancellors at the college)

3/785 x 100 = 0.4

Improvement Theory

The team identified three areas in which the hiring process at HFC could be improved:

1) Training and procedural standardization for hiring managers and committees

2) Changes relating directly to the hiring process

3) HR Systems and Organization

It is within those three categories that the team’s recommendations can be placed. Recommendations

are submitted with the intention of stabilizing and controlling the process, assigning clearer roles within

the process, establishing greater clarity for those who administer the process, and maximizing the

college’s benefit from the process.

Anticipated Positive Results

Reduced time to fill position and maximize quality of hire

Increased first choice for hiring

Standardized hiring practices across all employee groups

Increased understanding of hiring procedures

Decreased level of departmental uncertainty/confusion

Increased satisfaction of internal customers

Improved experience for external customers

Increased quality of hire

Recommendations – Hiring

Training and procedural standardization for hiring managers and committees

01. Develop an orientation program for hiring managers on the hiring process.

02. Create a Hiring Standard Operating Procedures handbook for managers and other interested

parties.

03. Develop an orientation program for hiring committees to provide details on posted jobs and the

requirements expected of applicants.

04. Create a procedure manual explaining onboarding software for hiring managers and other

interested parties.

Hiring Process Improvements

05. Gantt chart the hiring process, ensuring hiring process timelines are met and that all relevant

parties are aware of time commitments.

06. Re-order steps in the approvals process so new positions originate in HR and subsequent

approvals are made on complete, accurate, and legal PRFs.

07. Job descriptions are updated during employee’s annual evaluation.

08. Lock job descriptions once the hiring process has begun.

09. Expedite approvals process per RASIC chart, differentiate between new and existing positions.

10. Require hiring managers to identify and assign alternates to perform interviews in the event

that they are unable to perform interviews themselves, to ensure the process remains on

schedule.

HR Systems and Organization

11. Assign an identification number to each non-faculty position to improve organization and clarity

throughout the hiring process.

12. Develop a system for tracking and benchmarking the hiring of both internal and external

applicants.

13. RFP for new onboarding system should reflect the need to capture data on steps, and the

duration of individual steps for each hire, as outlined by recommended flowcharts. Data should

be evaluated on an annual basis to determine where improvements can be made.

14. Review staffing data to ensure HFC Office of Human Resources is adequately staffed and

structured.

The RASIC CHART

The RASIC chart is a tool used in project management. It is a responsibility assignment matrix wherein the

roles of Responsible, Accountable, Support, Informed, and Consulted are assigned to key players

throughout a given process. The roles are defined as follows:

Responsible - The person(s) who is ultimately responsible for delivering the project and/or task

successfully

Accountable - The person(s) who has ultimate accountability and approval authority; they review and

assure quality and are the person(s) to whom “R” is accountable

Supporting - The team or person(s) supporting the "real" work with resources, time or other material

benefit. They are committed to its completion

Informed - Those who provide input and must be informed of results or actions taken but are not

involved in final decision-making.

Consulted - Those who provide valuable input into product design or establish quality review criteria.

Their buy-in is important for successful implementation.

The RASIC chart was developed to clearly establish tasks, key people, processes, and roles. The RASIC

Chart was the work of the entire CPI team. It was developed after clear steps were established for all hiring

processes and then used to determine what role the key people in the process were ultimately labeled

with and responsible for.

There are 2 RASIC Charts:

New Position – Follows current process.

Replacement Hire – Approving parties are no longer responsible for approvals before posting, but are

informed as PRF moves from Creation and Review stage to Post stage. HR reviews and approves PRF for

legality, completeness, and accuracy before job is posted.

The role of the HR director was discussed at great length. Ultimately it was decided that a director has to

be held accountable for any and all actions that take place within his/her department. Clearly the

greatest amount of effort, time, and focus still comes from the HR director, HR team, and the direct hiring

manager.

Roles and categories were thoroughly analyzed to ensure that levels of involvement targeted efficiency

and speed while also placing importance on access to support and information. There might be additional

modifications to the RASIC Charts should there be a need for committee participation.

