Emily Rindone

CONTROL Tollgate Clarifying & Streamlining the Recruiting Process at SCUS Yellow Belt Project Click to edit Master subtitle style 1 CONTROL TOLLGATE AGENDA TIME INPUT PROCESS DESIRED OUTPUT LEAD 10:00 Final Project Report Phase Output Summary Overview of Project & Control Stage accomplishments Understand where we started & where we are now Em 5:00 Recruitments >60 days Discuss further analysis of data presented at IMPROVE tollgate Understand what the data is telling us Doug 10:00 Summary of Improvements Updated TAA SaveNet Full review of improvements from this project Recognize how far we’ve come Em, Julie, Patricia 5:00 Control Plan Discuss plan for monitoring after project close Joint understanding Em 3:00 Acknowledgements Acknowledge the contributions during this project Celebrate Em Q&A and Sponsor Approval to Close the Project Project Close Em 22:00 2 Clarifying & Streamlining the Recruiting Process at SCUS 4, 20 t s u g u A – Kickoff 22 DEFINE Identify Related Work Collect & Validate Data Tollgate & Sponsor Approval to Proceed Determine Key Me MEASURE Map the Process ANALYZE Identify Root Cause Tollgate & Sponsor Approval to Quantify the Opportunity Proceed IMPROVE Identify Potential Solutions November 1, 2022 Develop Project Charter Tollgate & Sponsor Approval to Proceed Document the Curren Conduct Risk Assessment Tollgate & Sponsor Approval to 3 2 0 Proceed Develop New 6, 2 Pro 2 y r ua Jan CONTROL Operationalize the Solution Project Plan Overview Determine Control Plan Tollgate & Sponsor Approval to Proceed March 16, 2023 3 Final Report: Clarifying & Streamlining the Recruiting Process at SCUS Problem Statement: There is a perception that various parts of the recruiting process have too many steps and touch too many hands. Average time-to-fill (job posting to hire) from January-July 2022 was 54.5 days, and industry average is 60-65 days; however, Business Teams regularly question why certain steps take so long, how the candidate pool is identified, or why they can’t increase the compensation range. Root Causes and Solutions 1 2 3 4 5 Top Root Cause Implemented Solution(s) Hiring Manager lack of clarity on a) role, b) sourcing process, & c) application review process • Updated End-to-End Process Map • Hiring Manager Training Feb 21 (recorded) • New SaveNet resources: updated FAQs; Roles & Responsibilities for Recruiting page; Interview guide needs updating, and the process needs clarification • More details in updated End-to-End Process Map • Interview Toolkit refreshed Note: future work on interview guide planned by TAA team Inconsistent technology access for new hires on day 1 • Worked with BTS to move configuration start date to when background checks are initiated (rather than completed) Job descriptions are not readily available for backfilling roles • New step in HRIS process – add JD for every new employee • Reorganized JD library for better user access Recruitment Request Form does not distinguish between new roles and backfills in terms of required approvers • 3 workflows, depending on new headcount, true backfill, or backfill with changes • Roles & Responsibilities for Recruitment Request Form SaveNet page Monitoring Key Metrics Stakeholder Engagement Voice of stakeholder interviews and surveys conducted during DEFINE Extended Team Feedback Sessions throughout the project Hiring Manager Training with time set aside for Q&A Metric Baseline Target Actual Increase in SLT satisfaction At time of Liz assuming Acting CHRO position, each SLT member indicated desire to improve recruitment All SLT are satisfied that process is on track to be as streamlined as possible via this project’s improvements 3/13 SLT agreed project had met goals & increased satisfaction with process Increase in Hiring Manager satisfaction Clarity of role (question #9 in VOC survey) – agency average 3.89 Clarity of role during Control Survey – agency average 4.0 4.4 (44 respondents) Average time-to-fill for: a) Typical position b) Overseas position c) Skilled/ difficult to source positions a) Jan-July 2022: a) 54 days b) 118 days c) 57 days b) c) a) 54 (median: 46) b) 129 (median: 118) c) 49 (median: 63) Benefits Benefit Type CONTROL