HR

I 13 Staffing System Evaluation and Technology

Outline Staffing Technology at Osram Sylva nia Staffing Outcomes Evaluating Staffing Systems

Key Per formance Indi cators Staffing M e tri cs Six. Sigma Initiati ve s The B alanced Scorecard Approac h Staffi ng Eval uati o n Elhic s

Technology and Staffing Evaluation RCs um e Screeni ng Software Applicant Tracki ng Sys te ms Compan y Web sites Digital Staffi ng Dashboards Develop Yo ur Sk ills: Crearing a Digital Staffing Dashboard

Staffing Technology a t Osram Sylvania Summary

LEARNING OBJECTIVES After study ing this chapter, yo u should be able to:

De sc ri be th e effec ts staffl ng ac:tiv 11 ic s have o n app lica nt s. ne w hires, and organi zatio ns. Ex pl a in th e differ e nt ty pe s of staffi ng metric s and how eac h is used be st.

• De sc ri be a bala nced swffin g sco re ca rd . Ex: pl ai n how di g ita l staffin g dashb oa rd s ca n help mana ge rs monitor and im prove the staffing process. Desc ri be how srn.f1ing te c hn o logy ca n imp rove lhe efficiency and effec ti veness o r th e s1a ffin g run c1i on.

359

360 Chapit"r 13 • SuffingS},1t"mE,:i.luat1onw,dTt'>:hnology

STAFFl.\'G El'ALU,lTJO.V

tht wmlym of" JWjfi11~ S) <1em toaJJtJ!1fJ pr,f"nn,.inr r,111d rffrctnrnrn

Staffing Te chnology at Osram Sylvania 1

llic North Amcrit"D.11 busu'K:'$S Of0sram AG of Gt"m1any. Osrnm s,1v11ni11, is ht-lldqlJaJtcred . ~13SSae hu~ tts. Empl o)mg _01w 11 .000 peop le . Osram S)·l1Mia has provided lightmg

50 : Danitn,

~~:,s:~s;~:1~~~::~;~e;1::~47-As :i manuf!lt"turing organi zation. the err~:: TIit- rompany reC"OgnizC's tha1 its r('(n,11u ng process 1s costing ii un~ssary lime and

fills 80 or more open positions a month Osrsm S)lvania"s rrc ru iten ga.1herc-mai J r6 money II It ro m~y Web site lllld varioos Job boards. then cul. pa,tc. and forwanl them 10 hiring ;mes from the recnnlt-r spench 6 IO 10 hours per '"-'.'C'k jusc cumng. pa.sting . and forwarding the e- ma.i] ~atffl. F.aci, company also 1!¥.'.ks ::i sl.indanl rt'Cru1ting process acrus~ its 26 Nonh America locations. UITM!s. The

As a government con1r.1c1 or . Osram Syh·ania. is subject to the Office of federal C Compliw,ce- Progrnm' s (OFCCP) lmemet Applicant Guidelines that ii Is finding diffirult I O!llflCt and out so me form of technol ogy. The compD.lly wanis to screamline its rttruiting Process.es. pr: i =~ "1th· ::\s:~y~:~:~.6 locations. and mcorpora1e external staffing veodon to effecth·ely source C:

Imagine that Osram Sylvama as ks )OU for !ldv1cc on how it nn beucr incorponue tech mate ::i more effecti1·e staffing system. After reading this chapicr. you should have some tJut you can share with the company

Executing a busi ness stra1cgy is often harder than creatmg o.ne. One slud y found that of the 90 ~rccn! of 1.800 1:rrge cor\1panics that had detailed. strateg ic plans, only about one in eight achieved their strategic goals.- Wh y so few ? Not trackmg pcrfonnance is one reason .J Another reason goals go unmet is because it's unclear who within the finn is accountable for their execu- tion .~ The same is true for the staffing fun ction . A key goal of strategic staffi ng is to get the nght people with the right competencies mto lhc nghtjobs at the right time . But doing so requ ires that the cffon be continually monitored, tracked. and evaluated.

