Scp tracking and reporting proposal

transcript

TRACKING & REPORTING DATABASE PROPOSAL

Presented by Dionne Chingkoe & Karim Harji

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INTRODUCTION

OUR HISTORY

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in ActionDegree of Private Sector Engagement

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HOW DID WE GET HERE?

“I think our bias at SCP has always been towards action and perhaps that's the most important aspect of our "how". Our belief is that we can learn more by "doing" than we can by "thinking”…we step back and ask ourselves…

"what did we learn from that action?”…and revise our theory of change to begin the next cycle again with more action.

Our bias to learn by doing, reflect honestly, and act often has fortunately led us

down a path where that allows us to build on our past successes and learnings. So my guess is that at some point there will be a Phase 4 based on the learnings we glean from this most recent plan of action, and the cycle will begin again.

- Bill The

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WHAT’S NEXT?

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THE ROADBLOCKdata data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data

THE CURRENT SYSTEM

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THE STATED OBJECTIVES

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THE STATED OBJECTIVES

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NO LIGHT AT THE END OF THE TUNNEL

Don’t know if we are

achieving our mission

Don’t know if we are

achieving our mission

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WE NEED A SOLUTION

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THE BIG PICTURE VIEW

Inputs (Primary Data)

Outputs (Secondary Data)

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IMPACT FROM TWO DIRECTIONS

Improving Processes

Tracking Success

THE AUDIENCE

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THE PROCESS

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THE PROCESS

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Are we delivering candidates of sufficient quantity and quality? What is the degree of job readiness of candidates coming out of each specific agency? What is their probability of success in the hiring process?

How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?

How do community hires compare to social hires in regards to advancement and performance?

What are the causes of failure at each stage of the hiring process and how can they be mitigated?

How can ChangeHR have the potential to tangibly redesign existing agency and employer processes? What impact could it have?

Is SCP achieving it’s mission and stated claims?

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SIX QUESTIONS WE WANT TO ANSWER

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TAKE QUESTION 2 AS AN EXAMPLE

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TAKE QUESTION 2 AS AN EXAMPLE

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STAGE 1Executive Sponsor

Project Leads

Project Support Team (Hiring Manager, HR, Operations, Recruitment

Step 1: Executive buy-in is generated from a given private sector company. The project team is built by identifying the executive sponsor, key contacts in HR, recruitment, operations, and among the hiring managers.

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Step 2: SCP and Project Team sit down to understand the overall HR process

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Step 3: Employment opportunities that fit the hiring criteria are identified. Specific divisions and positions for the pilot project are isolated.

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Project Leads

Requirements for position:-Criteria-Qualifications-Profiles of Existing Employees

Detailed Job description

Employer MOU and control group

Finalized number of positions and timelines

Step 4: Specific position information is gathered and formalized into a detailed job description.

PRIMARY INPUTSEmployerEmployer BranchBranch

Job PostingJob Posting

AgencyAgency CandidateCandidate

Job-Ready CandidateJob-Ready Candidate

Hiring RoundHiring Round

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Hired Employee

SAMPLE INPUTS

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SAMPLE FORMS

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Employee (Employee ID, Job Posting ID, Candidate ID, Start Date…)

SAMPLE TABLES

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Database with pre-

programmed formulas

Database with pre-

programmed formulas

Question 6 - Desired Outputs 2010 2011 2012 2013… 2020

% of hires that retain employment through third month 10% 10% 20% 30% 50%

% of hires still retained at 12 month 5% 5% 10% 15% 25%

% of hires positioned to career ladder 10% 10% 20% 30% 40%

# of total employers engaged as % of Fortune 500 companies 0% 1% 2% 20% 80%

# of placements per employer 5 10 20 30 50

# of total placements 100 400 1200 2500 40000

# of total community hires involved 200 800 2400 5000 80000% of involved employers with no incentive required 20% 30% 40% 50% 100%

