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<h2>A checklist for success</h2><p> Every organisation is unique in terms of culture, operations, process and employee base and it is not possible to develop a standard on-line recruitment strategy or tool that serves the needs of all employers and employees. The issues and questions raised in the following checklist represents a comprehensive approach to on-line recruitment that will support HR professionals who may be developing a new strategy and those that are reviewing their existing approach. </p> <ul class="numeric"> <li><h2>Align the resourcing and business strategy</h2> <ul> <li>Clearly define the link between the recruitment and HR strategy. </li> <li>Consider the impact of on-line recruitment on the employer relationship and the employer brand. </li> <li>A 'one size fits all' strategy will not work. A variety of approaches and propositions should be considered for different departments and job functions. </li> <li>Consider developing a total recruitment strategy that encompasses external and internal hiring and involves existing employees via the intranet. </li></ul> </li><br/> <li><h2>Build the business case</h2> Any investment in technology requires a business case to justify the spend. The 'Strategies for Success' research shows that organisations are identifying business drivers for incorporating technology into the recruitment process in three distinctive themes that refer to their potential impact on the organisation: <ul><li>Relational: the efficiencies and overall effectiveness that will result from the technology and new recruitment strategy. For example, the strengthening of the employer brand, greater flexibility and ease for candidates and better quality candidates. </li> <li>Operational: the improved relationship between the employer and the employee that will result from the new technology and recruitment strategy. For example, reduced recruitment administration and overall costs, increased speed to hire, a broader applicant pool and an increase in the volume of candidates. </li> <li>Transformational: the delivery of value to the business as a result of the new technology and recruitment strategy. For example, better delivery of HR service, HR becoming more customer-focused and HR regarded as experts within the organisation who are trusted advisors on a range of business and people issues. </li></ul> </li><br/> <li><h2>Review the existing recruitment and selection process</h2> <ul><li>Review how the current recruitment activities are delivered, for example, are they centralised, functional or outsourced? </li> <li>Identify the elements in the process that are labour intensive, costly and slow. </li> <li>Gather feedback from recruiters, line managers and candidates on their perception of the effectiveness of current processes and the services offered. </li> <li>Understand the expectations of line managers in the recruitment process. Use this analysis to develop some performance standards and measures. </li> <li>Decide on the most relevant area as a starting point for introducing technology. This should take into consideration the recruitment needs of the business, for example, areas with high volume requirements or heavy agency reliance might prove a fast return on investment. </li></ul> </li><br/> <li><h2>Appreciate the role and remit of technology</h2> <ul><li>Identify and evaluate areas where technology may currently be used to handle the administrative and transactional elements of the recruitment process. </li> <li>Consider how the internet can improve the way candidates are attracted to the organisation and the strategies available to do this. </li> <li>Investigate how technology can be used to select candidates and the degree to which the on-line process will start to sift and screen candidates, if appropriate. </li> <li>Introduce an applicant tracking system to manage and track candidates. This will support the administrative process and remove some of the manual tasks. </li> <li>Address the legal requirements for accessibility and diversity to be built into an on-line system. </li> <li>Identify where the ownership of the on-line recruitment technology lies, for example, with marketing, HR or IT. </li></ul> </li><br/> <li><h2>Assess the people impact</h2> <ul><li>Recognise the degree of change involved for recruiters and line management when on-line recruitment is introduced. </li> <li>Assess the human readiness for change and understand any barriers which may arise. Devise a strategy to overcome these barriers. </li> <li>Identify new skills and knowledge required and put in place a training plan to equip people with the necessary skills to be successful. </li> <li>Analyse the roles of those involved in the on-line process. This is important to understand the degree to which their roles may change. </li> <li>Allocate support to the on-line recruitment team during the early days of implementation to ensure that the team members gain confidence in their new way of working. </li> <li>Develop a communication plan to be actioned from day one and ongoing post implementation phase. </li></ul> </li><br/> <li><h2>Measure and evaluate success</h2> <ul><li>Define clear, specific and measurable objectives and goals for the on-line strategy. Ensure that these are aligned with the overall business strategy. </li> <li>Develop a plan for measuring these goals, with short, medium and long term targets and objectives. </li> <li>Identify, prioritise and communicate the metrics for key recruitment issues. These might include cost per hire, advertising spend and total recruitment spend. </li> <li>Continually measure and evaluate all strategies used. For example, are the selection tools providing the right quality candidates, or are job boards providing quality and quantity? </li> <li>Obtain anecdotal feedback from candidates and internal employees about the on-line recruitment process experience and the service delivered. </li></ul> </li></ul> 2008-09-05T16:00:03+01:00