Few companies make inves tment decisions about recruitment and staffing b!lSCd on hard data. rather than anecdotal C\ idence . Yet some companies do success fully use data 10 create 1 competi tive staifing advantage. HR tech nolog y company SAP is using data ana lytic tools to bet- ter suppo n company goals. including analyzing recrui tmg mctncs and learning and development program outcomes 10 get new hire up to speed even foster.' Corni ng Inc. gets mont hl y reporu from its recruiting vendor showing the number of applicants versus hires from each rcerunmg source. includmg all maJor and ni che job boards. This helps Corning 10 decide what percentage of its budget to spe nd on each sourcing channel. Corn ing believes that JI wou ld spe nd 50 ~ft"ent more on its recruiting function if it didn't analyze thi s infonnation regularly because it \.\Ould throw money at the wrong so urce s.6

Technology makes n possible to monitor the recruitment process in real time. making 11 possible to identify bottlenecks or a possible bias and corrcc1 it quickly. Quali fi ed candidates can be identified as soon as they submit an application. allowing th e extension of an immed1111c mterv icw offer. This bo th speeds up the hiring proce ss and improves the applicant experience It can also be poss ible to ha ve an apphcant track ing system hide pcnona l dc1ails when recrui1- ers arc assessing applica nts, reducing tl1e pok'ntia l for bias. Appli cant tracking sysl ems can also id entify and flag differential job offer rates across interviewers. For example. if one incerv1e 11 cr is ad vancing 50 percent of the candidates interviewed an d another is advancing only JO percent, the reason s can be examined and training provided tis nccdcd.7

To maximize the effectiveness of a staffing sy stem and the investment made in 11, e1·al11at- ing the process 1s cntica l. A sta ffin g: eva lu ation enables a lirm's hum an reso urce de~mcnt lO justify .,.,hat it has done and 10 ide ntify how 1ts acti vities contribut e to the organiw tion's bottom line. Pan of making sure that the human resource department is effec ti ve is sho11 1ng • Jinn' s top managers the hard numbers related to the company" s s1affing. Measuring and evalu- ating the staffing function ca n al so provide a rim1 with feedback about how we ll its vanou s policies arc be ing implemented . For examp le , ma ny finns claim 10 have a '"promotion from within"" policy, bu t don ' t actua lly promote many employee s. Unfortun:nely, these rinns con- tinue to claim success because the y Jack systematic information about actual in1cm:il promouon rate s. Add1t1 onally, as we di sc ussed in Chapter 8. things 1hat arc measured arc more likely tobe

Chmpter 13 • Staffing Sy~cem Ev.1J uauon and Technology 361

,i,,nJcd hJ :rnJ addn::sM'd.~ The fccdbac~ pro vided by th e cvaluauon effort is nece ssary to refine J further Jc\clop a finn s staffing pohc 1es and prac tices. as 11c1l as to learn how well they an:

""i,i c.inft hcirintc nd cdi:csults. . ;, f ,·c hnol 0g) ,s an im ponant tool tn the staffing proce ss Technol ogy can enhance Lhe u-.11'-ihl) and efficiency of sourcing , recruiting, and assessment tools. It can also create a positive

J Jitc c,pcncncc that enhances the company's employer brand and helps candidates better :~~--~~ ;.ind the company, its j_o?s, and its can=er opponunities. The JntcmeL can also be used

. ,nJ uc1 rn1c~·1ews or adm1m s1cr assessme nts, sav in g time , improving standardization, and 1 ' ' .l~11.111 ng a~,,cssmc nt vmlid:n ion, analysis, and im provement. The data sets created by onlinc or :.i~'.t!'l>ni( ally adn~inistercd tests al~ facilitate the development of optimal scoring algo rith ms

JtliciJ,·n t1fic:it1onofany adverse unpact. JO \\'c h.i\e disc ussed aspects of staffing evaluation at various points in the book. The pur-

