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E-Recruitment:
The Revolution in How We
Find Talent
Joye Lang, IPMA-CP,OHR Assistant DirectorScott Letourneau,President, NEOGOV
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SC Environmental Scan
Poor economic conditions and highunemployment rates over the past severalyears
Reduced recruiting and hiring efforts,except for critical positions
Employees who remained unhappily inpositions expected to begin to seek otherpositions as new jobs become availabledue to improving economic conditions
Potential for a significant number ofretirements by the Baby Boomergeneration over the next five years
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Impact of SC
Environmental Factors An unprecedented impact on
recruitment and hiring expected
in the immediate future The need for more strategic
recruitment by employers
The need for increased use oftechnology for recruitment
processes
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S.C. State Governments
Recruitment History Pre-1998:
Paper Postings at OHR & the
Merit System with the MeritLists
Since 1998:
Vacancy-Driven Application
Process &
Electronic Vacanc Postin
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Current Recruitment and
Hiring Issues and Trends A multi-generational workforce:
the Veterans (born 1922-1943)
the Baby Boomers (born 1943-1960) the Generation Xers (born 1960-1980)
the Generation Nexters (born 1980-
2000).
Other facets of diversityrace, nationalorigin, geography, religion, culturehave
increasedRon Zemke, Claire Raines, & Bob Filipczak, Generations
at Work 3 (2000).
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SC State Governments
Current Statewide
Recruitment Process State agencies post their vacancies
on the South Carolina State Jobswebsite through the HRIS at no cost
to the agencies Public access to state government
vacancies through this website
State agencies statutorily required
to post their vacancies with OHRand the South Carolina EmploymentSecurity Commission. See S.C. CodeAnn. 8-11-120 (2007 Cum. Supp.).
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SC State Governments
Current Statewide
Recruitment Process Centralized job postings
Decentralized applications
Four page long applications
mailed (or e-mailed) to
individual agencies
Paper laden process
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What S.C. State
Governments Recruitment
Process Should Be A centralized and branded
application site that links all
state agencies into a singlesystem
Ability to accept job
applications via the Internet atany time
A single sign-on capability
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What S.C. State
Governments Recruitment
Process Should Be A screening option with job-
specific questions based on the
necessary knowledge, skills,and abilities
Ability to market appropriatelybased on the generational
diversity of the applicant pool
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What S.C. State
Governments Recruitment
Process Should Be Ability for individual agencies to
search through the applicants
to be considered for thatagencys specific vacancies
An electronic recruitmentapproach to reduce its current
paper-laden process
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What S.C. State
Governments Recruitment
Process Should Be Ability to provide screened
electronic applications to the
hiring authority without papercopies
A reduced number of
background check, signedapplications, and completed
addenda to applications after
reviewing screened applicants
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What S.C. State
Governments Recruitment
Process Should Be Ability to archive records
EEO data collection and
reporting
Reduced collection of
redundant information
A secure system to maintain
confidential information
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NEOGOV
Mission: To improve the servicespublic sector agencies deliver tosociety. Exclusively focused on public sector
Over 170 Government Agencies &25,000 users in 40 States
Over 6 Million applicationsprocessed annually
Customer focused and driven
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Overview
CertificationApplicant
Tracking
Selection/
Testing
RecruitmentRequisition
Hire
Workflow
Time Effort Cost Service Satisfaction Retention
Results:
HRIS/Payroll(ERP)
Web
Services
Workflow
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Goals
Increase efficiency and effectiveness
Move towards paperless recruiting
Reduce 90% administrative processes (filing,photocopy, printing, etc.)
Increase services to citizens (applicants)
Proactively keep applicants informed ofrecruitment status
Increase communication with Hiring Managers Buy staff time back and reallocate to more
productive tasks
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New Processing
Job Interest Cardsauto notification of job
openings
Create & Approve requisitions online
Post jobs on central State site Career Seeker applies online
Auto screen Minimum Qualifications
Send email notices
Auto identify good, better, best
Filter (dept, geog, skills, etc.)