RASIC Chart for New Positions

RASIC Charts for Existing Positions

Step/It

em

Task

s/Req

uirem

ent

HR Dire

ctor

HR

Hiring

Man

ager

Direct

or/VP

VP - Fi

nance

Presid

ent's

Offi

ce

Hiring

Comm

ittee

1 Creation of PRF I R/A

2 Review of the PRF A R C

3 Personnel Report Generated by HR A R

4 Appropriate Parties Approve A R R R R

5 HR Posts Job A R I

6 ID Candidates A S R *C

7 Interview A S R *C

8 Selection of Successful Candidate(s) A S R *C

9 Job Offer A R I I

10 Start Date A R I

11 Orientation Date A R I

Step/It

em

Task

s/Req

uirem

ent

HR Dire

ctor

HR

Hiring

Man

ager

Direct

or/VP

VP - Fi

nance

Presid

ent's

Offi

ce

Hiring

Comm

ittee

1 Creation of PRF R/A

2 Review of the PRF R/A

3 Personnel Report Generated by HR A R

4 Inform Appropriate Parties A R I I I

5 HR Posts Job A R I

6 ID Candidates A S R C

7 Interview A S R C

8 Selection of Successful Candidate(s) A S R C

9 Job Offer A R I

10 Start Date A R I

11 Orientation Date A R I

PRF Forwarded To HR


Members Laid Off In The Past 3‐years



By HR & Hiring Committee

Yes


No




Yes

No



& Offer Job

Yes



Yes

End



HFC Hiring Process FlowchartDirectors & Executive Directors

New‐Replacement Position Process


A1




A2

No



Yes


Yes


Yes

Yes

Consult VPNo

Consult VP Finance



Yes

No

End

No


End

No

Yes


Yes

End

No

A2


Completed

No

Yes



Yes


External Candidates Are Reviewed By HR & Hiring Committee

A1

No


Of The Faculty Organization & Conduct the Orientation

No



Start

Hiring Manager to Create PRF & Submit

For Approval


Legality & Approve

Personnel Report Generated by HR

Is this a New Position?

Inform Responsible PartiesDirector/VPVP Finance

President Office

YesNo

No

PRF Forwarded To HR


Members Laid Off In The Past 3‐years





By HR & Hiring Manager

Yes


No



HR & Hiring Manager

No



& Offer Job

Yes


Determine Start/Orientation Date

Yes

End



HFC Hiring Process FlowchartLocal 71 Grades 2‐8



A1


HR & Hiring Manager


A2

No



Yes


Yes


Yes

Yes

Consult VPNo

Consult VP Finance



Yes

No

End

No


End

No

Yes


Yes

End

No

A2


Completed

No

Yes



Yes



A1

No

No

Start


For Approval


Legality & Approve


Yes

No

Is this a New Position? No


President Office

Yes




& Offer Job

YesDoes Candidate Accept Offer?

Determine Start/Orientation Date

Yes

End



HFC Hiring Process FlowchartAD

Replacement Position Process

Qualified Candidates Are Interviewed By HR, Hiring Manager

& Committee


A2

No

A2


Completed

Yes

External Candidates Are Reviewed By HR, Hiring Manager &

Committee

Start

Election by Division Yields Candidate?

End

Is Candidate Accepted by President?

Yes

Yes

No

No

No

PRF Forwarded To HR


Are There Qualified DSOEA Candidates?

Non‐DSOEA Candidates?

All Qualified Non‐DSOEA Candidates Are Interviewed

Job Is Offered To DSOEA Candidate



Yes

End

HFC Hiring Process FlowchartDSOEA




Yes


Yes


Yes

Yes

Consult VPNo

Consult VP Finance



Yes

No

End

No


End

No

Yes


Yes

End

No

Job Is Offered To Preferred Candidate

Are There 2 Or More Interested

DSOEA Candidates?

Job Is Posted Internally For 5‐ Business Days To

DSOEA

HR Refers To List Of Interested, Qualified Candidates Per DSOEA Annual Transfer Request Sheet. Such Candidates Are Contacted, From Highest Seniority To Lowest, And Asked If They Would Like To Interview For Position.

A1

Is Position New Or Existing?

New

Existing

Is There Suitable Non‐DSOEA Candidate?

No

New: All Qualified Candidates Are Interviewed.

Existing: Up To Two Highest Seniority Candidates Are Interviewed.

A2

Is There More Than One Candidate?

Post Externally Until Filled No

Yes

A2 No

Yes

No

Two Highest Seniority Candidates Are Interviewed.

Yes

Runner‐up Is Offered The Position

Is There a Second

Interviewee?A2 No

Yes

Does Runner‐up Accept The Offer?

No

A1

YesNo

No

Yes



Start


For Approval


Legality & Approve




President Office

Yes

No

No

PRF Forwarded To HR

Post Internally & Externally Minimum

of (2‐Weeks)

HR Manager/HR Determines

Candidate to be Tested

Extend Deadline Have Candidates Passed Test?


