Post on 16-Jan-2015
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Reduce Costs and Improve Efficiency
in Your HR Department
Presented by Randall W. Hatcher
Information in this presentation is property of MAU Workforce Solutions
A Crime has been Committed
Something has been Stolen
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Precious
Limited
FOCUSInformation in this presentation is property of MAU Workforce Solutions
Bankruptcies
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Closings
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Bethlehem Steel Then…
Hoover Dam
Empire State
Building
Alcatraz Island
Chrysler Building
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Bethlehem Steel Now…
Sands CasinoInformation in this presentation is property of MAU Workforce Solutions
Bethlehem Steel Now…
Sands Casino
FOCUS
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Core/Noncore
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Internal Movement
The Employment Function
External Movement
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Internal Movement
The Employment Function
• Promotions• Transfers
• Job, Shift, Location• Absenteeism
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• Full-Time Regular • Part-Time• Temporary Workers• Outsourced Workers• Co-ops & Interns
Contingent Workforce
Direct Hire
The Employment Function
External Movement
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Internal Movement
The Employment Function
External Movement
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Internal transfer starts
Post-interview meeting
Post position internally
Forward qualified applicants to Hiring
Manager
Requisition Approved
Hiring Manager approvesLog in requisition
Route for HRL approval
Route for VP approval
Position Qualification
Revise job posting and send to Hiring
Manager
Collects bids
Screen bids
Send letters to non-qualified applicants
Schedule telephone interview
Hiring Manager conducts interview
Schedule plant interview
Coordinate travel
Conduct plant interview
Route Approval to Employ paperwork
Extend offer to candidate
Communicate start date internally
Coordinate relocation
New hire orientation
Promotions & Transfers
Hiring Manager provides feedback to
MAU
Internal Movement
Requisition Qualification/Posting Interview Post Interview/Hire
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Internal transfer starts
Post-interview meeting
Post position internally
Forward qualified applicants to Hiring
Manager
Requisition Approved
Hiring Manager approvesLog in requisition
Route for HRL approval
Route for VP approval
Position Qualification
Revise job posting and send to Hiring
Manager
Collects bids
Screen bids
Send letters to non-qualified applicants
Schedule telephone interview
Hiring Manager conducts interview
Schedule plant interview
Coordinate travel
Conduct plant interview
Route Approval to Employ paperwork
Extend offer to candidate
Communicate start date internally
Coordinate relocation
New hire orientation
Promotions & Transfers
Hiring Manager provides feedback to
MAU
Internal Movement
Requisition Qualification/Posting Interview Post Interview/Hire
Client: 6 Steps
MAU: 19 Steps
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Internal Movement
• Planned Absenteeism• Unplanned Absenteeism
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Internal Movement:
• Vacation• Holidays • Personal Time• Leave
4-8% Fixed Costs
Planned Absenteeism
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Internal Movement:
• Holdover• Call in• O. T.• Shut Down
• Fixed Cost• Premium Pay
7:00am
?
Unplanned Absenteeism
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4-8%
Fixed Cost Variable Cost
Absenteeism Pool
Internal Movement: Unplanned Absenteeism
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Internal Movement
The Employment Function
External Movement
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Full Time Regular
Part Time
Outsourced
Co-Ops/Interns
Temporary
One Stop Shop
External Movement
Direct Hire
Contingent Workers
Direct Hire: RPO
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• What does it look like? • Why RPO?• How to Manage?• How to Measure?• Obstacles • It’s a Journey
External Movement RPO
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Client:42 Steps
Recruiter2 Steps
Schedule Field Ride Interview #4 Complete quarterly EEOC applicant flow log and route to HR
Conduct Interview #6 with VP NA Sales, National Sales Director & 2 others
Contact appropriate search firm(s)
Conduct screening interview #1
Schedule Interview # 2 with Region Manager to use Initial Interview Guide
Schedule Interview # 3 (face-to-face) with Region Manager to use Second Interview
Guide
Provide feedback to Recruiter
Provide feedback to Recruiter
Conduct Interview # 2
Provide feedback to Recruiter
Conduct Interview # 3
Schedule screening interview #1 with Region Manager
Recruit candidates
RM coordinates candidate travel (if necessary)
Background paperwork sent to Global Security and Vereda
Conduct Field Ride Interview #4
RM coordinates candidate travel
Area office reviews and routes candidate overview and pre-offer packet to client.
Conduct Interview #5 – Area Office
Pre-offer approved
HRAA schedules Interview #6
HRAA sends background check paperwork
Candidate completes and returns background paperwork
Area AA distributes interview packets
RM completes and routes candidate overview and pre-offer packet to Area Office.
