What could be more important than your role as gatekeeper of the culture and soul of your company? Determining how to attract and hire the finest talent is one of the most critical business decisions you’ll ever make. Yet, regardless of the hiring process you adopt, its greatest value to your company occurs only during the final interviewing phase, when you and your team can look candidates square in the eye and ultimately decide whether they are the right fit for your company. The rest of the process is simply a means to an end. Learn how you can reduce your recruiting costs by 15-40% and transform recruiting from a staff function to a strategic advantage by thinking outside the box in your recruiting process.
RPO: Reduce Hiring Costs and Improve Efficiency in Your HR Department
1. Reduce Costs and
Improve Efficiency
in Your HR
Department
Presented by Randall W. Hatcher
Information in this presentation is property of MAU Workforce Solutions
2. A Crime has been Committed
Something has been Stolen
Information in this presentation is property of MAU Workforce Solutions
3. Precious
Limited
FOCUS
Information in this presentation is property of MAU Workforce Solutions
11. The Employment Function
Internal External
Movement Movement
Information in this presentation is property of MAU Workforce Solutions
12. The Employment Function
• Promotions
Internal • Transfers
• Job, Shift, Location
Movement • Absenteeism
Information in this presentation is property of MAU Workforce Solutions
13. The Employment Function
• Full-Time Regular
Direct Hire
• Part-Time External
• Temporary Workers
• Outsourced Workers
Contingent Movement
• Co-ops & Interns
Workforce
Information in this presentation is property of MAU Workforce Solutions
14. The Employment Function
Internal External
Movement Movement
Information in this presentation is property of MAU Workforce Solutions
15. Internal Movement Promotions & Transfers
Requisition Qualification/Posting Interview Post Interview/Hire
Post-interview
Forward qualified meeting
Position Qualification applicants to Hiring
Manager
Revise job posting and Route Approval to
send to Hiring Hiring Manager Employ paperwork
Requisition Approved Manager provides feedback to
MAU Extend offer to
Hiring Manager candidate
Log in requisition Schedule telephone
approves
interview
Communicate start
Route for HRL approval Post position internally Hiring Manager
date internally
conducts interview
Route for VP approval Collects bids Schedule plant
interview Coordinate relocation
Screen bids
Coordinate travel
New hire orientation
Send letters to non-
Conduct plant
qualified applicants
interview
Internal transfer starts
Information in this presentation is property of MAU Workforce Solutions
16. Internal Movement Promotions & Transfers
Requisition Qualification/Posting Interview Post Interview/Hire
Post-interview
Forward qualified meeting
Position Qualification applicants to Hiring
Manager
Revise job posting and Route Approval to
send to Hiring Hiring Manager Employ paperwork
Requisition Approved Manager provides feedback to
MAU Extend offer to
Hiring Manager candidate
Log in requisition Schedule telephone
approves
interview
Communicate start
Route for HRL approval Post position internally Hiring Manager
date internally
conducts interview
Route for VP approval Collects bids Schedule plant
interview Coordinate relocation
Screen bids
Coordinate travel
New hire orientation
Send letters to non-
Conduct plant
MAU: 19 Steps qualified applicants
interview
Internal transfer starts
Client: 6 Steps
Information in this presentation is property of MAU Workforce Solutions
17. Internal Movement
• Planned Absenteeism
• Unplanned Absenteeism
Information in this presentation is property of MAU Workforce Solutions
18. Planned
Internal Movement: Absenteeism
• Vacation
• Holidays
• Personal Time
• Leave
4-8% Fixed Costs
Information in this presentation is property of MAU Workforce Solutions
19. Unplanned
Internal Movement: Absenteeism
7:00am • Holdover
• Call in
• O. T.
• Shut Down
• Fixed Cost
• Premium Pay
Information in this presentation is property of MAU Workforce Solutions
20. Unplanned
Internal Movement: Absenteeism
4-8% Absenteeism Pool
Fixed Cost Variable Cost
Information in this presentation is property of MAU Workforce Solutions
21. The Employment Function
Internal External
Movement Movement
Information in this presentation is property of MAU Workforce Solutions
22. External
Movement
Full Time Regular
Direct Hire RPO
Hire:
Part Time
Co-Ops/Interns
Temporary Contingent Workers
Outsourced
One Stop Shop
Information in this presentation is property of MAU Workforce Solutions
23. External Movement RPO
• What does it look like?
• Why RPO?
• How to Manage?
