Recruitment Challenges

This client’s recruitment needs were steep. Employees had begun to complain that the quality of hires was steadily declining. Leadership and engineering personnel harbored concerns about the company’s ability to draw outside technical and scientific talent with the recruitment systems currently in place. And hiring managers had become frustrated with what to them felt like a chaotic interview and onboarding process. The turnover rate of new hires was concerning to all, given the cost of their training periods and how taxing it is on many already-overwhelmed teams to dedicate months to training each hire. Human Resources was overwhelmed with the time consuming tasks involved in managing it all. And communication between all of these groups was not cohesive.

Assessment Insights

The assessment identified one overarching theme within the topic of recruitment: For the majority of the plant’s history, their recruitment efforts have been non-traditional. The most engaged and lasting hires come from these non-traditional efforts. Higher quality candidates have been sourced from personal relationships, A shift in recruitment strategy toward incorporating more traditional recruitment practices: job postings, applicants, etc appear to have inadvertently detracted from the quality of the candidates.

Applied Methods

One of the insights from our employee experience assessment was: The more successful members of the team who have been recruited recently express their wish that they had known more about how good of a fit the company was for them as an individual when they were first exposed to it – rather than after they started!

Using this insight, we traced the highest quality hires from the past 18 months back through the channels they were recruited from. We isolated key pipelines such as community colleges and trade schools, or simply identifying where the individuals who are the best fit for the values and way of doing things within the are – and developed ways to genuinely connect with the top of these pipelines. In other words, we met candidates where they were at.

Using this laser focus on successful candidate profiles allowed us to redesign the recruitment process to focus on retention factors – of candidates as well as the organization. This focus allowed us to lead in recruitment efforts with the aspects of employment at this company that most resonated with potential candidates who were most similar to candidates that proved to be most successful with the company.

The client organization was experiencing an interview-to-hire ratio of over 20:1 when we began this process. 6 months after fully implementing this action plan, this ratio was improved to 4:1. Retention of employees within their first year of employment improved significantly from just under 40% to over 75%.