% that exit to equal or better opportunity 20% 30% 40% 50% 100%

% of agencies interested in deeper invovlement with SCP 5% 5% 10% 30% 70%

SAMPLE OUTPUT FORMSQuestion 2 – Desired Outputs

2010 2011 2012 2013… 2020

Average % starting wage increase from last job

Employer A 2% 5% 10% 15% 15%

Employer B 5% 10% 20% 20% 20%

% wage increase over the progression of job

Employer A 2% 5% 10% 15% 20%

Employer B 5% 10% 20% 25% 30%Avg social hire starting wage at each employer location

Employer A $12 $12 $12 $15 $15

Employer B $18 $18 $18 $18 $18

Type of benefits received None Partial Partial Full FullNumber of instances training valued over $XX received 0 1 1 2 2% change in number of people above welfare line at 12mo point 5% 5% 10% 20% 40%

Internal Promotion rate 30% 30% 20% 20% 5%

Employee's relative satisfaction compared to old job 3 3 3 4 4% of hires that believe there is an opportunity to advance/ career ladder 5% 10% 20% 30% 40%Performance ratings on:

Technical skills required for the job 1 2 2 3 4

Soft skills required for this role 2 2 3 3 4

Related/relevant experience 1 2 3 3 3

Fit with Corporate Culture 1 2 2 3 3

% of initial hires moving to FTE status 20% 30% 40% 50% 60%

Time to first wage increase 2 yr 1 yr 1 yr 9 mo 9 mo% of hires earning greater than minimum wage 50% 50% 60% 60% 65%

SAMPLE OUTPUT FORMSFunnel Ratio (interviewed to hired) from each agency:

Agency A 20% 30% 40% 50% 70%

Agency B 5% 5% 10% 20% 40%

Agency C 30% 30% 20% 20% 5%

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AT THE JUNCTIONS

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• Are these questions of equal relevance?• Have the perspectives of all relevant audiences been addressed?• Are all of these questions reliable and valid?• Are all of them relevant to us and our stakeholders?• Are any of them of higher priority than others?• Is there anything extraneous?

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• Which variables can we control?• How do we define certain terms like “job-readiness?”•How do we track employer provided supports?•Can all of the metrics we have chosen act as accurate means of measurement? •Have they been used and validated elsewhere?•Are the metrics we have chosen the most direct means of measuring?•Are any of them redundant?

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•Do each of the formulas properly measure the metrics we have outlined?• How precisely do we need to track variables? Should data be collected in an aggregate form or on an individual basis?

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• Which variables can we control?• How do we track temporary and permanent jobs differently?• How do we treat franchise and ChangeHR reporting differently?• How do we know the control group is comparable?• Is there a way to con

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•What type of people/skills do we need on board internally?•How much are we willing to spend in terms of dollars and time?•Do we need two different databases or just one comprehensive one?•Which players need to cooperate for us to collect data accurately?•Where could inaccuracies occur?

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• What does the timeline for implementation look like?

SKILLS AND PEOPLE NEEDED

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• Externally contracted individual or company with expertise in database development and information systems

• MIS student or an external temporary hire looking for experience but is knowledgeable about database development

• Internal staff member with significant work time allocated towards this project and with access to external expertise.

THANK YOU

QUESTIONS?

YOU’RE PROBABLY

WONDERING WHAT THIS

BLACK BOX IS

SAMPLE OUTPUT FORMS

S: To prove that this is a better recruitment channel than the traditional channel

G: To find out which agencies are most effective and which demographic is most difficult to help

A: To find out how they can be more effective with their processes and screening methods

S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved.G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizensA:

E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires

S: To create a business case for Change HR by proving that community hires are an untapped group with high potential

G: To find out if community hires can be converted to equally performing members of workplacesA:

E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives

S: To understand how to vary inputs and partners as necessaryG: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected.

A: To strive for better performance by fixing weak links in the hiring processE: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices.

S: To test the feasibility of the ChangeHR concept via pilotsG: To see the cost saving potential of SCP's proposalsA:

E: To improve recruitment processes and gaine access to an untapped pool of potential hires

S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change.G: To have concrete data on which to make funding reallocation decisions. A:

E: To have economic incentives backing up and integrated community hiring initiative.

WHO IS INTERESTED AND WHY?