RM coordinates candidate travel (if necessary)
Schedule Area Office Interview #5 with Area Director and Operations Manager
Provide feedback to Recruiter
Complete Field Ride Form
Completed background returned to HRAA
Debbie sends formal offer package to candidate including HR paperwork
RM provides feedback to Recruiter
Candidate accepts offer
Drug screen via Choicepoint
E-Memo generated by Region Manager
BID number generated by KCPC
Area AA generates PCN
Candidate starts work
Interviewers complete Candidate Evaluation Form and route to area office and RM
RM extends verbal offer contingent upon background check and drug screen
Send qualified resumes to Region Manager
Provide feedback to Recruiter
Provide feedback to Recruiter
Total:44 Steps
External Movement RPORECRUITMENT
SCREENING
OFFER
EEOC Tracking
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Recruit candidates
Review ResultsConduct Area Office Targeted Selection Panel
Interview
Coordinate candidate travel (if necessary)
Schedule Interview with Area Director, Region Manager & Operations Manager
Complete Field Ride and provide feedback
Conduct Field Ride Interview
Coordinate candidate travel (if necessary)
Schedule Field Ride Interview
Provide feedback to Recruiter
Send candidate paperwork package # 2
Conduct screening interview
Candidate returns paperwork package #1
Schedule screening interview (face-to-face) with Region Manager
Send candidate paperwork package #1
Provide feedback to Recruiter
Send qualified resumes to Region Manager
Complete quarterly EEOC applicant flow log and route to HR
Pre-offer approved
Area AA generates PCN
Candidate returns completed HR paperwork
Region Manager generates E-Memo
Candidate starts work
Drug screen via Choicepoint
Client generates BID number
Send Post Fill survey to hiring manager
Candidate accepts offer
Extend formal offer package to candidate including HR paperwork
Completed background returned to Recruiter
Background paperwork sent to Global Security and Vereda
Complete pre-offer
Conduct post interview assessment
Client:13 Steps
MAU:19 Steps
Total:32 Steps
External Movement RPO
RECRUITMENT
SCREENING
OFFER
EEOC Tracking
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The Goal
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Time Reduction
Cost Reduction
70%
Salaries$2625
Savings Per Hire
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Management Fee• Monthly
Flat Recruitment Fee• 35-50% less
Consolidation of Recruiters• 15 -> 5• 10 -> 2
Pricing Model
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• Reduce recruiting costs 15-40%• Convert fixed to variable costs
Economic
Strategic
Operational
Flexibility and Scalability
Technology
Focus
Why RPO?
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Economic
• Strategic Advantage vs. Staff Function• Improve talent base and bench strength
Strategic
Operational
Flexibility and Scalability
Technology
Focus
Why RPO?
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Economic
Strategic
• Metrics and quantifiable results drive• Vendor Optimization
Operational
Flexibility and Scalability
Technology
Focus
Why RPO?
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Economic
Strategic
Operational
• Respond quicker and with improved results
Flexibility and Scalability
Technology
Focus
Why RPO?
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Economic
Strategic
Operational
Flexibility and Scalability
• Gain access to the best recruiting technology solutions
Technology
Focus
Why RPO?
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Economic
Strategic
Operational
Flexibility and Scalability
Technology
• Strategic workforce planning and management
Focus
Why RPO?
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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
REQ. # Position Dept ManagerCurrent Days in Process
External Search Date
Candidate Submittal DateResume
Feedback Date
Phone Interview Feedback Date On-site interviewPost Interview Assessment
Offer Extended Offer Accepted Start DateExternal Time to
FillComments
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
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 51Delayed due to thesis
completion
30048494 Development Eng. ENT Schmidt 42 3/7/2005position reposted in plant
4/21/05
Jared Garder 3/7/2005 3/8/2005 better fit for test position
Jerome Burke 4/8/2005decided to pursue internal
candidate
Chris Andrews 3/15/2005 3/17/2005decided to pursue internal
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
Open Orders Transparency
Current Openings External Process Cycle
How to Manage RPO Job Data Process Management
Information in this presentation is property of MAU Workforce Solutions
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
REQ. # Position Dept ManagerCurrent Days in Process
External Search Date
Candidate Submittal DateResume
Feedback Date
Phone Interview Feedback Date On-site interviewPost Interview Assessment
Offer Extended Offer Accepted Start DateExternal Time to
FillComments
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
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 51Delayed due to thesis
completion
30048494 Development Eng. ENT Schmidt 42 3/7/2005position reposted in plant
4/21/05
Jared Garder 3/7/2005 3/8/2005 better fit for test position
Jerome Burke 4/8/2005decided to pursue internal
candidate
Chris Andrews 3/15/2005 3/17/2005decided to pursue internal
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
Open Orders Transparency
Current Openings External Process Cycle
How to Manage RPO Job Data Process Management
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How to Measure RPO
First Pass YieldExempt
Goal: 90%Weight: 30%
Customer Satisfaction Index
Exempt Hiring Process
Goal: 90%
Time to FillExempt
Goal: 9.5 WeeksWeight: 30%
Cost Per HireExempt
Goal: $22,500Weight: 10%
Time to First Submittal
ExemptGoal: < 8 daysWeight: 30%
Information in this presentation is property of MAU Workforce Solutions
Information in this presentation is property of MAU Workforce Solutions
Information in this presentation is property of MAU Workforce Solutions
Information in this presentation is property of MAU Workforce Solutions
Information in this presentation is property of MAU Workforce Solutions
Information in this presentation is property of MAU Workforce Solutions
Information in this presentation is property of MAU Workforce Solutions
Obstacles
Can't find a good outsourcing partner
Knowledge level
Lack of internal expertise
Unable to measure
Internal cultural issues
Too expensive
Status Quo is okay
0% 10% 20% 30% 40% 50% 60% 70% 80%
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It’s a Journey
1999
RPO: External &
Internal
1999
Co-ops and Interns
2000Contract
Professionals
2002
Temporary Workers
2002
Outsourced Assembly
2005
Absenteeism Pool
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A Day in the Life…
8:10amTwo associates call
out sick. Need backfills
8:20amFive employees
transferred to second shift
9:00amProduction schedule
change – need 20 employees now
10:00amRelocation and Transfer
Package
11:15amAnnual Co-op Strategy
Meeting
2:00pmOn–Site Interviews for
Five Engineers
3:10pmGood News! Manager is
promoted
4:00pmHeadcount Analysis
due
6:00-7:00pmStrategy
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218 Steps
Absenteeism 15 Steps Backfills
25 Steps
Production Change30 Steps
On-Site Interviews20 Steps
Relocation35 Steps
Transfer20 StepsCo-Op Programs
45 Steps
Promotion10 Steps
Headcount Analysis18 Steps
-> 1 CallInformation in this presentation is property of MAU Workforce Solutions
FOCUS
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Never Waste a Crisis
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The Birth of A New Workforce
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