Streamlining the Public Sector Recruitment Process 2014 SANTA CLARA COUNTY LEADERSHIP ACADEMY Rob...
-
Upload
asher-harvey -
Category
Documents
-
view
215 -
download
0
Transcript of Streamlining the Public Sector Recruitment Process 2014 SANTA CLARA COUNTY LEADERSHIP ACADEMY Rob...
Streamlining the Public Sector Recruitment Process
2014 SANTA CLARA COUNTY LEADERSHIP ACADEMYRob CampbellR.J. CitarelliDavid NylanderJennifer SchembriJudi TorricoJen Woodworth
What is the Challenge?
Public sector hiring can be laborious, time consuming, and bound by self- limiting structure.
Refining the public sector hiring process can help agencies be more competitive, and enticeotherwise reluctant talent to public service.
Research Methodology• Informational Interviews
City of San JoseTown of Los GatosSan Mateo CountyMidpeninsula Regional Open Space DistrictSanta Clara County Fire DepartmentMarvell Semiconductor
• Various literature review (Government organizations,
non-profits)
A Case Study
Are your current recruitment processes working in your best interest? Or are they potential barriers to candidates?
Recruitment need
identifiedDay 1
Vacancy advertised
Day 18
Advertising closed
Day 50
Shortlisting completed
Day 69
Selection process
undertakenDay 91
Verbal offer made
Day 128
New recruit withdrew
nameDay 156
Ideal Recruitment Timeline
Recruitment need
identifiedDay 1
Vacancy advertised
Day 10
Advertising closed
Day 24
Shortlisting completed
Day 25
Selection process
undertakenDay 30
Verbal offer made
Day 31
New recruit commences
Day 45
Typical Recruitment Timeline
Recruitment need
identifiedDay 1
Vacancy advertised
Day 12
Advertising closed
Day 26
Shortlisting completed
Day 32
Selection process
undertakenDay 45
Verbal offer made
Day 59
New recruit commences
Day 88
Case Study: Senior Systems Programmer
Examples of Streamlining
Universal Eligibility Lists/Position Based Hiring Problem: Universal eligibility lists promote
classification based hiring, where candidate may meet minimum qualifications but have no experience related to specific duties of the position
Resolution: Only use universal eligibility lists for classifications with consistent duties agency wide
“Cascade Hiring” Problem: Going through a
recruitment process for a position that is then filled by an internal candidate, means that another recruitment needs to occur
Resolution: Hire for multiple levels within a classification at the same time anticipating that the higher level will be filled with an internal promotion
Internal/Open Recruitments Problem: Limiting openings to internal
candidates doubles recruitment time if none are successful.
Resolution: Consider all recruitments as open to internal and external candidates to increase applicant pool, and reduce potential for duplicate processes.
Delays in the Recruitment Schedule Problem: Process delays commonly occur
due to conflicting demands of key participants
Resolution: Establish hard timeline and milestone dates prior to, and include in, the job announcement.
“Hire Ahead” Program
Problem: Recruitment is often initiated after departure of incumbent, despite prior knowledge of pending departure.
Resolution: Develop hire ahead program, including budgetary approval for overlap of departing and recruited personnel to allow the for smoother transition and knowledge transfer.
Other Options for Streamlining Succession Planning Internship Programs Mapping the Process
Tools for Use in Your Agency
Area of concern Key questions Tactics Stakeholders Priority
Broad strategy • Is the process running well—can it be improved?
Technology & systems • How can we leverage existing technology?
Performance measures • What key recruitment statistics do we collect? What are they telling us?
Planning • How much planning is undertaken at the beginning of each recruitment exercise?
Value proposition • How are we positioning ourselves in the marketplace?
Application process • How can we make the application process quick for candidates?
Selection team • How skilled are our managers at recruitment and selection?
Selection process • Is an interview always necessary?
Offers / acceptance • How frequently are job offers accepted/rejected?
Induction process • How effective is our induction process?
Conclusion:
Completely overhauling the Public Sector hiring process may seem daunting, but small incremental
changes could make all the difference
Discussion/Questions