HR

Yes

No



& Offer Job

Yes



Yes

End



HFC Hiring Process FlowchartAdministrative Assistants


A1




HR


A2No

A2

No

A1



Yes


Yes


Yes

Yes

Consult VPNo

Consult VP Finance



Are the Candidates


Yes

A2No


Yes

No

End

No


End

No

Yes


Yes

End

No

A2


Completed

No

No

Yes



Start


For Approval


Legality & Approve




President Office

No

Yes

No

PRF Forwarded To HR

Post Internally/Externally




Committee Recommends

Candidates for 2nd Interview

Yes

No


& Offer Job



Yes

End

HFC Hiring Process FlowchartCabinet/HR Director


A1


HR & Hiring Manager


A2

No



Yes


Yes


Yes

Yes

Consult VPNo

Consult VP Finance



Yes

No

End

No


End

No

Yes


Yes

End

No

A2


Completed

Yes



A1



Interview by President

(HR Director by VP)



Start


For Approval


Legality & Approve



Yes

No

No


President Office

PRF Forwarded To HR

Post Internally to all Employees & Externally




HR & Hiring Manager

Yes

No



& Offer Job

Yes



Yes

End



HFC Hiring Process FlowchartHR Generalist/HR Assist. DirectorNew‐Replacement Position Process

A1


HR & Hiring Manager


A2

No



Yes


Yes


Yes

Yes

Consult VPNo

Consult VP Finance



Yes

No

End

No


End

No

Yes


Yes

End

No

A2


Completed

No

Yes



A1

No



Start


For Approval


Legality & Approve




President Office

No

Yes

No

PRF Forwarded To HR

Post Externally Only




HR & Hiring Manager

Yes

No



& Offer Job

Yes



Yes

End



HFC Hiring Process FlowchartNon‐Union PT


A1


HR & Hiring Manager


A2

No



Yes


Yes


Yes

Yes

Consult VPNo

Consult VP Finance



Yes

No

End

No


End

No

Yes


Yes

End

No

A2


Completed

No

Yes



A1

No



Start


For Approval


Legality & Approve



No

Yes

No


President Office

PRF Forwarded To HR


Are There Internal

Candidates?


By Candidate Selection Committee

Includes Test Results (Taken/Passed)

Yes


No




YesNo



& Offer Job

Yes



Yes

End



HFC Hiring Process FlowchartSSA


Posted InternallyHFC–Website–HR–SSA–Web PageSent to Fill Request SSA EmployeesSent to HR StaffSent to Hiring Manager

A1






A2No

A2

No

A1



Yes


Yes


Yes

Yes

Consult VPNo

Consult VP Finance



Are the Candidates


Yes

A2No


Yes

No

End

No


End

No

Yes


Yes

End

No

A2


Completed

Yes

No

No

Yes



Start


For Approval


Legality & Approve



No

Yes


President Office

No

Duration Table – All Non-Faculty Employee Groups

Creation / Review

Approval Process Posti

ng ID

Candidates Interview

Recommendation

Offer / Acceptance

SSA 1 Day

New Position - 1 Day

5 Days

Internal - 1 Day Internal - 1 Day

1 Day 1 Day Existing Position - 0 Days

External - 3 Days

External - 2 to 10 Days

DSOEA 1 Day


0 Days 3 Days 2 Days 1 Day 1 Day Existing Position - 0 Days

Local 71 Grades 2 - 8

1 Day

New Position - 1 Day 10

Days

Internal - 1 Day Internal - 3 Days Internal - 1 Day

2 Days Existing Position - 0 Days

External - 3 Days External - 10 Days

External - 4 Days

Local 71 Grades 1 - 1a

5 days 1 Day 20

Days 5 Days 15 Days 5 Days 5 Days

Exempt

Executives 5 days 1 Day 20

Days 5 Days 15 Days 5 Days 5 Days

FT Exempt 1 Day

New Position - 1 Day 10

Days

Internal - 1 Day Internal - 3 Days Internal - 1 Day

2 Days Existing Position - 0 Days


External - 4 Days

PT Exempt 1 Day


5 Days

Internal - 1 Day Internal - 1 Day

1 Day 2 Days Existing Position - 0 Days


TALENT ACQUISITION PROCESS – CPI TEAM – RECOMMENDED METRICS

1. Time to Fill

Front end – From date when PRF is created

Back end – Date when accepted offer is made

Track internal and external hires separately

Break out by SSA, DSOEA, Local 71 grades 2-8, Local 71 grades 1 & 1a, exempt staff, exempt executives

2. Number of qualified applicants received per job posting



3. Number of applications received per job posting



4. First year turnover rate

o Track voluntary and involuntary separations separately o Track by actual # and as a % of headcount within the group o Break out by SSA, DSOEA, Local 71 grades 2-8, Local 71 grades 1 & 1a, exempt staff,

exempt executives o Track external hires only

5. Benchmarking – Recommend that we do not try to establish benchmarks based on external

data.

o In most cases we’d only get a limited sample – Everyone talks about the importance of metrics and benchmarks, but few actually have them or take them seriously

o Other colleges may not measure or track data the same way we intend to o Every college is unique, e.g., extent of unionization, contract language, HR staffing level

and quality of the electronic Talent Acquisition/Applicant Tracking system all create variations which make it harder to compare “apples to apples”

o People lie

6. Recommend that we agree on the metrics, track them for a year and then try to improve each year. Also referred to as “Internal Benchmarking.” We would develop and dashboard which would initially report YTD results on all agreed upon Metrics. In subsequent years we’d had the prior year’s results to the current YTD for comparison purposes.

