1. 360⁰ Talent Acquisition
Increasing Involvement
Increasing Influence
Maximizing Investment
Improvement proposal to target financial and efficiency improvements to
create a fully integrated 360⁰ RPO talent acquisition strategy
Chris Hood
November 2009
University of Dallas - GSM

2. Table of Contents
Proposal Topic………………………………………………………..3
Course Applications……………………...…………………………..4
Client Profile……………………………...…………………………...9
Goals of Improvement Implementation.........................................11
Current Process and Performance Measures.............................. 13
Improvement Opportunities...........................................................15
360⁰Improvement Approach..........................................................17
Implementation Plan...................................................................... 22
Action Plan and Cost Analysis....................................................... 25
Return On Investment.................................................................... 28
References and Works Cited......................................................... 30
http://hoodatwork.com 2

3. Proposal Topic
Summary
• Client is a global leader in their industry. Recent review has
shown an opportunity to decrease hiring expense while
increasing the efficiency and quality of hire.
• An RPO Provider has been retained to provide such a solution
• While effective, opportunity still exists to optimize the process and
enhance its value
• Application of course material from MANA6305 provides a
strong framework for the following Improvement Proposal
• The attached proposal is based on the following:
• Mission/Values (Unit 4)
• Organizational Process (Unit 6)
• Strategic HRM (Unit 7)
• Selection and Retention (Unit 8)
• Organizational Change (Unit 11)
http://hoodatwork.com 3

4. Course Application – Unit 4
Mission / Vision
• Client has clearly defined mission, vision and goals stated on their
corporate website
• Compliance to the above not strictly adhered to within scope of talent
acquisition process
• Client’s mission, vision and other corporate statements are well
represented on corporate web site
• Client strives to maintain a high performance culture.
• Very close to achieving Wriston’s 4 components within talent
acquisition process1
• A collaborative environment
• A culture of accountability
• Focus
• Robust processes
• While achieving strong results in these areas, opportunities for valuable
improvement exist to improve in all 4 areas
4
http://hoodatwork.com

5. Course Application – Unit 6
Organizational Process
• Talent acquisition process requires high reliance on quick decision
making
• Conversely, the decision to retain an RPO provider on a multi-year
engagement requires cross-functional, highly involved decision making
• Breakdown arises from agreeing to process in principle, but not
executing in accordance with parameters
• Teams are disaligned - they often insulate themselves from process
• Rational decision making process used effectively – but undocumented 7th
2
step not followed
• “Ladder of Inference” system often accompanies interview and candidate
2
selection process
• Decisions not always made on most pertinent data
http://hoodatwork.com 5

6. Course Application – Unit 7
Hiring and Retention
• Client offers exceptional benefits to all employees
• Examples include:
• PPO health insurance at very low premium
• Stock discount / Retirement account / Profit sharing
• Tuition reimbursement
• Focus on health and wellnessOn-site fitness facility /Company
subsidized
• Reward system not as robust in remote locations; Primarily
manufacturing facilities
• Uniquely qualified, technical candidates continually receive offers that fall
below industry standard
• Salary offers not objectively based – rather driven by perceived merit
• Highest offer decline rate in the company
• Opportunity exists to equalize financial reward system to be consistent
throughout the company from an intrinsic and extrinsic standpoint3
http://hoodatwork.com 6

7. Course Application – Unit 8
Employee Life Cycle / Hiring Procedure
• Employee selection process is a work in progress.
• Changes in timing, budget, scope and geographies influence
hiring needs
• Consistent selection process will increase functionality and help
uncover hiring opportunities
• Employing a selection tool to objectively assess performance
• Subjective interviewing still vital to determine “fit”
4
• Challenge is to achieve buy-in from all stakeholders to adhere to
consistent process
http://hoodatwork.com 7