stage survey to assess hiring manager understanding & increased satsifaction Maintain below industry avg. (60-65) Reduce time-in-offer (current avg. 40 days) via global mobility process improvements Maintain below industry avg. Financial Stakeholder Process / Operational Benefit Realized ∙ Reduced time to backfill award-funded positions will increase rate of indirect cost recovery ∙ ∙ ∙ Improved satisfaction Clearer expectations Reduced time to backfill equals more resources to serve children ∙ ∙ Improvements from project = tasks take less time Shorter vacancies (especially for backfill positions) leading 4 to fairer distribution of labor DMAIC Phase: CONTROL What We Did – Held Hiring Manager Training (100+ attendees) – Added Internal Candidate tab to the End-to-End Process Map – Sent end of project survey to hiring managers & entire project team – Analyzed project metrics and finalized the Control Plan – Dug deeper into the >60 days data (by job grade & hiring manager) – Created two additional FAQ pages: MySource & Interview Toolkit What We Learned – There were opportunities to strengthen the process, but it was not broken – Hiring Managers appreciate explicit guidance – they want to follow a clear process – Attendance at Hiring Manager Training indicated priority of getting this process right – Stakeholders had questions around internal candidate processes (which led to a separate tab in the End-to-End Process Map) – staff are grateful for the internal mobility opportunities we offer Phase Output Summary 5 Hires by TAA team only (excludes NBD, Head Start, and CA DI) Recruitments >60 days Total % Recruitments Division Recruitments Difference Over 60 Days Closed from 2021 BTS Finance 15 23 3 8 20.0% 34.8% -18.5% 2.8% IP 116 53 45.7% -6.5% Legal 3 2 66.7% 33.3% MCF OoP P&C PAC RD SCAN USP 34 15 16 14 38 22 136 18 6 4 7 12 5 59 52.9% 40.0% 25.0% 50.0% 31.6% 22.7% 43.4% 26.3% 6.7% 9.0% - -10.1% -13.0% -1.3% Type Typical Hard-to-Fill International Typical Hard-to-Fill International Typical Hard-to-Fill International Typical Hard-to-Fill International Typical Hard-to-Fill International Typical Hard-to-Fill International Typical Hard-to-Fill International Typical Hard-to-Fill International Typical Hard-to-Fill International Typical Hard-to-Fill International Typical Hard-to-Fill International Recruitments Over 60 Days- 66.7% 33.3% Recruitments w/ More Than 1 FTE Teams with Notable Trends 1 62.5% 25.0% External Reporting & Policy 49.1% 18.9% 32.1% 50.0% 50.0% Livelihoods Management Program Growth & Performance Dept Health & Nutrition 6 1 83.3% 16.7% MCF Digital MCF Communications MCF Operations Strategy and Transformation 83.3% 16.7% 50.0% 50.0% 85.7% 14.3% Global Development Policy 50.0% 50.0% Corporate Partnerships Mg IPG- Individual Philanthropy 2 100.0% 94.9% 5.1% 9 South Carolina 6 Kentucky Improvements End to End Process Overall • Updated format starting with vacancy identification through new employee sign-on day one (link) & clear roles and responsibilities • Disaggregated into internal & external candidate process Posting vacancies • HRBPs remind HMs to start a RRF request for backfill when they learn of a staff resignation • Ensuring JDs are associated with MySource employee records (to assist with backfilling roles) Finalizing offers • Standardized language detailing compensation analysis for all offers Readiness for Day 1 • BTS agreed to start configuration of new account/laptop when background check is initiated (rather than completed) Continuous Feedback • P&C Admin will send feedback form to Hiring Managers 6 weeks after new hire starts 7 Improvements Recruitment Request Form (RRF) From To Divisional Leader is default approver Division can list multiple approvers 3 workflows & approval structures dictated by reason for hire (new headcount; backfill, same JD/grade; backfill, revised JD/grade) Links to Job Description resources and new Roles & Responsibilities: Recruitment Request Form SaveNet page One workflow requiring 5 approvals (HRBP, HRIS, Comp, FABP, TAA) Needing to search to find instructions Updated Resources • Replaced flowchart process with detailed End-to-End Process • Outdated PDF FAQs now updated and separated by