,..c ofthi~ chapter 1s not to review them but to discuss the broader issues re lated to evalu ating a ~; lr"ing ,ptcrn . We fi rst describe different types of staffing outcomes, and then di sc uss the te~h- ni~u•·~ and tool s used to evalua te them as well as the s1affing system as a whole. We 1hen dc scnbe

1 n,k technology plays in tenn s of the staffing and evaluating process. After readi ng thi s chap-:ir. )OU should unde rstand why C'valu::itio n is.cri tical to stra tc gi~ staffing , how to evaluate stafling ,:,tcin,. and how to leverage technology to 1mpro\·e the effectiveness of staffin g systems.

STAFFING OUTCOMES H,'" far-ft"aching arc the clTccts of staffing activities? Staffing activities extend far beyond simply h,n nf :mJ promoting peop le . An organization"s staffing activities affect m finn's applicants. nc'.v hin:,. customers. and the organization as a whole . Before they ever become em ployees, the .strategic ,:.iffing process rnnucnces people"s willingness to apply and stay tn Lhccandidatc pool, theirexpcc- 1,m,n~ about the job and organization as an employer. perceptions of fairness. and willingness to r1.'( r mm cnd the employer to others and accept its job offers. The innuence of strategic staffing on :i <'. Jr.JidJtC doc s not end once a candidate is hired. For example, if the finn recruits and screens for the 1>.ri• rl £ cand1d:ite characteristics. it will hurt its chances that a new hire who accepts the company" s 1,ikr-;,_il l ,m:cecd in the organization. It will nlso mean that the talents andeffons the organ.i1,a1ion n.: cd, \\Ill b,: mi ssing. 1bc negative spillover effects related to poor staffing practices can hurt the <w·;in 11auo n' s future recruiti ng success and image as an employe r as well. As a rcsu\L, it may take l(l~W for 1hc firm to fi ll jobs. create higher turnover and lower new hire quality. reduce the finn' s ,;pl' li oi internal leadership ta lent. and lower the return on ~e ~ompany's staffing in,i:s_tmc_m.

By contra~!. hiring the right people allows the orgamzat10n to leverage the contnbuuons of 11 , em plo)ecs right away rather th an ha ving to in\'CSt the time and resources necessary to change hr" they bcha\C and think . Pcrfonn ing staffing activities strategically reduces the time to fill open po, 111ons by increasi ng the number of em pl oyees qualified for promotion. It also increases tPe return on the investmen t a company has m::ide in its staffing system . Figure 13- 1 shows ho " ci!ec tl\cly designed staffing systems can create a positive cycle of employee outcomes that enhance an organization"s effectiveness. Similarly. poorly de sig ned systems can create a n~ca1i1c cic k that can derai l an organilatio n·s expansio n efforts. impede its strateg ic implc- 111,;ntJ\ ion. and ]unit its long-term profitability. Granted, other factors including training, the 1u~r1 1,or·s management ski ll s and style , and compensation can also innuence some of Lhc new h1r,, outcomes li sted m Figure 13- 1. Howe\'cr, staffing prac tices can stro ngly innuence thc~c r u1.·0rn,·~. and the wuy s in which 1hcy do so are relevant to sLrategic staffi ng.

Bl'l h good and bad stafli ng practices have financial conseq uences for organi£ations. A li rm ofte n incurs large direct costs if cri tica l positions arc un filled for longenhan necc~sary. for ru mplr Dm:ct costs arc those charges inc urred as an im media te result of some staffing activ- 11) I ur C'-. ampl e. poor hiring increases a firm "s direct costs in the areas of training, su pcrvi ~ion. 1urnu1n. and lo\\'er produc ti vity. Direct costs arc relatively easy to n_ic_~ure and track over ~1mc .