8. Course Application – Unit 11
Leading Change
• The end goal of this proposal is to drive change that is valuable
from financial and efficiency-based perspectives
• Application of multi-value based initiatives will drive change
in the following:
• Attitude towards hiring
• Change in hiring practice
• Greatly reduce hiring expenditure
• Heightened appreciation for true value of time
• Enhancement from proposed re-engineering of hiring
process will:
• Factor directly with decision making in other areas
• Generate logical thought when assessing perceived value of
comparable costs
http://hoodatwork.com 8

9. Client Profile
• Client is the world’s leading provider of intelligent industry specific
hardware and software solutions, with nearly 8,000 corporate and
municipal entities worldwide relying on our technology to optimize the
delivery and use of essential services.
• 2008 Revenues: $1.91 billion
• Customers: More than 8,000 in 130 countries
• Stock: NASDAQ: Client
• Office Locations: More than 80 locations globally with headquarters in
USA and Belgium (E)
• Markets: Hi-Tech, Environmental, Essential, Smart
http://hoodatwork.com 9

10. Client’s Corporate Culture and Hiring Vision
At Our Company, “Knowledge to Shape Our Future” describes the value
we provide to our many customers. It also describes the value that we
provide to our own employees. Our Company’s management is
committed to providing employees with opportunities and resources
that they can utilize to shape their own future.”
http://hoodatwork.com 10

11. Proposed Goal of Program Implementation
• 360⁰ Talent Acquisition is a dual function of internal (Corporate /
Human Resources - HR) recruiting and external (Agency / RPO
“Recruitment Process Outsourcing”) functions
• Root issue is decentralization and hiring practice consistency
within corporate staffing leaders
• Retained RPO and HR consultants not used to full capability
• RPO provider not used on specific requisitions – hiring
managers choose local contingent agencies for recruiting
support
• Client spent $475K for FY 2008 on RPO retainer
• 75 hires allocated to this number – 47 realized
• Additional $396K spent on additional contingent hiring resources
http://hoodatwork.com 11

12. Implementation Goals (cont’d)
• Decrease key hiring metrics by increasing management level
responsibility in centralized hiring process
• Time to fill
• Cost per hire
• Quality of hire
• Recruiting costs
• Achieve buy-in from key stakeholders and influential hiring
managers
• Result is exclusive, dedicated e external hiring partner
• Eliminate recruiting redundancies and avoidable recruiting costs
by establishing credibility of retained RPO Provider
http://hoodatwork.com 12

13. Current Talent Acquisition Process
External Candidate Interview Scheduled
Hiring Manager Kick Resume Submission Hiring Manager Interview Feedback / Offer Approval
Sourcing, Screening (Pending Resume Candidate Hire
off Meeting Review Hiring Decision Process
and Review Review)
Historical - Position Cycle Time (in days)
8 9 8 13 9 10 12 6
Current - Position Cycle Time (in days)
7 7 6 9 7 8 8 4
Goal - Position Cycle Time (in days)
6 6 5 5 5 5 5 1
Key process improvement opportunities in exist steps 3 – 7
• Improvement will result from more efficient hiring manager review
• Expedited interview scheduling
• Efficient transfer of feedback
• Streamlining of offer approval process
http://hoodatwork.com 13

14. Metrics: History vs. Current Performance vs. Stated Goals
Metric Pre-RPO Current RPO Stated Goal
Time to Fill 75 Days 56 days 40 days
Interview to Hire Ratio 17% 29% 40%
Submission to Hire Ratio 8% 13% 20%
Cost per Hire $14,290 $8,260 $5,600
Interview to hire ratio represents number of candidates interviewed in FY
2008 by actual hires
Submission to hire ratio equals number of candidates submitted for review
by YTD actual hires
Pre-RPO cost per hire calculated by accessing disclosed company
information during pre-launch discovery. Current CPH equals current RPO
billing and adding fees associated with additional 3rd party agencies.
Resulting cost figure is divided by hires to date.
http://hoodatwork.com 14