topic (general; MySource; interview toolkit) • Updated Conclusion of Employment, Peer Sponsor, and New Employee Onboarding checklists • Interview Toolkit on SaveNet updated for clarity • Updated What happens after a job is posted on our Careers page? New Resources • Roles & Responsibilities for Recruiting summary cheat sheet • Roles & Responsibilities: Recruitment Request Form • Hiring Manager training • SHRM exempt vs. non-exempt definitions added to Job Description resources • Summary of External Recruitment process (when 3rd party is engaged for sourcing) 8 REVAMPED SAVENET PAGE & RELATED RESOURCES 9 Key Process Step Person Responsible Planned Due Date Ensuring JDs are uploaded to MySource EE records: finalize upload of current staff JDs Anika Chang Patricia Hankins 5/31/2023 On-going Monitoring: how are metrics being measured & tracked? Key Project Metrics Metric Target value Tracking Method Person Responsible Time-to-fill average domestic positions <60 days MySource Doug Mercer Time-in-offer – overseas positions <40 days Global Mobility Tracker Control Plan Kellie Peterson Control Plan: what are the actions if the metric is off-track? Metric value Frequency/ Person triggering Action timing Responsible action •Additional data analysis Quarterly & process Any increase in (with People triage recruitment Doug Mercer Metrics •Hold live >60 days reporting) Hiring Manager training •Dig into the More than 1/3 ‘why’ Bi-annually of offers are 20 •Talk to key (first report – days over stakeholder July 2023) target •Adjust process as needed Kellie Peterson 10 We appreciate everyone who attended the Hiring Manager training and asked so many good questions! “I think this Yellow Belt was beneficial not only in helping the hiring managers better understand the process, but ensuring that as a team, TAA is following the same process and providing a unified, standardized front to hiring managers and other individuals involved in the hiring process.” “I was unable to join live but have watched the recording. I appreciate all of the great information. I have been in my role as a Parent Family Community Engagement Manager since April 2021 in the Maternal Child Home Base Program in Arkansas and this training was so relevant and helped me to understand more about how the recruitment process works.” SHOUT OUTS & ACKNOWLEDGMENTS 11 QUESTIONS? 12 Problem Statement & Project Objective Clarifying & Streamlining the Recruiting Process at SCUS Problem Statement There is a perception that various parts of the recruiting process have too many steps and touch too many hands. Average time-to-fill (job posting to hire) from January-July 2022 was 54.5 days, and industry average is 60-65 days; however, Business Teams regularly question why certain steps take so long, how the candidate pool is identified, or why they can’t increase the compensation range. This project will ensure the end-to-end recruiting process (vacancy identification through logging on for the 1st day of work) is fully documented so as to illuminate whether there are any efficiencies to be introduced. It will also firmly establish the Overall Objective ownership & decision-making authority Hiring Managers, HR Business Partners, Compensation, Talent Attraction & Acquisition, Employee Engagement, Payroll, and BTS have for their steps in the process. 13 Confirming the Efficiency of SCUS Recruiting Processes Role Sponsor Process Owner Project Lead CI Coach Core Team Extended Team Responsibility Tina Garrett-Ragland Doug Mercer Emily Rindone Emily Stumph Jennifer Kim, Patricia Hankins, Julie Gilardi Vivian Wong Divisional reps: USP: Meredith Latiff; BTS: Emily Mallozzi; RD: Matthew Heyer; IP: Jacob Risner; MCF: Karisten O’Toole/ Robin Genser; Finance: Polly McManus; PAC: Emily Byers Project Team Members Management Review Group (MRG) Greg Ferrante, Liz Norris, Betsy Zorio, Kate Dachille 14 DMAIC Phases: DEFINE, MEASURE, ANALYZE What We Did – Conducted a Voice of Customer Survey & Interviews – Documented the End-to-End process to hire a new employee (vacancy identification through sign on day 1) – Created a communications plan – Finalized additions to end-to-end TAA Process Map & conducted ‘value add