The Recruitment Process Should be Continuously Evolving
We’d like to thank Ashley Bicknell and Kara Schymanski, Talent Acquisition Specialists at MidMichigan Health, for this blog. You may connect with Ashley Bicknell and Kara Schymanski via LinkedIn.
A few years ago, MidMichigan Health System shifted from a generalist HR model to a shared services model with HR ‘Centers of Excellence’. As part of this change, a new recruitment team was formed and the immediate focus was to improve efficiency in our hiring process. Although the team had exceeded goals for time to fill and time to hire, our quarterly manager satisfaction survey did indicate two areas where improvement was needed:
- My Recruiters Ability to pre-screen my applicants
- My Recruiter spends time with me to learn about my open positions
The results of our LEAN Human Capital Benchmark Analysis reinforced that as a team, we needed to spend more time effectively partnering with hiring managers to learn about their vacancies and to improve the quality of applicants sent on for review.
We knew any changes to current processes would be a cultural shift in the recruitment department, but we could no longer ignore the fact that we were sending hiring managers triple the recommended amount of applicants per open position. Our data showed on average we routed 9 applicants per opening when we should be routing 3-5 per opening. Now that the problem had been identified, we needed to find a way to improve.
Our organization turned to Lean Human Capital for guidance by attending The Recruiter Academy RACR program in 2014. We had been sending a larger number of candidates to hiring managers, asking them to review and narrow down to the best qualified. As a result of the training, we learned about recruitment best practices, applying Lean principles by partnering with managers to only send them a small pool of the best qualified candidates. Our goal was to give back hiring managers the time wasted reviewing candidates not best qualified, so they could spend more time coaching and mentoring their teams. We also finally had Lean’s Benchmark data to compare ourselves against.
We implemented the following best practices:
- Manager intake session
- Improved pre-qualification and ranking questions on postings
- Applicant pre-screening materials (phone screens) and pilot
- Manager training on full-cycle of hiring process
While the changes to our standard operating procedures are still in their infancy and will be under constant evaluation, we have already noticed improvements in our relationships with hiring managers and on our quarterly satisfaction survey.
Our “ah ha” moment was the realization that the hiring process is a dynamic one. As a recruitment team, we need to be constantly reviewing our standards and benchmarking with similar organizations to ensure we’re providing top-level service to our hiring managers. We need to be flexible and open to change in order to recruit top talent to our health system. For more information on MidMichigan Health, please Click Here.