• How to Measure?
• Obstacles
• It’s a Journey
Information in this presentation is property of MAU Workforce Solutions
24. External Movement RPO
RM coordinates candidate travel (if necessary) Conduct Interview #6 with VP NA Sales,
National Sales Director & 2 others
RECRUITMENT Conduct Field Ride Interview #4
Interviewers complete Candidate Evaluation
Contact appropriate search firm(s) Complete Field Ride Form Form and route to area office and RM
Recruit candidates Provide feedback to Recruiter
Client: RM provides feedback to Recruiter
Schedule Area Office Interview #5 with Area
42 Steps Send qualified resumes to Region Manager
Director and Operations Manager
OFFER
Provide feedback to Recruiter RM coordinates candidate travel
(if necessary) RM extends verbal offer contingent upon
Recruiter SCREENING Conduct Interview #5 – Area Office
background check and drug screen
2 Steps Schedule screening interview #1 with Provide feedback to Recruiter Completed background returned to HRAA
Region Manager
RM completes and routes candidate overview and
Conduct screening interview #1 pre-offer packet to Area Office. Debbie sends formal offer package to
candidate including HR paperwork
Provide feedback to Recruiter
Total: Area office reviews and routes candidate overview
and pre-offer packet to client. Candidate accepts offer
Schedule Interview # 2 with Region
44 Steps Manager to use Initial Interview Guide
Pre-offer approved
Conduct Interview # 2
EEOC Tracking
HRAA sends background check paperwork
Drug screen via Choicepoint
Provide feedback to Recruiter
HRAA schedules Interview #6
E-Memo generated by Region Manager
Schedule Interview # 3 (face-to-face) with
Region Manager to use Second Interview Area AA distributes interview packets
Guide BID number generated by KCPC
Candidate completes and returns background
Conduct Interview # 3 paperwork Area AA generates PCN
RM coordinates candidate travel Candidate starts work
Provide feedback to Recruiter
Background paperwork sent to Global Security and Complete quarterly EEOC applicant flow log
Schedule Field Ride Interview #4
Vereda and route to HR
Information in this presentation is property of MAU Workforce Solutions
25. External Movement RPO
Pre-offer approved
SCREENING
Client: Background paperwork sent to Global Security
Schedule screening interview (face-to-face) with and Vereda
13 Steps Region Manager
Completed background returned to Recruiter
Candidate returns paperwork package #1
MAU: Conduct screening interview
OFFER
19 Steps Provide feedback to Recruiter
Extend formal offer package to candidate
including HR paperwork
Schedule Field Ride Interview
Candidate accepts offer
Total: Coordinate candidate travel (if necessary)