Refer applications to Hiring Manager online
Applicants use the Citizen Self Service Portal to
answer 90% of their common questions
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Benchmarking Results
Recruiter/Analyst Effort
48% Reallocation
Support Staff Effort
29.5 hr/wk75% Reallocation
Time-to-Hire Reduction(Average)
5 Weeks
33% Reduction
Department Satisfaction Rating:
25% Increase
Consolidated 7 existing systems
into 1
Recruiter/Analyst Effort
37% Reallocation
Support Staff Effort
77% Reallocation
Time-to-Hire Reduction(Average)
5 Weeks
33% Reduction
Department Satisfaction Rating:
25% Increase
Consolidated 5 existing systems
into 1
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Job Requisitions
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Job Announcements
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Recruitment Plans
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Citizen Self Service
Portal
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Reports & Dashboards
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Thank You
Additional Resources
NEOGOV Web site:
www.neogov.com
NEOGOV Customers:www.neogov.com/custo
mers
Contact Information
Scott Letourneau,President
Phone: (888) NEOGOV1 x
203
Email: [email protected]
http://www.neogov.com/http://www.neogov.com/customershttp://www.neogov.com/customershttp://www.neogov.com/customershttp://www.neogov.com/customershttp://www.neogov.com/8/2/2019 SCE Recruitment
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Supplemental 1Ability to
Decrease Cost Per Hire
Automating workflow increases productivity
Reports identify the most productive
recruitment sources
Integrating with other enterprise systems
eliminates redundant data entry
Use advanced screening and filtering tools
to reduce the time that hiring managers and
others spend interviewing candidates.
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Supplemental 2Ability to
Increase Retention Rates
Identifying employees who will succeed with
an agency
Reduce turnover in the first year of
employment, where voluntary turnover rates
are typically a full ten percentage points
higher than overall agency turnover rates
Encouraging promotional recruitments
through an automatic system, enabling
employees to advance their careers within
the agency
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Supplemental 3Ability
to Improve Time-to-Fill
Streamlining job requisition creation and
approval processes
Employing pre-screening capabilities
Increasing collaboration and communication
Reporting on key metrics to identify
bottlenecks
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Supplemental 4Ability
to Increase Productivity
Better-fit candidates require less training
Better fit candidates are more productive
from day one
Increase focus on more value-addedstrategic activities
Increased services to citizens and
departments while reducing effort
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Supplemental 5
Recruitment Features
Post Job Descriptions to your Website
Automatic Online Job Interest Cards Create and Post Job Announcements
Employment Opportunities Report
Accept Job Applications Online
Recruitment and Examination Planning
Proven Results:
90% Applications Online
75% Reallocation in Support Staff Effort
30% Reallocation in Recruiter Effort
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Supplemental 6
Selection Features
Create and Manage Pre-Screening Questions
Pre-Screen Applicants Automatically, asthey Apply
Define and Store Scoring Plans
Training and Experience Evaluations
Subject Matter Expert Review
Score and Rank Applicants
Proven Results:
30% Reallocation in Screening Effort
25% Reduction in Duration
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Supplemental 7Applicant
Tracking Features
Track Applicants by Step/Hurdle
Generate Email and Hard-Copy Notifications Maintain Detailed Applicant History
Establish and Manage Eligible Lists Online
Eliminate Data Entry with ICR Scanning
Conduct Testing Online
Proven Results
80% Reallocation in Support Staff Effort
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Supplemental 8
Certification & Eligible List
Features
Establish and Manage Certification Lists
Online Refer All Application Materials Electronically
Capture Applicant Notes and Dispositions
Generate Email and Hard-Copy Notices
Conduct and Track Interview Process
Results:
100% Reduction in Referral Duration
96% Reduction in Support Staff Effort
NOW: 15 Minutes - Requisition with