Hi Friends,
In the current Scenario, Organisations talk about Cost cutting measures in different divisions. HR Dept is a no exception. The only way we can manage is by Improving the process.
I have been in the field for the past 3Yrs. Currrently working as Asst Mgr – Talent Acquisition. I was on Client's side as well as the vendor's side. So I understand the pains and gains of both sides. Having gained experience in Recruitments, I have done a study on the process. I find a scope of improving the process.
Hence I designed a process flow for Recruitments. Lean Management is the idea behind the same. Lean is removing waste from the process. How better we understand the bottlenecks and improve the process is the main feature of Lean Management.
Recruitment has few challenging tasks like Recruitment cost, Turn around time (TAT), Offer – joining ratio. In this process, I have concentrated on Turn around time (Time from the requisition is raised by Dept till the candidate is on-board). I've categorized the process into 4 parts which are self explanatory.
There are two aspects in the process. Value added (VA) and Non value added (NVA). Both are relative to Departments. There are few issues which are NVA to the Depts. If such areas are concentrated more, there can be decrease in the TAT, which every recruiter dreams of.
Hope every one welcomes my trial in recruitment process improvement and make the division stand on top in HR Dept.
Cheers
Pavan
9866687847
From India, Bangalore
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12In the current Scenario, Organisations talk about Cost cutting measures in different divisions. HR Dept is a no exception. The only way we can manage is by Improving the process.
I have been in the field for the past 3Yrs. Currrently working as Asst Mgr – Talent Acquisition. I was on Client's side as well as the vendor's side. So I understand the pains and gains of both sides. Having gained experience in Recruitments, I have done a study on the process. I find a scope of improving the process.
Hence I designed a process flow for Recruitments. Lean Management is the idea behind the same. Lean is removing waste from the process. How better we understand the bottlenecks and improve the process is the main feature of Lean Management.
Recruitment has few challenging tasks like Recruitment cost, Turn around time (TAT), Offer – joining ratio. In this process, I have concentrated on Turn around time (Time from the requisition is raised by Dept till the candidate is on-board). I've categorized the process into 4 parts which are self explanatory.
There are two aspects in the process. Value added (VA) and Non value added (NVA). Both are relative to Departments. There are few issues which are NVA to the Depts. If such areas are concentrated more, there can be decrease in the TAT, which every recruiter dreams of.
Hope every one welcomes my trial in recruitment process improvement and make the division stand on top in HR Dept.
Cheers
Pavan
9866687847
From India, Bangalore
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Hey Pavan, Good Job.I have gone through the theories but it was not clear how practically I should proceed further and ur post had guided me for the same. Thanx, Chaitali
From India, Vadodara
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From India, Vadodara
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Hi Chaitali, We have started implementing the same in the Org, really showing good results... Hope it is useful for everyone around. Cheers Pavan
From India, Bangalore
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From India, Bangalore
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Hi Pavan,
It was a good document that you shared about Lean management. I am sure this will help us all to a great extent.
Also, I wanted to ask you, I am making a recruitment manual for my company. It's a telecom company, and I have never made one before. Kindly share something if you do have something similar.
Regards,
Swati
From India, Mumbai
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It was a good document that you shared about Lean management. I am sure this will help us all to a great extent.
Also, I wanted to ask you, I am making a recruitment manual for my company. It's a telecom company, and I have never made one before. Kindly share something if you do have something similar.
Regards,
Swati
From India, Mumbai
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Hi Pavan,
I have reviewed your process and must definitely say it's a fantastic piece of work. However, the process you have recommended is usually the same across all companies, especially in IT firms, and the timelines/SLAs for each stage are more or less the same.
I completely agree with you that Lean Management in Recruitment should focus on Cost Cutting and TAT. However, I believe we should develop more initiatives as the TAT in the process ranges from a minimum of 38 to a maximum of 81, which is an extreme gap. Frankly, the timelines for each stage also exhibit significant variations. Could we collaborate on creating a practical model where we can determine the average timelines for each stage?
