eArcu in partnership with The FIRM presents: Uncovering and addressing the issues surrounding...

Uncovering and addressing the issues surrounding

Recruitment Tech

A SUMMARY

Uncovering and addressing the issues surrounding Recruitment Tech

Tuesday 7th June 2017 2

IntroductionOne of the most popular member discussions on our forum is surrounding recruitment technology and in particular the ATS – how to choose the right one for your business, how to implement effectively , what are the key elements to take into consideration and what are the perils and pitfalls to avoid.

Buying an ATS is the enjoyable and not too difficult part – getting it right on the other hand is not so straightforward and fixing any mistakes can be time consuming and expensive.

Our recent breakfast kindly supported by eArcu looked at these exact issues and some of the key takeaways from the round table discussions for me were as follows:

• ATS implementation is as much about refining your recruitment workflow as it is the system itself.

• Map out your candidate experience for the first 90 days and then look at what technology you need to enable that

• When looking at potential ROI look at it from four angles: technical, operational, strategic and financial

• Be aware of time frames – whether you have 6 weeks, 6 months, a year or more make sure you include deadlines for delivering information, data migration, UAT and for training

• Give priority to the mobile candidate experience and integration with existing social profiles. Also, a well-designed mobile-enabled process opens up access to additional on-the-move talent and significantly extends the periods of the day during which recruiters can engage with candidates. Line manager “Swipe-Shortlisting” from smart-phone and tablet devices is proving to be the silver bullet in reducing recruitment bottle-necks!

• Getting it right will have a massive impact on your time to hire – some of the examples shown reduced time to hire by nearly two months

• Future-proof your system – make sure it has the potential to increase functionality and move with the times.

Many thanks to Damian and his team at eArcu and to Victoria Golokoz from the NSPCC and Kiera Croll from British Engineering Services for their insights and we look forward to seeing you all at our next event!

Emma MirringtonThe FIRM



Concrete and no-holds-barred feedback on key criteria to consider when reviewing your recruitment technology platform formed the basis of a well-attended breakfast event at the exclusive Hospital Club in London’s Covent Garden recently.

Organised by The FIRM and sponsored by eArcu www.earcu.com the high-light of the event saw Kiera Kroll from British Engineering Services and Vika Golokoz from the NSPCC share valuable insights into how they approached key questions such as:

• Is our recruitment management technology serving us well?

• Are we managing the complete end-to-end recruitment process in an integrated fashion?

• Are we providing an attractive, engaging and mobile-friendly candidate experience?

• Have we got access to real-time and accurate analytics and KPIs in a format that can be easily shared with the business?

• How can we achieve greater engagement from our internal Line-Managers?

• How best to integrate recent trends such as Video Interviewing?

• Can a single platform help us manage everything from careers-site design and build, candidate assessment, right through to “Offers & On-Boarding”?

The round-table discussion sessions provided further insight into some of the challenges attendees are facing and debate around how the effective use of a contemporary and future-proof resourcing technology platform allows organisations to attract, engage with and hire top talent – faster !

Damian NolanBusiness Development DirectoreArcu



Who is the NSPCC? - 2000 staff

- 1,500 regular volunteers

- 24/7 Helplines (Childline, Adult)

- Direct services across the UK

- Campaigns and lobbying

- Research

- Fundraising

Replacing legacy ATS

NSPCC EXPERIENCE



Where we were • Time to hire took on average four to

five months

• Managers didn’t have ownership of their own recruitment process

• High admin costs to maintain the portal

• Inaccurate data reporting

• No option of mobile optimisation

• No integration with other systems

• High level of candidate dropout but no analytics to identify drop out point



How we approached it

• Reviewed and remapped the whole NSPCC recruitment process (6 months)

• Involved hiring managers throughout

• Searched for potential new ATS suppliers far and wide

• Created a highly detailed technical spec but allowed ourselves to dream too

• Worked in partnership with IT

• Allowed ourselves to change direction radically at the last moment

• Based our decisions on values and culture fit as well as technical ability to execute

What we needed • Reduction in time to hire, recruitment

at pace

• Positive candidate experience

• Significant increase in managers’ engagement with the recruitment process

• Significant increase in accuracy of data gathered through each candidate’s recruitment cycle

• Wide range of reporting tools to add value to directorates’ sourcing strategies

• Automation of recruitment processes without losing human touch



Project Sponsor Director

Staff Recruitment team (weekly reviews)

Volunteer Recruitment team

(weekly reviews)

Web design team (weekly reviews)

Data transfer and configuration team

(weekly reviews)

