Organizational Recruiting and Selection Plan
Organizational Recruiting and Selection Plan University of Mary Washington – College of Business MBUS 521 A1 – Human Resources Management Dr. Bob Greene September 1 1, 2010 In fiscal year 2010 WRI will have hired approximately 60 new staff.
Given a 35% increase projected, which includes growth over the last fiscal year, tremendous growth over the past 3 years, and the projected 20% upcoming growth; recruitment and retention need to be a top priority for the organization.
Position Realignment and Openings WRI’s recent and projected growth has led the Human Resources Team to identify he need to enhance and broaden middle management. WRI needs more middle managers with skill and experience who can articulate project-level strategies aligned with objective, program, and overall WRI strategies; enable the project managers and teams to stay focused on the highest priorities; manage and develop the project managers; handle many of the internal aspects of running a program; integrate work across WRI; and become the talent pipeline for leading WRI programs and functions in the future.
Increasing the overall capabilities of middle managers nd the number of them at WRI is a necessary move to support the growth and overall recruitment objective. WRI is currently in need of restructuring each program to implement or enhance the middle management structure. For example, the Climate and Energy program historically held a hierarchy structure of a Program Director and a Deputy Director who Jointly led a team of 25-30 staff members.
With recent and projected program growth, the Deputy Director position has been reorganized into an Objective Director role without losing seniority within the tructure. It is currently necessary to hire two additional Directors at the same level; each focused on a separate objective which aligns under this program, thus creating a structure of three middle managers. Each of the objectives will have continuing growth and thus create the need to recruit 10-12 expert staff to deliver on the objective goals.
Recruiting and Selection Technology Methods With plans to significantly expand operations, WRI also knew in early 2010 that its manual process to source and acquire talent was outdated for handling the redicted increase in open positions. WRI determined to resolve its talent management inefficiencies and help the organization “walk-the-talk” by reducing paper waste and by launching a new user-friendly candidate tracking system.
The system will also help WRI adhere to its respect and urgency values by being more WRI recently rolled out the iClMS Talent Platform to electronically manage the recruitment and selection process. The Talent Platform incorporates all of the functionality WRI needs to handle the hiring surge. In the first six months of utilizing he Talent Platform, WRI anticipates over 5000 Job seekers to apply to open positions. Without the automation of iClMS applicant tracking system an internal overload will be created.
The following internal outcomes are expected to be achieved with the implementation of iClMS: Time Savings with standardized electronic resume processing Automated pr-escreening capability that will provide further time savings by eliminating resumes that do not meet minimum position requirements Cross-team sharing of candidates with electronic tracking Database of talent to earch and extract key skill-sets for current and future openings Reporting capability with analytical metrics to include: time to hire, quality of hire, outstanding vacancies, cost per hire, candidate pipeline, and recruit source effectiveness Recruiting and Selection Sources In an effort to serve the hiring needs of WRI, the focus of Human Resources and line managers must change or at the very least be enhanced. What previously was a responsibility to place Job advertisements in newspapers, trade magazines or on line has now become a need to identify talent through both proactive and reactive ecruiting techniques.
The following techniques are required to meet the recruitment needs of WRI: Proactive Phone and Internet Sourcing – This method requires the uncovering of candidate information by calling directly into organizations or Boolean searching internet search engines to uncover data on people, their role, title and responsibilities, and to reach out directly to prospects in an effort to source them for position openings or to obtain potential leads from them. Searching for Candidates in Job Boards – Using keywords related to search equirements, candidates can be located in Job boards such as Monster. com, HotJobs. com, and CareerBuilder. com. These type of Job boards maintain both active and passive candidates to source from.
Social Networking for Candidates – Using social networking tools such as Linkedin. om and Facebook. com will also be a potential source of expert talent for WRI. Internal Database searching – As mentioned above, the implementation of the iClMS applicant tracking platform allows for a collection of resumes to source from within WRI’s own platform.
The benefit of earching from this database is the fact that you already know the candidate is interested in working for WRI. Promoting Within – This is an obvious method that few employers maximize. Because WRI is a unique combination of researchers, fund raisers and outcome-focused staff, it is crucial to provide an avenue and opportunity to apply for positions internally. ? Print and On line Advertising – While this method may seem more reactive, it is still necessary to maintain as a recruiting source. The key, however, is being strategic in the placement of ads.
For WRI the focus of advertising should be on the non-profit world, the university world that provides applicable environmental or sustainable development education, environmental trade magazines and on line sites, country specific opportunities, and the profession specific world of associations. Recruiting and Selection Metrics practices over the next three years without including measuring metrics. Two most commonly used metrics are cost-per-hire and time-to-fill.
Cost-per-hire usually looks at the initial cost associated with hiring the wrong candidate, however, there is a eed to look further down the road at the long-term cost. Time-to-fill measurements are important mainly due to the cost associated with positions remaining unfilled. In addition to the common metrics, WRI needs to focus on defining metrics that drive the right behaviors such as performance/quality of hire, manager satisfaction, source of hire, referral rates, candidate satisfaction, and pipeline development.
WRI can decrease the time to fill and decrease the cost per hire, but if they can increase their quality of hire and quality of service, the entire bar is raised.