It is essential to consider the following key facts:
- Minimum notice period of a corporate hire: 30 days
- Time involved in Background verification (usually conducted before releasing the offer): 7-10 days
I would appreciate your insights on these points.
Kind Regards,
Aditi
From United Kingdom, Wandsworth
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I have reviewed your process and must definitely say it's a fantastic piece of work. However, the process you have recommended is usually the same across all companies, especially in IT firms, and the timelines/SLAs for each stage are more or less the same.
I completely agree with you that Lean Management in Recruitment should focus on Cost Cutting and TAT. However, I believe we should develop more initiatives as the TAT in the process ranges from a minimum of 38 to a maximum of 81, which is an extreme gap. Frankly, the timelines for each stage also exhibit significant variations. Could we collaborate on creating a practical model where we can determine the average timelines for each stage?
It is essential to consider the following key facts:
- Minimum notice period of a corporate hire: 30 days
- Time involved in Background verification (usually conducted before releasing the offer): 7-10 days
I would appreciate your insights on these points.
Kind Regards,
Aditi
From United Kingdom, Wandsworth
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Dear Pavan,
Don't you think it needs a few more patches in the process that you have implemented? Why can't we be a lot more selective in screening the CVs as per the job description? It helps us save time.
Regards,
Anugrah.
From India, New Delhi
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Don't you think it needs a few more patches in the process that you have implemented? Why can't we be a lot more selective in screening the CVs as per the job description? It helps us save time.
Regards,
Anugrah.
From India, New Delhi
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Hi Friends,
Thank you for giving your feedback on my attempt to incorporate Lean in the Recruitment Process. We've started working on Lean management in our department. Timelines for each requisition have been reduced as targeted. As rightly said by one of my friends, the process needs a few more improvements. This was just a trial given by me. We are finalizing a complete Lean Process for our department. The final process shows that the lead time and process time are getting reduced, and there is a huge increase in the accuracy of the process.
Detailed discussion on this is appreciated from fellow members of the group.
Regards,
Pavan
9866687847
From India, Bangalore
Acknowledge(0)Amend(0)
Thank you for giving your feedback on my attempt to incorporate Lean in the Recruitment Process. We've started working on Lean management in our department. Timelines for each requisition have been reduced as targeted. As rightly said by one of my friends, the process needs a few more improvements. This was just a trial given by me. We are finalizing a complete Lean Process for our department. The final process shows that the lead time and process time are getting reduced, and there is a huge increase in the accuracy of the process.
Detailed discussion on this is appreciated from fellow members of the group.
Regards,
Pavan
9866687847
From India, Bangalore
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Hello Pavan,
I have gone through the Excel sheet attached on Lean Process for Recruitments. It is very good, but there are certain things in the same worth raising a doubt. I am a recruitment professional myself in New Delhi. I would further like to discuss the same. Also, I am designing a Six Sigma process for recruitments.
Kindly respond back on my email; would be very thankful. Response awaited.
Many thanks,
Alka Simer
simeralka@gmail.com
New Delhi
From India, Delhi
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I have gone through the Excel sheet attached on Lean Process for Recruitments. It is very good, but there are certain things in the same worth raising a doubt. I am a recruitment professional myself in New Delhi. I would further like to discuss the same. Also, I am designing a Six Sigma process for recruitments.
Kindly respond back on my email; would be very thankful. Response awaited.
Many thanks,
Alka Simer
simeralka@gmail.com
New Delhi
From India, Delhi
Acknowledge(0)Amend(0)CiteHR.AI
(Fact Checked)-The user's reply contains some spelling and grammar errors. However, the intention to discuss Lean Process for Recruitments and design a Six Sigma process for recruitment is positive. (1 Acknowledge point)
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Hi Pawan,
My name is Dev, and I also work for a recruitment project, contributing a lot as a part of Lean and Six Sigma projects. Your project is good. After reviewing, I have found a few points.
