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The Complexity in Reassigning Recruiting Teams to Optimize Performance

Many organizations have multiple recruiting teams supporting their business goals. And while these teams have the best of intentions, over time they may adopt their own workflow, and contribute to organizational obstacles such as the duplication of roles, diluted resources, inconsistent job duties, ineffective technologies, compensation inequities and disparate processes.

When this happens, it becomes challenging for recruiting organizations to implement the change needed to regain control and improve performance. Even relatively small process changes become difficult to administer.

To overcome these obstacles, recruiting organizations should seek to reinvent themselves and align their resources and processes and finally, their technologies. This starts off by determining who is doing what and why. There are many ways to accomplish this, including interviews with team members or time studies. These organizations can also distribute a matrix to recruiting leaders asking them to identify their employees by name, job title and the percentage of time they work on core recruiting and secondary activities (i.e. college recruiting). Analysis of these activities will help spot inconsistent job duties and processes being performed across the organization. The completed matrix can be used also to investigate role realignment and recognize inequities in team member workloads, for example.

If the individual recruiting teams adopted different target metrics, the organization should seek enterprise-wide recruiting metrics and service level expectations agreed upon by company leadership. These metrics may include: number of open positions assigned per team member, recruiting manager span of control, staffing specialist to recruiter ratios and average time to fill. Once these target metrics and service level expectations are established, recruiting organizations can adjust their modeling and realign the recruiting teams accordingly. In addition, the organizations may consider revising their recruiting teams’ job descriptions before they communicate new target metrics and then manage each team based on the revised expectations.

A large Fortune 100 company with some 250,000 employees worldwide was recently in this situation. With several lines of business, each recruiting team operated its own unique practices, processes, roles and technology solutions to meet the individual line requirements. Due to the complexities outlined above, the company chose to reinvent their over-arching recruiting processes before finalizing a new Applicant Tracking System (ATS) design. In order to accomplish this, they had to first, understand their current state, accomplished by completing time studies of their recruiters and staffing specialists. Later, leadership realigned the future state recruiting processes and roles for the recruiting teams across the enterprise. Finally, they devised a recruiting resource matrix to help them obtain the details needed to understand what each individual person on the team and the alignment (or lack thereof) of job duties. By taking these steps, the company was empowered to meet its goals and able to design a new system based on the most efficient, streamlined future state for optimized recruiting.

Once realigned, recruiting organizations will be positioned to better leverage their existing technology or seek new solutions to meet future needs. If organizations choose to update their technology without paying attention to the best practices outlined above, they run the risk of over designing the system to meet the disparate processes. An overly complex configuration will be equally difficult to maintain and only lead to more chaos amongst the teams. Avoid these problems by taking the time to reevaluate and realign recruiting teams to reduce ineffective and inefficient processes and then seek to optimize technology to empower success.

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