Innovative Recruiting Strategies for Higher Education [Webcast]

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Innovative Recruiting Strategies for Higher Education: Clemson University’s Hiring Success Story

Transcript of Innovative Recruiting Strategies for Higher Education [Webcast]

Innovative Recruiting

Strategies for Higher

Education: Clemson University’s

Hiring Success Story

Agenda

• Research and Trends

• Clemson’s Story

• Goal:

Why do we need to change

• Challenges:

What is keeping us from our goal

• Solutions:

Technology and social networking solutions

• Results:

Documented accomplishments

• Q & A

Research And Trends

Talent Analytics Are you using data well?

Most companies don’t use data well Recruiting leaders need to strengthen their

talent analytics capabilities to stay ahead

53%

43%

39%

32%

30%

29%

25%

21%

18%

17%

17%

16%

15%

13%

12%

12%

9%

9%

9%

India

MENA

Southeast Asia

Brazil

Mexico

United States

South Africa

Canada

China

Spain

United Kingdom

Italy

Hong Kong

Australia

Netherlands

Belgium

France

Nordics

Germany

24% Global

Average

Sourc

e:

2015 G

lobal R

ecru

itin

g T

rends,

LI

Talent Analytics Are you using data well?

Only a quarter of global recruiting

leaders believe they are using

data very well in their roles

Global companies use data

primarily for strategic workforce

planning

57%

54%

45%

42%

Long-term workforce

planning

Leadership development,

succession planning

Urgent need for a specific

type of talent

Internal

mobility

Using

data well

Not using

data well

Sourc

e:

2015 G

lobal R

ecru

itin

g T

rends,

LI

Top Sources Of Quality

Hires Have Shifted

40%

30%

20%

2011 2012 2012 2014

Social professional networks

+73% over 4 years

Employee referral programs

Internet job boards

RPO’s/staffing

Internal hires

Company career website

Social professional networks

Sourc

e:

2015 G

lobal R

ecru

itin

g T

rends,

LI

Clemson’s Story

• Public research university, founded in 1889, Clemson, South

Carolina

• Over 16,000 undergraduate and 4,200 graduate students

representing more than 80 majors

• An independent, non-profit institution, Clemson is accredited by the

Southern Association of Colleges and Schools Commission on

Colleges (SACSCOC)

• Ranked No. 21 national public university by U.S. News & World

Report

• Ranked No. 7 in student ROI by Smart Money and ranked one of the

highest in retention and graduation rates

THE GOALS

Clemson University is ranked

No. 21 among national public

universities.

The first-rate faculty and staff

recruited by the university

are key to continuing to build

Clemson’s stellar brand.

2020 Forward Roadmap

• Recruit, Retain, and Reward Top Talent

• Lean analysis of entire hiring process to provide a better candidate experience

• Increase accuracy and efficiency

• Improved, faster hiring process

• Minimize bad hires

• Aggressive Recruiting

• Passive candidate sourcing

• Focus on diversity

• Increase focus on research

• Improved evaluation of Top Talent

• Search committee training

• Improve search processes

• Job and skill specific interview questions

• Reference checks

• Skill assessments

THE CHALLENGES

Challenges Facing Clemson

• Long Hiring Process

• Under Informed Search

Committees

• Compliance Concerns

• Sourcing Passive Candidates

THE SOLUTIONS

Long Hiring Process:

Lean Analysis

LEAN

Staff Hiring Process: Future State

Online Hiring Process

Lean Results For

Hiring Process

Process Review HUMAN RESOURCES

Type of change Old New

Process type Electronic and paper Electronic

Steps within process

(overall) 37 19

Approvals (pre-hire) 11 4-7

Process time (pre-hire) 12 days 2-5 days

Visibility of process Limited Work list

Lead time (total) 13 weeks 3-5 weeks

Implement A New

Hiring Process

Candidate

applies

Phone screen

Pre-Hire360® assessm

ent

Hiring manager interview(

s)

Job offer extended

Hiring manager interview(

s)

Job offer extended

Reference

check

Reference

check

• Moved reference checking up in the process

• Traditional phone reference calls weren’t productive

• Implemented a pre-hire reference assessment

• Speeds up the process – fills what was a “dead time”

• Rich feedback informs managers BEFORE the

interviews

Implement A New

Hiring Process

• Use the data to:

• Determine if we want to move forward with a candidate

• Identify areas to address during interview

• Identify areas of developmental needs to create

professional development plans

• Provide guidance for search committees

• Help with the on-boarding process

Candidate

applies

Phone screen

Pre-Hire360® assessm

ent

Hiring manager interview(

s)

Job offer extended

Under Informed Search Committees:

Candidate Compilation Binder

HUMAN RESOURCES HUMAN RESOURCES

Recruiting Timeline

HUMAN RESOURCES

Position Description

Candidate Reference Guide

HUMAN RESOURCES

Candidate Comparison

Candidate Comparison

Candidate Info

Candidate Feedback Report

Candidate Feedback Report

Better Reference Checking Compliance

• International Journal of Selection and

Assessment • Peer-reviewed scientific journal

• 34,054 new hires were tracked

and observed over 21 months

• Web-based, multisource

reference checking • Consistent

• Proven to predict turnover

• Doesn’t discriminate (no statistical

differences in results based on

race, gender or age)

Better Compliance

• Use of Search Committee guide to

standardize Search Process

• References standardized with job

specific questions

• Use of approved, standardized

interview questions

• Standard definition/evaluation of top

talent

Sourcing Passive Candidates

Cultivate a Pool of Passive Candidates

Cultivate a Pool of Passive Candidate

LinkedIn Sponsored Update

Social Media Use

Social Media Use - Onboarding

• New Employee Spotlights

• Professional Headshot

• LinkedIn Employer Update

Employee Referral Program

Indeed Company Page

THE RESULTS

• Hiring experience on campus is now more

like a search firm

• Reduction in time-to-hire — 13 weeks

saved

• 90% less time checking references —

average time to completion is 1.7 days

• Significantly improved to time posting: First

Pass Yield of posting requests increased

from 10% to 80%

• Standardized process — selection

committees have tools to conduct

consistent and compliant interviews

• Receive more detailed information on

candidates — an average of 4.7 references

respond per candidate

• Already compiled more than 700 passive

candidates from references and growing

• Social media reach — Increased followers

by an average of 68% over past year

• Potential turnover cost avoidance — $1.3M

and climbing

Thank You

Presented by:

Josh Brown

Clemson University

Michelle Reed

SkillSurvey