analysis’ – Identified key metrics for improvement & determined baselines – Identified pain points from VOC analysis & conducted root cause analysis – Prioritized the issues and identified quick wins – Met with BTS to understand the back-end of the SharePoint Recruitment Request Form & discuss improvements What We Learned – Our time-to-fill average is currently better than the industry average – Many Hiring Managers have built great relationships with those involved in the new hire process in People & Culture – Clarity by Division on which parts of the process appear unclear or too slow – Many Hiring Managers were not aware there was a separate BTS New Hire Form or how to locate it – There is an opportunity to highlight our SaveNet resources more frequently – Confirmation that the international hiring process merits the attention being paid to it as a global project is designed Phase Output Summary 15 Define, Measure, Analyze Project Status Report Monitoring Success Indicators G Delivery: Are we on track to address the business problem or opportunity? G Priority: Is this project still a top priority for sponsor, process owner and Agency? G Team/ SME Resources: Are the staff resources needed for the next phase available? G Timing: Is the team able to hit next tollgate date? G Risks: Can team effectively manage key risks (e.g. interdependencies, appetite for change, etc.)? Top Project Risks 1 Additional changes to the process may be requested when the new Managing Director, TAA, starts 2 Staff may be expecting broader changes, but this project has so far confirmed that minor adjustments are what is needed Assistance Needed From Sponsor / MRG • Do whatever we can to reduce the BTS 10 working day requirement to ensure staff can access technology on day 1 • Given the findings so far, how do we correct the misperception at the SLT level? 16 MEASURE # 1 2 Metric Baseline Target Increase in SLT satisfaction At time of Liz assuming Acting CHRO position, each SLT member indicated desire to improve recruitment All SLT are satisfied that process is on track to be as streamlined as possible via this project’s improvements Increase in Hiring Manager satisfaction Clarity of role (question #9 in VOC survey) – agency average 3.89 Clarity of role during Control Survey – agency average 4.0 Average time-to-fill for: a) Typical position 3 b) Overseas position c) Skilled/difficult to source positions Jan-July 2022: a) 54 days b) 118 days c) 57 days a) Maintain below industry avg. (60-65) b) Reduce time-in-offer (current avg. 40 days) via global mobility process improvements c) Maintain below industry avg. Determine Key Metrics 17 ANALYZE - Biggest pain points Hiring Managers not uniformly aware of their role vs. recruiter’s role Hiring Manager lack of clarity on sourcing & application review processes Prioritize the Issues Interview guide needs updating and the process needs clarification Inconsistent technology access for new hires on day 1 Job descriptions are not readily available for backfilling roles Recruitment Request Form does not distinguish between new roles and backfills in terms of required approvers 18 th th March 7 (launch) through April 30 (n= 72) # of hours for approval: Average Fastest Slowest Median Hiring Manager & HRBP- Comp HRIS - Divisional Lead Finance - - TAA - Total hours - Total business days - - August 1st through November 1st (n=87) # of hours for approval: Average Fastest Slowest Median Hiring Manager & HRBP- Comp- HRIS Finance - - Divisional Lead- TAA- RRF Workflow Analysis (Recruitment Request Form) from Progress in IMPROVE MRG - Clarifying & Streamlining the Recruiting Process at SCUS Total hours- Total business days- 3 to 4 day average for a recruitment request to be approved Hiring Manager & HR BP finalization of job description takes the most 19 time The request: add 2021 data & include median Targets: ❖ Typical & hard-to-fill: Maintain below industry avg. (60-65) ❖ International: Reduce time-in-offer (current avg. 40 days) via global mobility process improvements Type SCUS Days avg 54.85 med 50 avg- (Total: 338) hard-to-fill med 59.5 avg 126.17 International med 132.5 avg 53.76 typical med- (Total: 436) avg 57.61 hard-to-fill