Communications Team

(weekly reviews)

Project Board

User acceptance group

Hiring managers and candidates

8

Project Governance

Project Key milestones (April – August 2015)

April

• Project scope • Project governance

• Project teams • User acceptance group

• Risks and Issues log

• Comms plan • Data gathering

May

• Data Transfer • Define all workflows • Design of careers pages • Start system configuration • Start user acceptance testing • Confirm super user group • Stakeholder engagement

June

• Continue developing process workflows

• User acceptance testing

• Continue system configuration

• Stakeholder engagement

July

• Super user training

• User acceptance testing

• All staff communication

• Hiring managers training

August

• System goes live

• Hiring managers training

Project scoping Process mapping System Configuration Launch



RecruitmentKey Messages

• Main recruitment activity has taken place in CSDD and National Services.

• Activity by region continues to be largely dominated by London & South East.

• Overall recruitment times have fallen to 54 days. The longest recruitment times have been in the CSDD and People. Positions in the South West have seen the longest recruitment times.

• Positions in Strategy, Comms and People attract the highest number of applicants per planned hire.

10 NSPCC People Pack March 2017

What we achieved • Reduction in time to hire to an average of

1.5 months (from vacancy approval to offer)

• In-depth high quality data reporting

• Single sign on

• Hiring manager self service

• Candidate source tracking

• Mobile optimisation

• Increased background check compliance

• Integration with other HR systems

• Talent pooling



Recruitment Sources - 12 Month Rolling

Key Messages

• The main source of recruitment (applications) is Indeed although it now accounts for 24% of all applications compared with the 12 months to March 2016 when it accounted for 31% of all applications. LinkedIn has grown as a source of recruitment over the last year.

• However, the main sources of successful recruitment is NSPCC Staff or Volunteer and Word of Mouth. This may be because the applications are more focused than from other sources e.g. application form rather than CV.

• Although Word of Mouth does not generate significant levels of applicants, the conversion rate (probability of success) is high. However, this may lead to a tendency towards less diverse recruitment.

12 NSPCC People Pack March 2017

Recruitment - Diversity

11

Key Messages

• There is little change in the main themes since last quarter.

• A quarter of applications are received from those Under 25, but applicants in this age group are least likely to be invited to interview - 12% compared to 24% overall.

• 6.4% of all applicants are successful (receive an offer), but this falls to 4.1% of applicants who declare a disability.

• BME applicants are half as likely to be offered a position a s t h e i r W h i t e B r i t i s h counterparts.

• Female applicants outweigh their male counterparts by 76% to 24%. Women are slightly more likely to be shortlisted for interview and to be offered a position than men.

NSPCC People Pack March 2017



What we achieved Manager “The system looks and feels much easier to use, it keeps information in one place so we can go back to that if we need to and it also helps with the more strategic reporting and then future recruitment planning”.

Manager “I feel it’s modern and efficient, and I am certain this will be something our candidates feel too”

Candidate “The process has felt very smooth from beginning to end. I have found the system easy to use, HR are very supportive at the end of the telephone.”



JoinedBri=shEngineeringServicesMay2016

Previously,spent4.5yearsattheCity&GuildsGroup

Neededanewchallenge…

…andamoveoutofLondon

LITTLEBITABOUTME

eArcu

MAKINGRECRUITMENTTECHWORKFORYOUKieraCroll,HeadofRecruitment&Talent

TheFIRM



WORLDCLASSCLIENTBASE

ChangedownershipinOctober2015.

PrivateEquitybackingfrom

Ouraims:

− Moderniseandimproveourcustomeroffering.

− Providetheindustrybenchmarkforquality,safetyandinnova=on.

− Adoptazerotolerancepolicytoback-logsandrisk.

− Workinpartnershipwithourcustomers.

WHOAREBRITISHENGINEERINGSERVICES?



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OURHISTORY

Over30,000Seriousor=mequalifieddefects

discoveredforcustomerslastyear

or30,000fewerworkaccidentsandinsuranceclaimsin

2015

c£50mturnover

+94%Clientreten=onrate

c450HighlytrainedandqualifiedEngineer

Surveyors&ConsultantEngineers

2.8millionInspec=onsevery

year

Over14,000clients

c12,800Inspec=onandc1,200Tes=ng&

Cer=fica=on

8yearsAveragelengthof

rela=onshipswithtop10clients

20accredita=ons

held

62,000sitesvisitedthroughouttheUKeveryyear

FIRSTCLASSCLIENTBASE,WITHLONGTERMRELATIONSHIPSANDHIGHRETENTION

KEYFACTS



WHATDIDIINHERIT?