I ndin•c t costs arc those not directly attributable to staffing ac11 v1t 1c s, suc h as lost bu smc ss l pp,.•1tu n1t1.: s. missed deadlines, los1 market share , cost ovcmins, reduced organiz~ti_onal ncx - 1h1lit)'. and declmc s in the mora le of a finn"s workforce. The indirect costs of poor .hmng can be c1 ~n mor..: \ ig nificant th an the direct costs but more di~cu!t to measurc._Conductm g a staffing ,1 .1h1.11i0n c:in help a firm calculate both the direc~ an d md1rc~t costs of its staffing sys tem and 11kn1 1f~ ,,.,ay ~ to improve the company's return on its staffing mvcstmcnt .

!)IJll-:CTCOSTS roJtJin,11 rrt ,las <1dirtcfrf! 1<h of<1 Jt,iffinga,muy

INl)/RECTCOSTS <altJt10/d,rr <1/y<11trobawbfrto J/affi1111<1<111 111 r1 (rg . lm1bu1mtH opf'<m""' 11 nandlo,.rr11um.1 /r!

362 O~,u~r 13 • Staffing Sysicm faaluation and T«hnology

KEY PERFOR.H,t,\·CE lNOICATORS (KPISJ nvaJ11rablt fat"fOrt fflrical to tlot fiT111 "s 1wcctutllld~tllld 1/ton ·

""" 'ooh

ApplicWltOutcomcs

Sclf-Scl« tion

Job ~p«laUOOS

Fairness Pcn:t'plions

lmagcofEmplo)cr

JobO!TerAcccp1anCI.'

Ncw ll ire Outcomes

Su~s

Promotab1luy

Retention

Comm1lmcn1 10 Job and Organization

r---- Employer Image

FIGURE 13-1 Str11teg ic St11ffing Outcom,s

EVALUATING STAFFING SYSTEMS

-Org11n11 .. at1ona1 Outcomes

StrucgyEx«-utmn

Organizational Ptrformancc

SU!l;choldcr Galntl '-'"~•

Emplo)·cr lmagc

f--------- Spillovcr Effctts

Time to Fill

Return on ln ve!itmcm

Leadc~hi pPi pelmc

As we ha ve explained, eval uating a staffing system allows a firm to objective ly assess how 11 ell its different staffing in iuau,·es arc working and to subseque ntly improve them. As you learned in Chapter 8, regularly measuring key pieces of information and correlating different staffing measurements can be extremely val uable . Tracking data and making comparisons o,·er time 11 one way 10 do th is . For example , tracking turnover rates fo r the organization as a 11hole and for its individual departments and jobs can help a company identify tre nds in its staffing; so 11 ill tracking the firm' s headcount in combination with othe r factors, such as its revenue or produc- tion volumes . Thi s will allow the firm to identify how close ly one factor leads or lags anothtr and und erstand how the firm 's staffing acti vities affect th e rest of the organization's operations, Establishing meaningful trends and relation ships enables a firm to make more accurate proJIX· ti ons and action plans as well . Next, we di sc uss key performance indicators, stnffing mctncs, Lhc role Six Sigma can play in terms of improving the staffing process , and how the staffi ng c~al111- tion process is implemcnted.

Key Performance Indicators Staffing evaluation begins with an understanding of the requirements of the company's busines:s strategy, talent phil osophy, human resource strategy, and staffing strategy . These foctorsdcicr• mine what the firm' s most imponant staffing ou1comes are . Once we identify these outromcS, we id entify key performance indica to rs(KPls) that arc measurab le factors critical to the finn '1 success and long- and short-term goals .01 KP !s are the outcomes against which the effcc1.1vencn of the staffing system is evaluated .