ID Task Mode

Task Name Duration Start Finish Predecessors

1 CPI Hiring Process Recommendation 288 days Wed 11/18/15 Fri 12/23/16

2 Assign Gantt chart to hiring process 12 days Wed 11/18/15 Thu 12/3/15

3 Implement RASIC for new hires and existing positions 31 days Fri 12/4/15 Fri 1/15/16 2

4 Assign ID numbers to non‐faculty positions 31 days Fri 12/4/15 Fri 1/15/16 3SS

5 Require hiring managers to ID and assign interview designees 31 days Fri 12/4/15 Fri 1/15/16 3SS

6 Re‐order steps of PRF approvals to begin with HR 31 days Fri 12/4/15 Fri 1/15/16 3SS

7 Ensure job descriptions cannot be altered in‐process 31 days Fri 12/4/15 Fri 1/15/16 3SS

8 Begin tracking metrics and benchmarking 31 days Mon 1/18/16 Mon 2/29/16 7

9 Applicant tracking software selection 31 days Mon 1/18/16 Mon 2/29/16 8SS

10 Applicant tracking software ‐ Configure and implement 31 days Tue 3/1/16 Tue 4/12/16 9

11 Review HR office staffing and structure 31 days Tue 3/1/16 Tue 4/12/16 10SS

12 Applicant tracking software ‐ HR staff training 30 days Wed 4/13/16 Tue 5/24/16 11

13 Applicant tracking software ‐ Training for managers 31 days Wed 5/25/16 Wed 7/6/16 12

14 Applicant tracking software ‐ Roll out 30 days Thu 7/7/16 Wed 8/17/16 13

15 Update job descriptions during employee evaluations 30 days Thu 7/7/16 Wed 8/17/16 14SS

16 Develop procedural handbook for hiring managers 31 days Thu 8/18/16 Thu 9/29/16 15

17 Develop orientation for hiring managers 31 days Fri 9/30/16 Fri 11/11/16 16

18 Develop orientation for hiring committees 30 days Mon 11/14/16 Fri 12/23/16 17

11/1 11/811/1511/2211/2912/612/1312/2012/27 1/3 1/10 1/17 1/24 1/31 2/7 2/14 2/21 2/28 3/6 3/13 3/20 3/27 4/3 4/10 4/17 4/24 5/1 5/8 5/15 5/22 5/29 6/5 6/12 6/19 6/26 7/3 7/10 7/17 7/24 7/31 8/7 8/14 8/21 8/28 9/4 9/11 9/18 9/25 10/2 10/910/1610/2310/3011/611/1311/2011/2712/412/1112/1812/25November December January February March April May June July August September October November December

CPI Hiring Process - Recommendation

Page 1

Steering Committee Feedback

Team Name: Hiring, Non-Faculty Term: Summer 2015 Sponsor: Becky Chadwick

Recommendations Support

01. Develop an orientation on the hiring process for hiring managers ______

02. Develop a Standard Operating Procedures handbook for managers and other interested parties. ______

03. Develop an orientation for hiring committees to provide details on posted jobs and the requirements expected of applicants. ______

04. Establish procedural manual explaining onboarding software for hiring managers and other interested parties. ______

05. Assign a Gantt chart to the hiring process, ensuring hiring process timelines

are met and that all relevant parties are aware of time commitments. ______

06. Re-order steps in the approvals process for new hires to begin at HR so that further approvals are made on complete, accurate, and legal PRFs. ______

07. Job descriptions should be updated during employee’s annual evaluation. ______

08. Remove modification to job descriptions once the hiring process has begun. ______

09. Expedite approvals process per RASIC chart, differentiate between new and existing positions. ______

10. Require hiring managers to identify and assign a designee to perform interviews if they are unavailable to perform an interview themselves, to ensure the process remain on time. ______

11. Assign an identifying number to each non-faculty position to improve organization and clarity throughout the hiring process. ______ Develop system for tracking and internal / external benchmarking. ______

12. RFP for new onboarding system should reflect and capture steps and lengths of time at each step for each hire, as outlined by recommended flowcharts. Data should be reviewed on an annual basis to determine where improvements can be made. ______

13. Review staffing data to ensure HFC Office of Human Resources is adequately staffed and structured. ______

Implementation

Approved recommendations will be implemented by the HR team at Henry Ford College. A follow-up

survey will be conducted after the recommended measures are established to measure satisfaction with

the process.

Acknowledgements

Thanks to:

HFC hiring managers

Human Resource Offices

Grand Rapids Community College

Lansing Community College

Macomb Community College

Oakland Community College

Schoolcraft College

Wayne County Community College

Ken Donovan and HFC Graphics

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