VacanciesnotadverDsedanywhere‒ 100%relianceonagencies

Confusingprocess

‒ Lotsofhand-offs

‒ Notsurewhodidwhat

Poorcandidateexperience‒ Significantdelays/holdups

‒ Losingcandidates

‒ Branddamage

Nodata

‒ Well,noaccuratedata

Noconsistency

‒ Noemailtemplates

And….

Smallbutperfectlyformedteam

Lotsandlotsofthingstoimplementandimprove,whilstretainingbusinessasusual

Employeerela=ons,union,HRIS,payrollsystem,benefits,paystructure,recruitmentprocesses,performancemanagement,TUPE,pensions,L&D,expenses(!),ITqueries(!!!),facili=esmanagement,over=me,fleetmanagement,references,payincreases…

Wenowhaveanhonouraryteammember…

RECRUITMENTANDHR



WHATDOYOU,ANDTHEBUSINESS,WANT….

WHATDOYOU,ANDTHEBUSINESS,NEED….

WHERETOBEGIN?

ENDOFWEEKONE…

Ok,butwhy?

WheredoIstart?



GoogleATSandtherearehundredsandhundredsofop=ons!

Allsaytheycandoprenymuchthesamething–differen=atorscost,customerservice

Useyournetwork

‒ TheFIRMLinkedInGroup

‒ Friends/connec=ons

Forme,firsthandexperienceandrecommenda=onswinsoveranythingelse

Talktoafewproviders

NOWTHEFUNBIT…

WHATDIDIWANT?(ANDNEED…EVENTUALLY!)

Amazingcandidateexperience

Reducedadministra=on

Improvedvisibilityfor

hiringmanagers

Automatedcommunica=ons(includingSMS)

Defined,standardised,

process

Abilitytobuildtalentpools

Improveddataprotec=on

Systemintegra=on(e.g.

withHRIS)

Accuratedataandrepor=ng

Adaptableandflexiblesystem

Futureproof

Onlineoffersandonboarding



Onceyou’vechosenyourproviderit’sontothefunbit!

Alotofyourrequirementswillhavebeendiscussedduringsupplierselec=on

Bepreparedtoinvest=meinmappingprocesses…

…butbeopenminded.

Keeptotheprojectplanandkeydates

Speakupandaskques=onsques=onsques=ons…anddon’tstop!

IMPLEMENTATION

Youmightbeluckyenoughtohavetoinvolveprocurement…

Whatareyourbasiccriteria?

Howwillyoumakeyourselec=on?

Whatisimportanttoyou?

‒ Basicfunc=onality

‒ What'sincluded,what'saddi=onal?

‒ Howflexible?

‒ Addedextras?

‒ Whatsupportwillyoureceive?

‒ Howlongwillittake?

‒ Cost?

SELECTIONPROCESS



Abilitytosharevacanciesviasocialmedia

FAVOURITETHINGS

Don’tunderes=mateusertes=ng

Gethiringmanagersinvolved

Get“candidates”involved

IMPLEMENTATIONCONTINUED



Jobsnearme

FAVOURITETHINGS

CandidatescansigninusingFaceBook/LinkedIn/Google

FAVOURITETHINGS



Everysystemwillhaveits“quirks”

Someonewon’tlikesomething

Essen=altochoseasystemthatisadaptable…atnocost

Standardrepor=ng:understandthem!

Ask!Ask!Ask!‒ Don’tpresumesystemcan’tdoit

‒ Don’tcreatemanualworkarounds

LESSONSLEARNT

Onlinecontracts

FAVOURITETHINGS



Planningfurtherenhancementsandsystemdevelopments:

Onboardingphase1

Onboardingphase2

Videointerviews

SJTs

WHAT’SNEXT?

WentliveaPerapproximatelyfourweeks

Atlast,couldadverDsevacancies!‒ 58%directhire

Standardisedprocess‒ Clearrolesandresponsibili=es

Great(Ihope!)candidateexperience‒ Quicker‒ Slicker

Data!‒ Easiertospotissuesandfixthem…

evidence!‒ S=llneedsomemanualmanipula=on

Consistent,on-brand,communicaDons‒ Easytoupdate

Moreaccuraterepresenta=onofourorganisa=on

HOWDIDITGO?



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eArcu in partnership with The FIRM presents: Uncovering and addressing the issues surrounding...

Recruiting & HR

Transcript of eArcu in partnership with The FIRM presents: Uncovering and addressing the issues surrounding...