To desi gn effective KP!s, it is essential to understand what is imponnnt to the busmess -1 what key business measure s exist.. 10 Many factors can be use ful to measure and track.. HovoC\tr, the KPls that will result in an organi zation's succe ss are those best able to enhance a firm's SUSI) o:ecution. These KPJs can include things such as finan ci al measures of revenue growth, cl.l)(l'mlCf satisfaction. innovation, and a firm ' s globalizaiion efforts.11 For example, an evaluation that demOll- strates that a new staffi ng system increased a firm 's revenue because the company's new hues 11-ae of higher quality and generated revenue more quickly shows how staffing can oontnbutc to the td· tom line. In this exam ple. the KPI is employee rt\·enuc ge nerati on, and the related staffi ng eva!U3IJOII metrics are new hire qual ity and time to productivit y. It is also important to focus on companyculon

Chaptcr13 . Stamng SystcmEvaluationandTcc hnology 363

pl ti~ :~~: 1 ~~~ r;~~:,:i;!:~~f:Se~:~:~:~~:S:n:~~s:~s~~~:;!:n~~ rt""J~., anJ employees and where they were rttruitcd so t.h:it those sources can be leveraged ..

o nd1 / \ crms of eva luating staffing systems, it is imponant to unde~tand Jag gi ng and leadin g ~r, A laggi ng Indicator is a factor lhat becomes known only after a staffi ng dec ision has UCCilSG INDI CATOR

inJi-Jl• ,Jc A lagging indicator might be a meas ure or a recruitin g source 's effecth'ene ss , the o, fi,«, ... ~:~~~:;,::,,/;,;,:":::Z 01't' i,.:,-~ n,afill a posiu on, or the lit, performance, or promotability of a firm 's new hi res .. Laggi ng ,w,,.,, t11 '" to,,r; measure various aspects of the success or failure of a slaffing sys tem but do not help 1"Ji,J~n) un prove its staffing efforts midstream . That is, the indiealorli do not identify exac tly i , i,n:, cn l wrong or right. or indicate how to improve. In general, lagging indicato~ arc not use- "~J;,,r managmg staffing on a day- to-d~y basi s but can identi ff areas of a staffing system that fu lJ l>e further anal yzed and perhaps 1mpro,·ed llfte r the facL 2 ,1,,.,u B~ contrast, a leadin g ind icator precedes or predicts a staffing outcome. For example, ::~~•::;:;:~::prtdim

0

I~~• c~, a;;~c:;;0~u£~; 1 ~:~:~~tn:~~~=:~::i~~=r ;!t:::::!e1:e::t~~.t:t:i;~;; sraffing o ~rconv

1 '''

1 1< er Leadmg indicators nrc useful for monitoring the progre ss or a staffi ng effort. In othe r

::~:. the y can provide the fi~ with timely informati_on it can use to adju~t a_mt improve the

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1 ~ :iJi uonal ~ourci ng and recrui ti_ng acti ':'i tics. bef~rc the staffing effon progre sses too much furthl:r. and the risk of a poor candidate _being h1rtd ~nc~. . .

Some indicators can be bo1h leading and lagging indicators .. Th!S, of course. can comph -

CJl: ~~~-~1;~~d~;:;~;.1i~::.~r::: ~; O.::t::1;;: ; s/:~tiu;~: : 11::! :~~"ing indicator of a company 's employer image. Table 13-1 describes several indicat0!"5 and