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How do community hires compare to social hires in regards to advancement and performance?3

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What are the causes of failure at each stage of the hiring process and how can they be mitigated?4

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How can ChangeHR have the potential to tangibly redesign existing agency and employer processes? What impact could it have?5

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Is SCP achieving it’s mission and stated claims?6?

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WHAT TO MEASURE

WHAT WILL THIS LOOK LIKE?

Inputs (Primary Data)

Outputs (Secondary Data)

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Question 1 – Desired Outputs 2010 2011 2012 2013… 2020

Funnel Ratio (screened to interviewed) from each agency: Agency A 20% 30% 40% 50% 70%Agency B 10% 15% 20% 25% 30%Agency C 30% 20% 5% 5% 1%Funnel Ratio (interviewed to hired) from each agency: Agency A 20% 30% 40% 50% 70%Agency B 5% 5% 10% 20% 40%Agency C 30% 30% 20% 20% 5%

Funnel Ratio (screened to hired) from each agency: Agency A 4% 9% 16% 25% 49%Agency B 1% 1% 2% 5% 12%Agency C 9% 6% 1% 1% 0%Employer Satisfaction of candidates from each agency relative to other social hires 2 3 3 3 3

Employer Satisfaction relative to regular hires 2 3 3 4 4Funnel Ratio (screened to hired) from each demographic: Single Mothers 20% 30% 40% 50% 60%New Canadians 5% 5% 10% 20% 40%Disabled 20% 30% 40% 50% 60%At-Risk Youth 10% 30% 50% 80% 80%% of Candidates qualified for hiring criteria 30% 40% 50% 60% 80%

Avg # of training hours received from each agency 5 5 10 15 20

% of candidates that stay in training process till end 40% 50% 60% 70% 100%

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SAMPLE OUTPUT FORMSQuestion 3 - Desired Outputs 2010 2011 2012 2013… 2020

Relative Performance:

Technical skills required for the job 1 2 2 3 4

Soft skills required for this role 2 2 3 3 4

Related/relevant experience 1 2 3 3 3

Fit with Corporate Culture 1 2 2 3 3

Relative Wage Rate 1 2 3 3 3

Relative Internal Promotion Rate 1 2 3 3 3

Relative % duration of employment 20% 30% 50% 50% 100%

Relative Wage Rate 60% 80% 80% 100% 100%

% makeup of level job class 5% 5% 10% 20% 40%

Entry Level 10% 10% 20% 30% 50%

Team Leads 2% 5% 5% 10% 10%

Management 0% 0% 1% 2% 5%

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SAMPLE OUTPUT FORMSQuestion 4 - Desired Outputs 2010 2011 2012 2013… 2020

% breakdown of nature of exit:

Positive 30% 40% 50% 60% 70%

Neutral 30% 30% 30% 30% 20%

Negative 40% 30% 20% 10% 10%

% breakdown of placement type post exit:

Unemployed or more Unfavourable Opportunity 50% 40% 30% 20% 10%

Equal or more Favourable opportunity 50% 60% 70% 80% 90%

% of reasoning behind exit

Personal 30% 30% 30% 30% 30%

Unvoluntary 40% 30% 20% 10% 10%

Alternate Opportunity 30% 40% 50% 60% 60%

% rejected that would be invited back to try again

Employer A 10% 10% 10% 20% 20%

Employer B 5% 5% 10% 20% 20%

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SAMPLE OUTPUT FORMS

Average Time to Placement 3mo 1mo 1mo 1mo 2 weeks

% growth in placement volume 30% 40% 50% 60% 70%

cost ratio of training, placement, retention support 50:40:10 50:35:15 55:30:15 60:20:20 60:10:30

% change in average recruitment cost per hire 0% 2% 3% 5% 10%

% employers willing to intergrate social hiring 0% 0% 5% 10% 80%

% willing to pay similar sourcing and retention fees 0% 0% 5% 10% 80%

% of candidates that are social hires 0% 2% 5% 10% 20%

% decrease in time before exiting welfare line as compared to without SCP 0% 10% 30% 30% 30%