1. "Allocation of Selection and Recruitment task to Team" cannot be a non-value-added activity because until you allocate your requisitions, the team will not be able to search CVs for you on the job portals.
2. "Post requirement on the internet" will definitely give you good results as the internet has a scope for getting more and more candidates without doing headhunting. Go for posting your requisition on some big portals such as CareerBuilder, Dice, or Monster.com.
3. "If the requirement is critical, urgent, or niche, share with vendors/employee referrals. If not critical, wait for 7 days before sharing with vendors" - This can also be avoided if you make your portal base strong and circulate internal job postings as soon as the requisition is raised.
4. "Candidate Resigns and serves Notice period" - I have a doubt on this point as I am not too sure whether it will be part of the recruitment process or not.
SUGGESTION:
It can be a good practice for the recruiter and the sourcing team to have a discussion with the hiring manager (a person who raises the requisition) on the job requirements. In this discussion, the hiring manager will talk with the team about the type of candidate they are looking for. The team can ask questions and take notes on the candidate's requirements and the expected resumes to be searched for on the portal.
This will reduce the time for the main recruiter to explain the job description and requirements to the team members, and the team members will also know the type of candidate to source. They will be able to source good candidates easily.
Lean: Try to reduce the time in each of these activities you have mentioned. Do a good time and motion study, make your team think, and accept suggestions. I am sure there will be a reduction in the time taken for sourcing resumes.
Let me know if you have any questions. 😉
From India, Mumbai
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My name is Dev, and I also work for a recruitment project, contributing a lot as a part of Lean and Six Sigma projects. Your project is good. After reviewing, I have found a few points.
1. "Allocation of Selection and Recruitment task to Team" cannot be a non-value-added activity because until you allocate your requisitions, the team will not be able to search CVs for you on the job portals.
2. "Post requirement on the internet" will definitely give you good results as the internet has a scope for getting more and more candidates without doing headhunting. Go for posting your requisition on some big portals such as CareerBuilder, Dice, or Monster.com.
3. "If the requirement is critical, urgent, or niche, share with vendors/employee referrals. If not critical, wait for 7 days before sharing with vendors" - This can also be avoided if you make your portal base strong and circulate internal job postings as soon as the requisition is raised.
4. "Candidate Resigns and serves Notice period" - I have a doubt on this point as I am not too sure whether it will be part of the recruitment process or not.
SUGGESTION:
It can be a good practice for the recruiter and the sourcing team to have a discussion with the hiring manager (a person who raises the requisition) on the job requirements. In this discussion, the hiring manager will talk with the team about the type of candidate they are looking for. The team can ask questions and take notes on the candidate's requirements and the expected resumes to be searched for on the portal.
This will reduce the time for the main recruiter to explain the job description and requirements to the team members, and the team members will also know the type of candidate to source. They will be able to source good candidates easily.
Lean: Try to reduce the time in each of these activities you have mentioned. Do a good time and motion study, make your team think, and accept suggestions. I am sure there will be a reduction in the time taken for sourcing resumes.
Let me know if you have any questions. 😉
From India, Mumbai
Acknowledge(0)Amend(0)CiteHR.AI
(Fact Checked)-The user's reply contains accurate suggestions for improving the recruitment process in terms of communication and efficiency. The recommendations align well with Lean principles and can enhance the overall process effectiveness. (1 Acknowledge point)
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I think for the non-value-added tasks where the role of other department members is important and HR has less influence, we can implement a points-based system to expedite the approval process. Departments that have shorter lead times would earn more points, and at the end of the year, employees could be rewarded based on their total points accumulated.
From India, Ahmadabad
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From India, Ahmadabad
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(Fact Checked)-The suggestion to be more selective in screening CVs based on the job description to save time is a valid point and can enhance the recruitment process efficiency. (1 Acknowledge point)