32 Steps EEOC Tracking
Conduct Field Ride Interview
Drug screen via Choicepoint
Complete Field Ride and provide feedback
Region Manager generates E-Memo
Schedule Interview with Area Director, Region
Manager & Operations Manager Client generates BID number
RECRUITMENT
Coordinate candidate travel (if necessary) Area AA generates PCN
Recruit candidates
Send candidate paperwork package # 2 Candidate returns completed HR paperwork
Review Results
Conduct Area Office Targeted Selection Panel Candidate starts work
Send qualified resumes to Region Manager Interview
Send Post Fill survey to hiring manager
Provide feedback to Recruiter Conduct post interview assessment
Complete quarterly EEOC applicant flow log and
route to HR
Send candidate paperwork package #1 Complete pre-offer
Information in this presentation is property of MAU Workforce Solutions
26. The Goal
Information in this presentation is property of MAU Workforce Solutions
27. Savings Per Hire
Time
Reduction 70%
Cost Salaries
Reduction $2625
Information in this presentation is property of MAU Workforce Solutions
28. Pricing Model
Management Fee
• Monthly
Flat Recruitment Fee
• 35-50% less
Consolidation of Recruiters
• 15 -> 5
• 10 -> 2
Information in this presentation is property of MAU Workforce Solutions
29. Why RPO?
Economic
• Reduce recruiting costs 15-40%
• Convert fixed to variable costs
Strategic
Operational
Flexibility and Scalability
Technology
Focus
Information in this presentation is property of MAU Workforce Solutions
30. Why RPO?
Economic
Strategic
• Strategic Advantage vs. Staff Function
• Improve talent base and bench strength
Operational
Flexibility and Scalability
Technology
Focus
Information in this presentation is property of MAU Workforce Solutions
31. Why RPO?
Economic
Strategic
Operational
• Metrics and quantifiable results drive
• Vendor Optimization
Flexibility and Scalability
Technology
Focus
Information in this presentation is property of MAU Workforce Solutions
35. How to Manage RPO
Job Data Process Management
Open Orders Transparency
Current Openings External Process Cycle
MAU Client MAU Client MAU Client Client
8 Days 2 Days 2 Days 5 Days 8 Days 2 Days 1.5 Days 4 Days 15 Days 47.5 Days
Current Resume External
External Post Interview
REQ. # Position Dept Manager Days in Candidate Submittal Date Feedback Phone Interview Feedback Date On-site interview Offer Extended Offer Accepted Start Date Time to Comments
Search Date Assessment
Process Date Fill
30014844 Devlopment Eng ECH Johanek 47 4/26/2005
Mike Hudik 4/28/2005 5/4/2005 5/5/2005 5/9/2005 Not interested - has another offer
Christina Kramer 4/28/2005 5/4/2005 5/6/2005 5/9/2005 removed herself from process
Nathan Buescher 5/17/2005 5/18/2005 5/23/2005 5/23/2005
Delayed due to thesis
Everitt Doddington 5/18/2005 5/18/2005 5/19/2005 5/20/2005 5/25/2005 5/26/2005 5/31/2005 6/3/2005 7/6/2005 51
completion
position reposted in plant
30048494 Development Eng. ENT Schmidt 42 3/7/2005
4/21/05
Jared Garder 3/7/2005 3/8/2005 better fit for test position
decided to pursue internal
Jerome Burke 4/8/2005
candidate
decided to pursue internal
Chris Andrews 3/15/2005 3/17/2005
candidate
30033170 Assoc Mfg Eng MOE2 Denk 21 5/19/2005
Matthew Raplenovich 5/19/2005 5/20/2005 5/20/2005 5/20/2005 6/1/2005 6/1/2005 6/9/2005 6/17/2005 7/11/2005 36 Delayed due to relocation
30048488 IDP/MOE4 MOE4 Widmann 15 6/1/2005
Preston Bakaric 6/14/2005 6/16/2005 no secured a job with Lear
Joshua Stidman 6/16/2005 6/20/2005 6/21/2005 waiting on feedback
30033132 Purchasing Eng/Sr PUR3 Kaelber 21 6/6/2005
Matt Fennell 6/8/2005 6/9/2005 6/10/2005 6/10/2005 6/20/2005
30033147 Quality Engineer/Sr QAM 3 Evans 32 5/17/2005
Terry Zimmerman 5/25/2005 5/25/2005 n/a n/a 5/20/2005 6/15/2005 pursuing a stronger candidate
Paul Montaturo 5/25/2005 5/31/2005 n/a n/a 6/8/2005 6/15/2005 accepted another position
Fernando Pinelo 5/31/2005 6/3/2005 6/6/2005 6/8/2005 6/10/2005 6/15/2005 will receive an offer
MAU
Client
Information in this presentation is property of MAU Workforce Solutions
36. How to Manage RPO
Job Data Process Management
Open Orders Transparency
Current Openings External Process Cycle
MAU Client MAU Client MAU Client Client
8 Days 2 Days 2 Days 5 Days 8 Days 2 Days 1.5 Days 4 Days 15 Days 47.5 Days
Current Resume External
External Post Interview
REQ. # Position Dept Manager Days in Candidate Submittal Date Feedback Phone Interview Feedback Date On-site interview Offer Extended Offer Accepted Start Date Time to Comments
Search Date Assessment
Process Date Fill