15. Improvement Opportunities
• Time to fill
• Key opportunities for improvement exist in steps 3-7 of hiring
process
• Hiring manager participation and accountability contribute to fall-off
in goal attainment
• Interview/Submittal to hire ratios
• Improvement plan focus targets hiring managers and stakeholders
• 12% of submitted candidates remove themselves from
consideration prior to receipt of feedback
• 75% of candidate drop off in steps leading up to hire results from
delay in decision process (candidate loses interest or receives a
competing offer)
• Dialogue and rapport between RPO provider and hiring managers
needs improvement
• More efficiency in gaining trust of hiring manager
• Garner better understanding of position requirements
• Consistent feedback is crucial
http://hoodatwork.com 15

16. Improvement Opportunities
(Cont’d)
• Cost per hire
• Intermittent use of contingent recruiting agencies causing CPH to
trend above goal
• Agencies still engaged due to relationships and perceived trust by
hiring manager
• 3rd party agencies (aside from RPO provider) average $9K+ per
hire over RPO engagement contract
http://hoodatwork.com 16

17. Improvement Approach
Internal Deliverables
• Create and enforce corporate mandate terminating usage of
non-approved agencies
• Create systemic barriers to prevent agency from submission of
unsolicited resumes
• Create open dialogue between hiring authorities and HR to
survey perceived shortfalls in RPO/HR talent acquisition
execution
• Champion cultural change in hiring perceptions
• Detail consistent hiring methodology across company verticals
http://hoodatwork.com 17

18. Improvement Approach
External (RPO) Deliverables
• Engage in exhaustive industry and company research
• Develop ideal profile of candidates across verticals
• Become familiar with standardized job descriptions and position
qualifications
• Conduct regional assessment of hiring data
• Utilize advanced research methodology to uncover potential
candidate sources
http://hoodatwork.com 18

19. Improvement Approach
360⁰ Talent Acquisition Team Stakeholders
• Begin new relationship with agreeing on:
• Process
• Communication standards
• Build confidence amongst 360⁰ Talent Acquisition Team
• Know the job
• Understand the industry and marketplace
• Teach and promote objective assessment
• Be prepared to justify candidate submissions
• Be a partner to the hiring manager
• Team with managers to make this a mutual process
http://hoodatwork.com 19

20. Improvement Approach
360⁰ Talent Acquisition Team Stakeholders
• Partner with managers to encourage an open minded approach
to hiring
• Build confidence in recruiting expertise and industry knowledge
• Establish open communication to ensure clear, objective
feedback and timely response
• Teach hiring managers to uncover useful data through effective
interviewing
• Create relationship where hiring manager feels like a top priority
http://hoodatwork.com 20

21. Improvement Approach
Holistic Diagram
Result of implementation is a true “360⁰ Talent Acquisition Team”
Hiring
Managers
Client RPO
HR Provider
360⁰ Talent
Acquisition
Team
http://hoodatwork.com 21

22. Implementation Plan
Talent Acquisition Process
• Process improvement strategy focus on stages 3-7 of recruiting and
hiring cycle
• Stakeholder deliverables detailed below in sequential order
http://hoodatwork.com 22

23. Implementation Plan
Process Training / Program Evaluation
Implementation plan consists of 4 components
• Training
• Immersion
• Execution
• Evaluation
Train Hiring Managers New on Process
Current mgrs train
on new process
Participate in
Immersion with Talent Acquisition Group
company value
focus group
Kick-off calls occur
New Process Execution
First time hiring mgrs Initial Search executed with detailed
participate in web- Agreement reached On-going evaluation and tweaking of
documentation of improvements and
based process on process for each process to ensure maximum efficiency
missed opportunities
training requisition
http://hoodatwork.com 23

24. Implementation Plan
360⁰ Improvement Model
Anticipated Result – Continuity of process will ensure constant focus
on company values, strategy and hiring effectiveness within a
collaborative, team-based network
Training
360 ⁰
Evaluation Talent Immersion
Acquisition
Execution
http://hoodatwork.com 24

