Talent HR & Talent Strategy Workforce Productivity Talent Development Strategy Strategy Development Strategy Clarification Growth & Sales Force Strategy Organization Governance & Operating Model Organizing Restructuring M&A Support Supercharging your Recruiting Function Predictive Analytics & Powerful New Insights from Recruiting Data
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Talent HR & Talent Strategy Workforce Productivity Talent Development
Strategy Strategy Development Strategy Clarification Growth & Sales Force Strategy
Organization Governance & Operating Model Organizing Restructuring M&A Support
Supercharging your Recruiting
Function
Predictive Analytics & Powerful New Insights from Recruiting Data
Donncha Carroll ([email protected] or 312.202.3003) of Axiom Consulting Partners | Recruiting Analytics | 2015 1
Our value proposition | the Axiom team provide a unique combination of
context rich analytical rigor with a strong focus on practicality and value
System Agnostic | we work with and extract data from all the major enterprise recruiting systems; our focus is on using what you already have
Integrated | we aggregate data from each of your enterprise systems (recruiting, performance mgmt., HRIS) but also from other external resources to create new data assets that add significant value
Data and System Agility | your data does not have to be perfect; we will find the value in what is captured and leverage it
Creative and Insight Rich | we use advance data visualization techniques to develop new insights, that are both actionable and address high priority problem areas
Practical and Capability Building| we focus on what can be accomplished with what is available and help develop internal capabilities within your organization
Results Focused and Principle Based | everything we do is in service of a core set of recruiting objectives and applied based on principles vs. hard and fast rules
Donncha Carroll ([email protected] or 312.202.3003) of Axiom Consulting Partners | Recruiting Analytics | 2015 3
25% probability candidate remains with business. Performance
comparable to candidate profile A.
80% probability candidate will both perform
and stay if they accept an offer.
Use applicant data to predict retention and performance to aid selection
Characteristic Candidate Profile A Candidate Profile B
Education High School Diploma College Degree; Liberal Arts
Experience 3 to 5 years performing
similar work but in a different industry
No related experience but 1 to 2 years working for
a non-for-profit
Location Address listed within 5 miles
of planned work location More than 15 miles from
planned work location
Spelling Mistakes in
Resume 2 to 3 mistakes 1 mistake
PREDICTIVE MODEL
Business Context
Recruiting function seeking to increase the quality of candidates for a specific high volume role by filtering out applicants less likely to perform or stay with the business over the longer term.
Predictive Modeling Goal
Identify which applicants have an increased probability of both performing and staying with the organization for two years or more.
Summary of Approach
1. Develop the predictive model by extracting data from your applicant tracking system and data on retention and performance from HRIS
2. Test and validate the model on previously unseen data to confirm accuracy and usefulness
3. Apply the model to new candidates to identify which applicants are most likely to stay and perform*
College Degree
1 to 2 Yrs.
Within 20 Miles
1 Mistake
High School
3 to 5 Yrs.
Within 5 Miles
2 to 3 Mistakes
1
2
3
4
* Used as an additional input to the decision making process along with other data
Compare recruiters on loss ratio, total time to fill, quality of candidates, longevity of hires, etc.
Determine level of variance in types of roles filled across and for individual recruiters
Group recruiters based on similar work to increase efficiency and capability to serve “like roles”
Use diagnostic analyses to separate systemic issues from person driven performance challenges
Identify critical developmental needs, process gaps, improvement opportunities and performance expectations for key recruiting individuals Much higher loss
Donncha Carroll ([email protected] or 312.202.3003) of Axiom Consulting Partners | Recruiting Analytics | 2015 9
Provided deep strategic insights around recruiting process inefficiencies for
a multi-national government contractor
Background
Approach
Key Findings and Results
Aggregated, cleaned, and normalized data sets from multiple client recruiting systems (i.e. Taleo)
Developed key hypotheses to structure the types of analyses and questions to answer
Built data models and conducted exploratory analyses to test quality and validity of data
Performed deep dive analysis on several key areas to expose sources of inefficiencies − Recruiting funnels by role segments and office locations
− Process flow trends by roles and segments
− Correlation and patterns around multiple applications
The volume of applications declined due to company’s inability to attract new unique applicants, pointing to weakness in brand and employee value proposition
Extremely high volumes of applications were not being screened properly by recruiters, especially for hard to fill roles due to lack of knowledge of role responsibilities
Recruiter staffing did not accommodate for seasonality affects in volume of applications
Recruiting Funnel Analysis
Process Flow Clustering by Roles
Multiple Application Correlations
Seasonality of Application Volumes
Company encountered declines in the number of applications, particularly for hard to fill STEM roles
Company leaders wanted to diagnose the potential causes as well as to expose inefficiencies within the recruiting process
Donncha Carroll ([email protected] or 312.202.3003) of Axiom Consulting Partners | Recruiting Analytics | 2015 10
Identified / addressed process design challenges causing a small percentage
of critical requisitions to take much longer to fill than others
Background
Approach
Key Findings and Results
Identified and addressed data quality issues using a variety of techniques (e.g., mean replacement, moderation of quality based outliers, job consolidation)
Cleanly separated management approval steps from HR responsibilities
Completed detailed assessment of the division of work (i.e., variance in role types handled by recruiter)
Used variance in recruiter performance to separate systemic from individual challenges
Diagnosed role specific issues and root causes through detailed analytics and select hiring manager interviews
Key job requisitions had been overly generalized
“Chronic applicants” were wasting valuable resources
Range of role compensation communicated too late
No access to the data diagnosing process delays and no accountability for addressing problems as they arise
New measurement/management approach to diagnose root cause of delays, highlight trends in system performance for early detection, clarified decision rights
Separation Management from HR Responsibilities
Variance in Time to Fill
Evaluate Success through Lens of Success
Health System employer of choice in region
Perception (unproven) that certain critical patient service roles were not being filled in a timely fashion
Complaints of ineffective collaboration between Hiring Managers and Recruiters
Donncha Carroll ([email protected] or 312.202.3003) of Axiom Consulting Partners | Recruiting Analytics | 2015 11
Accelerating organic growth in an Insurance Broker by sourcing non-
traditional sales talent in key market segments
Background
Approach
Key Findings and Results
CASE EXAMPLE OUTPUTS Hiring, onboarding and retaining high quality experienced
Producer talent was a critical growth strategy
Challenged to hire quality candidates because of non-competes, diminishing yield from historically reliable talent pools, and difficulties making attractive and sound offers
Quantified the economic opportunity
Developed role profiles and a competency model
Developed and validated custom assessments and interview tools for Producer roles
Identified non-traditional sources for talent using a persona-based approach to talent sourcing and labor market insight tools (Burning Glass)
Created an approach and process to source and select Producer talent
Developed a Producer orientation and onboarding program
Secured investment to build a centralized talent acquisition function supporting multiple divisions
Achieved organic hire targets for the initial Beta application
Addressed process gaps that were impeding effectiveness and efficiency in the process
Created a cultural shift in embracing outside industry hires