% of employers with intent to increase social hire volumes 5% 5% 10% 30% 70%

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SAMPLE OUTPUT FORMS

% of hires that retain employment through third month 10% 10% 20% 30% 50%

% of hires still retained at 12 month 5% 5% 10% 15% 25%

% of hires positioned to career ladder 10% 10% 20% 30% 40%

# of total employers engaged as % of Fortune 500 companies 0% 1% 2% 20% 80%

# of placements per employer 5 10 20 30 50

# of total placements 100 400 1200 2500 40000

# of total community hires involved 200 800 2400 5000 80000

% of involved employers with no incentive required 20% 30% 40% 50% 100%

% that exit to equal or better opportunity 20% 30% 40% 50% 100%

Project Leads

Requirements for position:-Criteria-Qualifications-Profiles of Existing Employees

Detailed Job description

Employer MOU and control group

Finalized number of positions and timelines

Step 4: Specific position information is gathered and formalized into a detailed job description.

STAGE 2Step 1: SCP conducts due diligence on various agencies to understand the agency landscape and pick out potential agency partners.

Step 2: SCP and the employer meet to discuss the agency landscape and to choose a final agency partner.

Step 3: Staff at the final agency partner and SCP meet and an MOU is signed.

Step 5: Relevant representatives from SCP, the agency, and the employer meet to approve a project plan and approach. Weekly meetings are set.

SCP conducts an intensive Due Diligence process with standardized evaluations of people, process and capacity at the pre-hire, hire, and post-hire stages.

Agency Staff

Presentation made to employer

Final Project Plan

Agency Staff

Step 3: Staff at the final agency partner and SCP meet and an MOU is signed.

Agency Staff

STAGE 3Step 1: Pre-screening requirements are identified and the number of potential positions in a given job posting is determined.

For a given job opportunity, know:-Pre-screening requirements-Factors influencing success-Customized job posting (if required)

Potential positions

Step 2: Agency staff identify channels from which to select candidates. They also determine what factors are necessary for candidates by benchmarking historical data and prerequisites.

Potential positions

Step 2: Agency staff identify channels from which to select candidates. They also determine what factors are necessary for candidates by benchmarking historical data and prerequisites.

Step 3: Agency staff hold information sessions, provide customized skills training, and optional testing to prepare a job-ready pool of social hires.

Potential positions

Information session

Customized skills training

Optional Testing

Job-ready Candidates

Conducted by Agency staff

STAGE 4Step 1: Resumes of Job-ready candidate pool are sent to the prospective employer.

Potential positions

Resumes sent

Step 2: Select Job-ready candidates are granted interviews. Potential positions

Resumes sent

Interviews Granted

Step 2: Select Job-ready candidates are granted interviews.

Step 3: Select interviewees are hired by the prospective employer.

Potential positions

Resumes sent

Interviews Granted

Successful community hire candidates

Step 2: Select Job-ready candidates are granted interviews.

Step 3: Select interviewees are hired by the prospective employer.

Potential positions

Resumes sent

Interviews Granted

Feedback ConductedEmployer grants

feedback to agency about the social hires.

Step 4: Feedback is conducted between various parties.

Agency grants SCP feedback on the hiring process

STAGE 5Community hire progress is tracked at predetermined time-points for the duration of employment in relation to a control group.

On-boarding Training

Control group trajectory

Community hire trajectory

STAGE 6A quarterly strategic review takes place between SCP, the employer, and the agency partner.

PRIMARY INPUTSEmployerEmployer BranchBranch

Job PostingJob Posting

AgencyAgency Marginalized Individuals

Marginalized Individuals

Job-Ready CandidateJob-Ready Candidate

ApplicationApplication InterviewInterview Hired Employee

Hired Employee

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THE DIAGNOSIS

“ The site while at present while functional, is far from realizing its potential as a valuable marketing and

more importantly, informational outlet for SCP due to the blandness of its layout, typography, and overall visual appearance as well as its outdated content; however, the

sites restructuring neither needs to be all-encompassing or immediate”

THE APPROACH

OPTIONS

TIME COMMITMENT

Scp tracking and reporting proposal

Technology