The head of HR for this growing company was faced with a hiring plan that couldn’t be achieved with their current resources. While line managers were involved in the interview and selection process, HR was taking the lead in most of the phone screening and face to face interviews. In addition, there wasn’t a consistent approach for job posting that would promote their employer brand and create some passive sourcing opportunities.
What we did
We reworked their hiring process and workforce planning to meet business growth targets. The workforce plan was prioritized so that everyone knew what roles had to be filled first across both the sales and operations functions. Knowing that the organization was going to continue to grow at this rate, we also added a position for a full time recruiter once the organization hit 70 headcount.
We implemented a subscription based applicant tracking system (ATS) that offered them a career landing page, the ability to post for free or at heavily discounted rates on dozens of job posting sites and allowed all resumes to come in to one place. The system performed an initial technical screening based on skills and an easy rating system where we could triage candidates for further review. They also added a skills assessment for certain job families. We developed an inventory of role-based interview questions using Korn Ferry Leadership Architect® and trained all line managers in behavioral interview techniques to create consistency in the interview process across the organization.
We created better leverage for the HR manager by getting the line managers involved earlier in the recruiting process. Using the ATS along with their usual communication channels, we made the line managers responsible for skills screening and used roles specific assessments to provide further data. HR was still responsible for the overall process, but line managers were empowered to take the lead in the interview and selection of employees for their teams.
With line managers taking more responsibility for the interview process, HR was able to manage more vacancies in parallel and the organization grew from 30 to 120 employees in less than one year.