Recruiting the Lean Way - Value Stream Mapping
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This document discusses improving the recruiting process at Company ABC through value stream mapping. It provides an overview of the current recruiting process, including assumptions about timelines and metrics. It identifies potential inefficiencies such as delays in requisition approval, a lack of sourcing strategy, and issues with candidate screening and assessment. The document proposes improvements like automating requisition approval, integrating applicant tracking systems with tools for sourcing and screening, and standardizing phone screens. Charts map the current and future state processes, highlighting goals like reducing lead time by 50% through techniques like kanban workflow and parallelizing screening with response management.
Recruiting the Lean Way - Value Stream Mapping
- 1. Recruiting the Lean Way Value Stream Mapping
- 2. Value Stream Mapping Symbols Process Control Panel Kaizen Burst Inventory Information Queue Withdrawal Kanban Customer Kanban Post Inventory Inbox Withdrawal Operator
- 3. Hiring Case Study Company ABC Assumptions: Process Time 90% of the offers extended result in a hire 25% of the interviews conducted result in an offer 80% of the candidates submitted to a hiring manager get interviewed It takes 1.5 hours to source a candidate worthy of submitting to a hiring manager Each recruiter has 2.5 hours per day dedicated to sourcing candidates for submission There are three recruiters dedicated to recruiting — thus three recruiters X 2.5 hours per day for sourcing = 7.5 sourcing hours per day total 8 hires /month needed/90% acceptance rate = 9 offer need to be extended 9 offers/25% offer rate = 36 candidates need to be interviewed 36 interviews/80% interview rate = 45 candidates who need to be submitted to hiring managers 45 submissions X 1.5 hours per candidate = 67.5 sourcing hours needed 67.5 sourcing hours needed/7.5 hours per day = 9 business days to source all candidates Current State Objective: 119 days Future State Goal: 50% Faster Case Study is for the hiring process of a Large Corporate HM- Hiring Manager HR- Human Resource RT- Recruitment Team ATS- Applicant Tracking System HM Requisition On- Boarding
- 4. SIPOC – High Level Process Map Suppliers Input Process Output Customer Hiring Committee BU Heads Recruitment Team External Partners Hiring Budget Recruitment Brief Job Description CV, Social media profiles, Candidates Requisition Management Sourcing Response Management Screening & Assessment Selection & On- Boarding New Hires Managers Co-Workers Customers Human Resource Dept
- 5. Cross Functional Diagram – Recruitment Process, ABC Company
- 6. Hiring Process – ABC Company Current State Process Data Activity/Decision Process Time Lead Time % C & A Tools Stakeholders Create Requisition 12 hours 1 day 100% Manual/Semi Automated ATS Hiring Manager Hiring Committee Review & Approval 3 hours 2 days 70% Email/Phone/In- person meeting HM & HR Job Posting & Sourcing – Internal & External Sourcing channels 8 days 5 days 85% Email, Phone, Intranet, Internet RT, EP Screening & Assessment 40 hours 5 days 100% Email, Phone, Manual, Semi Automated ATS RT, HR HM Submissions & Interviews 7 days 20 days 95% Email, Phone, In- person HM, HR & RT Selections & Offer Close 32 hours 5 days 90% Email, Phone, Semi Automated ATS HM, HR, RT Offer Rollout/Acceptance 2 days 2 days 100% Email, Phone, ATS HR, RT On-Boarding & orientation 3 days 65 days 90% Semi Automated ATS, Internet, In- Person HR, HM, RT, BU Heads Current State – Value Stream Map
- 7. Referring to the exhibits above process efficiency leaks can occur as a result of activities between the departments, within the HR department or in interfaces with the external providers. The various touch points, integration and re-entry points in the talent acquisition process can be assessed for their contribution to the overall efficiency leakage.
- 8. Inefficiencies in requisition management - Collaboration & decisions are difficult to manage - Routing requisitions for approval in hard copy or email is slow and not tracked - Documentation may be lost in the inter-office paper shuffle Sourcing - Significant sourcing costs wasted due to lack of sourcing strategy - Paper based or email based employee referral program add to the complexity of the most important sourcing tool Response Management - Candidate data stored in different formats, locations and storage types is cumbersome and costly Screening & Assessment - Absence of automated prescreening tools - Absence of assessment tools; intuitive hiring process Inefficiencies linked to expenses - Engaging external partners, Advertising, Relocation, no visibility on internal mobility
- 9. Value Stream Mapping – Kaizen Opportunities A requisition approval process aided by workflow automation with appropriate auto-notifiers and escalation points ATS/ CRM capabilities integrated with sourcing & assessment tools, job boards & external partners Standardizing initial candidate phone screening; Skype or Video Interviews Creating a compliant process for documenting search strings Creating a staffing quick reference guide for hiring managers Creating a checklist for offer compliance Documenting the Employee referral process Internal mobility, redeployment process for internal hires Introducing a Kanban for offer letters
- 10. Future State Process Data Activity/Decision Process Time Lead Time % C & A Tools Stakeholders Create Requisition 20 hours 3 hours 100% Automated ATS Hiring Manager Hiring Committee Review & Approval 4 hours 20 minutes 95% Phone, ATS HM & HR Job Posting & Sourcing – Internal & External Sourcing channels 9 days 1 hour 85% ATS, Intranet, Internet, phone RT, EP Screening & Assessment 45 hours Pre- screening in parallel with response management (Pull Strategy) 100% Automated ATS. Pre screening tools RT, HR HM Submissions & Interviews 7 days 1 day 95% Email, ATS, Skype HM, HR & RT Selections & Offer Close 34 hours 4 hours 90% Email, Automated ATS, In-Person HM, HR, RT Offer Rollout/Acceptance 2 days 4 hours 100% Email, Phone, ATS HR, RT On-Boarding & orientation 4 days 35 days 90% Automated ATS, In-Person HR, HM, RT, BU Heads
- 11. Future State – Value Stream Map