25. Action Plan and Cost Analysis
Start End Estimated
Item Description Duration Units Date Date Cost
Conduct and assess hiring value
proposition focus groups 3 Weeks 1/2/2009 1/20/2009 $27,500
Create web-based training seminars for
all hiring authorities to complete prior to
receiving approval to hire new headcount 3 Weeks 1/23/2009 2/3/2009 $19,120
Implement web-based process training
for new and current hiring managers 1 Week 2/6/2009 2/10/2009 $15,000
Immersion will be primarily virtual - cost
associated with RPO Provider creating
and delivering immersion and best
practice documents 1 Week 2/13/2009 Ongoing $18,000
Tracking and process assessment
surveys - 1 for each initial search by any
hiring manager. Subsequent
assessments to be assigned at random 1 Week 2/20/2009 Ongoing $10,000
Total $89,620
http://hoodatwork.com 25

26. Action Plan and Cost Analysis
Costing Assumptions
• Value proposition focus groups to be conducted by 3rd party Talent
Consulting Agency (TCA)
• Proven research and interview methodologies uncover unbiased and
useful results
• Cost based on industry research and internal data
• Example – The Newman Group, Taleo, Kenexa
• Web-Based Training Seminars
• Created by TCA
• Company focused and branded online webinar created to convey
company standards, values, missions, beliefs and expectations related
to talent acquisition
• Cost defined as function of consultant time and creative fees
http://hoodatwork.com 26

27. Action Plan and Cost Analysis
Costing Assumptions (cont’d)
• Immersion activities include on-site introductory meetings between
RPO Provider and internal stakeholders
• Costs calculated as function of travel and creation of additional
process documents and collateral
• Performance Tracking
• Quality management initiative designed to uncover breakdowns in
process and overall satisfaction with RPO Provider
• Costs based on 50 hiring managers completing 2 assessments in FY
2009
• Assessment fee: $50 per report
http://hoodatwork.com 27

28. Return on Investment
Metric Pre- Current Stated Return on
RPO RPO Goal Investment
Time to Fill 75 Days 56 days 40 days $10,546 per hire
Interview to Hire Ratio 17% 29% 40% $28,750 per 100 IV’s
Submission to Hire Ratio 8% 13% 20% Performance Metric
Cost per Hire $14,290 $8,260 $5,600 $8690 per hire
ROI Assumptions:
• Time to fill ROI computed by taking net revenue per employee (less average
cost of employment from average daily revenue) and converting it under new
process. Placement fee and interview cost subtracted yield ROI
• Interview to Hire ROI calculated by multiplying average interview cost by
difference in volume for every 100 interviews
• Cost per hire ROI represents difference between Pre-RPO CPH and goal
CPH multiplied by projected number of hires for FY2009 (placement fee)
http://hoodatwork.com 28

29. Return on Investment
(cont’d)
Anticipated ROI based on 100 Hires by RPO Provider
Time to Fill Interview Agency vs. RPO Initial Return on
ROI cost ROI Cost ROI Investment Investment
$1,054,600 $28,750 $869,000 $89,260 $1,865,090
http://hoodatwork.com 29

30. Works Cited / References
1
Wriston, Michael J. "Creating a High-Performance Culture." Organization Development Journal
25.1 (2007): 8-16. Business Source Complete. EBSCO. Web. 2 Nov. 2009.
2
University of Dallas – E-College, MANA6305, e-Lecture, Unit 6
3
Ryan, Ann Marie, and Nancy T. Tippins "ATTRACTING AND SELECTING: WHAT
PSYCHOLOGICAL RESEARCH TELLS US." Human Resource Management 43.4 (2004):
305-318. Business Source Complete. EBSCO. Web. 2 Nov. 2009.
4
University of Dallas – E-College, MANA6305, e-Lecture, Unit 8
5
University of Dallas – E-College, MANA6305, e-Lecture, Unit 11
Note: Financial figures and performance metrics were researched and presented based on the
performance, goals and costs associated with verified RPO services, and tested
implementation schema.
http://hoodatwork.com 30