30014844 Devlopment Eng ECH Johanek 47 4/26/2005
Mike Hudik 4/28/2005 5/4/2005 5/5/2005 5/9/2005 Not interested - has another offer
Christina Kramer 4/28/2005 5/4/2005 5/6/2005 5/9/2005 removed herself from process
Nathan Buescher 5/17/2005 5/18/2005 5/23/2005 5/23/2005
Delayed due to thesis
Everitt Doddington 5/18/2005 5/18/2005 5/19/2005 5/20/2005 5/25/2005 5/26/2005 5/31/2005 6/3/2005 7/6/2005 51
completion
position reposted in plant
30048494 Development Eng. ENT Schmidt 42 3/7/2005
4/21/05
Jared Garder 3/7/2005 3/8/2005 better fit for test position
decided to pursue internal
Jerome Burke 4/8/2005
candidate
decided to pursue internal
Chris Andrews 3/15/2005 3/17/2005
candidate
30033170 Assoc Mfg Eng MOE2 Denk 21 5/19/2005
Matthew Raplenovich 5/19/2005 5/20/2005 5/20/2005 5/20/2005 6/1/2005 6/1/2005 6/9/2005 6/17/2005 7/11/2005 36 Delayed due to relocation
30048488 IDP/MOE4 MOE4 Widmann 15 6/1/2005
Preston Bakaric 6/14/2005 6/16/2005 no secured a job with Lear
Joshua Stidman 6/16/2005 6/20/2005 6/21/2005 waiting on feedback
30033132 Purchasing Eng/Sr PUR3 Kaelber 21 6/6/2005
Matt Fennell 6/8/2005 6/9/2005 6/10/2005 6/10/2005 6/20/2005
30033147 Quality Engineer/Sr QAM 3 Evans 32 5/17/2005
Terry Zimmerman 5/25/2005 5/25/2005 n/a n/a 5/20/2005 6/15/2005 pursuing a stronger candidate
Paul Montaturo 5/25/2005 5/31/2005 n/a n/a 6/8/2005 6/15/2005 accepted another position
Fernando Pinelo 5/31/2005 6/3/2005 6/6/2005 6/8/2005 6/10/2005 6/15/2005 will receive an offer
MAU
Client
Information in this presentation is property of MAU Workforce Solutions
37. How to Measure RPO
Customer
First Pass Yield Time to Fill
Satisfaction Index
Exempt Exempt
Exempt Hiring
Goal: 90% Goal: 9.5 Weeks
Weight: 30%
Process Weight: 30%
Goal: 90%
Time to First
Cost Per Hire
Submittal
Exempt
Exempt
Goal: $22,500
Goal: < 8 days
Weight: 10%
Weight: 30%
Information in this presentation is property of MAU Workforce Solutions
44. Obstacles
Status Quo is okay
Too expensive
Internal cultural issues
Unable to measure
Lack of internal expertise
Knowledge level
Can't find a good outsourcing partner
0% 10% 20% 30% 40% 50% 60% 70% 80%
Information in this presentation is property of MAU Workforce Solutions
45. It’s a Journey
1999
1999 2000 2002 2002 2005
RPO:
Co-ops and Contract Temporary Outsourced Absenteeism
External & Professionals Workers Assembly Pool
Interns
Internal
Information in this presentation is property of MAU Workforce Solutions
46. A Day in the Life…
8:10am 8:20am 9:00am
Two associates call Five employees Production schedule
out sick. Need transferred to second change – need 20
backfills shift employees now
6:00-7:00pm
Strategy
10:00am
Relocation and Transfer
Package
4:00pm
Headcount Analysis
due
11:15am
3:10pm 2:00pm
Annual Co-op Strategy
Good News! Manager is On–Site Interviews for
Meeting
promoted Five Engineers
Information in this presentation is property of MAU Workforce Solutions
47. Headcount
Transfer
Co-Op Programs Analysis
Absenteeism 18 Steps 20 Steps
45 Steps
15 Steps
Backfills
On-Site 25 Steps
Interviews Relocation
Promotion 20 Steps 35 Steps
10 Steps Production
Change
30 Steps
218 Steps -> 1 Call
Information in this presentation is property of MAU Workforce Solutions
49. Never Waste a Crisis
Information in this presentation is property of MAU Workforce Solutions
50. The Birth of A New Workforce
Follow blog at: www.mau.com/blog
Order more at:
www.thebirthofanewworkforce.com
Information in this presentation is property of MAU Workforce Solutions
Hinweis der Redaktion
In Hiring, how is your time and money stolen?
Fear is a great motivator Maybe these companies weren’t thinking about the right things. Weren’t using their time effectively.
Couldn’t find logo for Avondale Mills or Graniteville Mills
30,000 employees gone
30,000 employees gone
How much time could you save by outsourcing a function to someone else How much time does your company spend on non-core activities? How many hours are spent?How much money could you save by outsourcing a function to someone else? How much money is your company spending now doing non-core functions? How many dollars are spent?
MAU: 19 StepsClient: 6 Steps
Real TimeCross Trained
How to Get Started
How much time could you save by outsourcing a function to someone else How much time does your company spend on non-core activities? How many hours are spent?How much money could you save by outsourcing a function to someone else? How much money is your company spending now doing non-core functions? How many dollars are spent?