Recruitment analysis turned into true added value for the business
After a stable recruitment period with approx. 20 recruitments per year, the company that I worked for faced a need for adding a lot of new employees and also employee profiles whom we did not have experience with. We were insourcing software, embedded software, and hardware competences to the innovation center. Additionally, we increased our number of innovation projects. I collected data from varies systems, hardcopy approvement forms, employment dates etc. I also added performance ratings for the hired employee to analyze if we really succeed in “employing the best talents”.
On top of this I worked with the marketing communication team (and key ambassadors in the business) to create an employee value proposition (EVP). The EVP-process was an internal and straight to the point process which resulted in a strong internal ownership as the EVP resonated with the business.
The outcome of the analysis was first and foremost a very strong commitment to recruitment which enabled the business to succeed with the above challenge.
It ended up in a simple four factor KPI matrix that ensured quality (performance), speed, cost, and internal efficiency. In addition, we also gain better prices with job sites as we had backup data, better agreements with our preferred headhunters who delivered value adding candidates (and we stopped the cooperation with the headhunters who didn’t deliver but had a personal connection to someone in the business), an understanding of which onboarding process we needed to go through to enroll newcomers, and last but not least an understanding of where we took too long in the process which was when changed afterwards. An example of speeding up the recruitment processes was to create successor planning for key roles – and we included external successors as the company had a limited size. This resulted in fast and high-quality external recruitments.
Pre- and onboarding
As the company was massively ramping up and we needed to quickly onboard new employees. We needed not only to find the newcomers but also a speedy deployment of the right candidates. We ended up in creating an “pre-boarding” microsite where information about the strategy, key persons and key processes (and more) was described. The microsite was protected by password. Newcomers got access to the site after they had signed their new employment contract. A lot of this information had been shared with newcomers in hardcopy before but by creating the micro-site, the company presented itself in a professional way and it was very easy to administrate. We also created onboarding plans for the first day, first 2 weeks and 90 days. This ensured that the hiring manager proactively was able to share the plan with the new employee and the process was open, speedy and all areas/systems was included the first time which resulted in fewer errors. We also observed that the newcomers took a larger ownership of the process.