med 44 thru 11/30 avg 108.72 International med 106 avg 54.24 typical med 50 2 YEAR TOTAL avg 62.75 hard-to-fill med 56.5 (774) avg 113.08 International med 107.5 typical TAA hires TAA recruiters 268 4.5 - 4.5 - 138 24 Average time-to-fill update Hires by TAA team only (excludes NBD, Head Start, and CA DI) from Progress in IMPROVE MRG - Clarifying & Streamlining the Recruiting Process at SCUS 20 DMAIC Phase: IMPROVE What We Did – Received a ‘behind the scenes’ demo of the Recruitment Request Form (RFF) to ensure we identified all possible improvements – Working session with TAA/Employee Experience/BTS to discuss pain points in process & identify efficiencies – Analysis of RRF workflow data through December 31st – Added 2021 time-to-fill analysis, + median for both 2021 & 2022 – Developed Hiring Manager training – Updated and created new resources – Finalized End-to-End Process map What We Learned – Having a conversation about existing technology, tools, and processes often illuminates efficiencies that can be introduced (DMAIC in a nutshell) – Average time from Job Description (JD) submission to posting on Careers page is less than 1 week – We need to highlight existing resources to those involved in the recruitment process (and this project is creating the additional resources needed to keep roles & responsibilities clear) Phase Output Summary 21 Through Nov 1st: 3-to-4-day average for a recruitment request to be approved (n=159) Hiring Manager & HR BP finalization of job description takes the most time Nov 2nd – Dec 31st: n = 67 (42% of volume analyzed above) Backfill, same/JD grade workflow completion improved New HC + Backfill, revised/JD slowed Finance approvals take longest, followed by Hiring Manager & HR BP finalization of job description HRBP Backfill, same JD/grade (n=24) Average Hours Fastest Slowest Median Hours Divisional Lead - - TAA- Total Days- Backfill, revised JD/grade (n=18) HRBP Average Hours Fastest Slowest Median Hours - Comp- Finance- Divisional Lead- TAA- Total Hours- Total Days- New Headcount (n=25) HRBP Average Hours Fastest Slowest Median Hours - Comp- Finance- Divisional Lead- TAA- RRF Workflow Analysis (Recruitment Request Form) Total Hours- Total Hours- Total Days- 22 Year Total Hires >60 days 134 2021 338 (39.64% of total hires) - 471 (40.76% of total hires) 2 YR TOTAL 326 809 (40.30% of total hires) Next step dig into which steps tip the time-to-fill over 60 days, then follow up with Divisions Type Total 2021 >60 days Total Hires 2022 >60days (%) Total Hires >60days (%) Typical 268 98 (36.57%) Division Hard-to-Fill 64 30 (46.88%) BTS 16 7 (43.75%) 17 3 (17.65%) Finance 30 10 (33.33%) 25 8 (32%) IP 108 52* (48.15%) 126 Legal & RM 7 2** (28.57%) 4 2 MCF 40 12 (30%) 36 19 (52.78%) OOP 13 5 (38.46%) 15 6 (40%) P&C 28 4 (14.29%) 17 4 (23.53%) 640 240 (37.50%) PAC 6 3 (50%) 14 7 (50%) Hard-to-Fill 143 62 (43.36%) RD 26 10 (38.46%) 40 14 (35%) International 26 24 (92.31%) SCAN 14 5 (35.71%) 22 5 (22.73%) USP 50 24 (48%) 155 69 (44.52%) International Typical 6 6 (100%) 372 142 (38.17%) Hard-to-Fill 79 32 (40.51%) International 20 18 (90%) Typical 55*** (43.65%) (50%) *5 of these were international hires. **1 hire was an international hire. ***18 hires were international hires. Recruitments >60 days Hires by TAA team only (excludes NBD, Head Start, and CA DI) 23 24 Goal: All relevant stakeholders understand their roles in the recruiting process & any changes to existing processes. Stakeholder Group Communication TAA HRBPs Comp HRIS Overview at P&C Town Halls X X X X When the Recruitment Request Form is updated to change Divisional approvers per SLT requests X X When the Recruitment Request Form is updated to remove approvers from backfill requests X X X Finance X HMs Extended Team SLT BTS Project Team ESLT X Hiring Manager Training X X 8/25/2022; 1/19/2023 X X X Em 10/12/22 X X X X Em 11/3/22 Em day after every tollgate (completed 11/2/2022 for DMA) X X Team X After each Tollgate, send decisions made and next steps agreed Weekly Word - key updates resulting from the project, updated resources, etc. By Who Goal/ Completion date X X Em 2/6/2023; 3/27/2023 Communications Plan X Team 2/21/2023 X X X X X X X X 25