~n~c ~~t~~;aensi:~i:~~~l=~:r \~:~ of a dedicated staff to deve lop, trnc k, and analyze ihc finn ·s ~tarfing metri cs, it must make careful choices about which metri cs and indicators ~ st ,.:I\ C its nee ds. In one small company of 400 employees that sells and leases health care equ1p-

~~~nct~i1:~~~~a:s~l~u~;:; s:;:;:~~~1:::i~~n:~s:,~:~: :c;a~:~~;t:;::: the firm's rc,cnucs and pro fit s. Four of the metrics tracked and benchmarked against prior years arc IJcgi ng ind1ca10~: employee cost divided by sales revenue, employee cost divided by net 1"C\J n;c hcfo rc taxes, turnover, and ratings of human resources' performance. Absenteeism and umcto fillarl•lc adingindieatorsY

Lml mg people meas ures to KPls in a re liable way can require large amounts of data for t.rgc companie s, such as American Express. American Express keeps a close eye on IS to 20 dif- fm nt mc tm:~ a.~sod ated wi th its key positions, including how Jong it tak es to fill the pos iti ons. ~o" many offer.. the company makes before a position is filled, and retention rates. Successfu ll y hJn, l11 ng such an evaluati on depends heavily on the firm being able to use techn ology to gather

Et!JID Leading and Lagging Staffing lndkaton Staffing Ind icator _ _:cO.cc"'c.' o_m_c•l_;_•I ____________ _ lead,r, g/nd,c 11tors

E~plcy er 1mage Apoltuntqual,ty

Ap:; cantquan11ty

,..i gg,~g fnd,cators

l-rp101e r,mage T~rrover

Appl1cat1on rates, applica nt quality, new hire quality, staffing RO\ Tim e to fil l, new hire quality, turnover, the satisfaction of hiri ng man11ge~. le adeM ip skills in an organization , st11ff,ng ROI Ab1hty to hire , quality of hire. time to fill , hinng manager sa11slact1on

Poor hiring deas1ons, poor staffin g process. poor recruitm g Poor hmng decis ions, poor sourcing , poor recru iting

-~b su·._"_" ____ P_oo_, :_P''_"_"'"_c.9_, '_'"_'°_"9_, _'"_ru_,,,_og_, ,_o_d •-•'_"_,,o_" ____ _

364 Chapter 13 • Suffing S}stem fa'llluauon arnJ Teehnolo~)

STA.FHVGEFFICIESC)" 1/w>"""""'1 0/u1owra1~<td111rhe •raffin, pn:,a u

lhc data. To galhcr the infom1a11o n and mclm:s sought, a fi rm ·s h uman resource de work clo.\.Cly with lhe company 's infom1al 1on technology a nd finance department:.~~um mu11 ::gg~:";~~i"uta:f

0 ~ta aho requires both tn:i l and error and patience o n the pan o f those c:O:':!,~

Staffing Metrics

Because people pay an cnuo n 10 what gets mca.,ured, carefu ll y selec ting key mctn can help focus cmplo)ces o n J...cy behaviors and outcomes . But too much 1nfonnatio:s ~o ~l d1ffi_cult to focus al\(.'ntton o n the mctnc~ and ou1comcs that arc the most imponant To :cs it ate Its s1affing s uccess, tclcrommun1eallon c~mpan y Avaya se ts goals for how man ex "llu. enccd emplo)'ecs u intends to acqu m: _from its compcutors. The company al so me;u:· performance of md1,·1dual, ,,ho mo, c in ternally from o ne business to another co mJ)aftd lht the a, erage pcrfonnancc of emplo) ees i n th al d1v1~1on . One company represcntau,e 53 .. ~wil}i companies will say their rce ru11ment ,s succcs~ful 1f lhe y retain the peop le lhat the Y~- . fast look beyond that and set ,cry spec ifi c goah for oursc hes." 14 y ire We

Southwest Airlines mcasures key mctncs including cost per hire, new hire qualny COl!I

:~~!:n~~1:cn::i:~~:~~t;~ ;;:ti~~:~1~~:;~~,-~r~;1;~~;n;~c;d ~~l~i:t~::;:i~c;~pioy~ If Southwest notice s that a n opcrauonal group is logging abo\"c aver.1gc 01•cnime for c~~s.s. works with tha t group to reducc o, erumc by decreasing tum o\'er o r increas ing s;affing. •s p e, 11

Staffing metrics ca n be though t of as long term or shon term . an d can be effici or cffccti,cness oncntcd. Nelli. we discuss these diffrre nt types of mctncs an d how the~ -- ' LONG -TERM AND SHORT-TERM METRICS Mctncs can be tracked O\'Cr inany differ-en, bmc pc n OOs . Short-tcnn metn cs he lp a firm evaluate th e success of its staffing system in 1cnns oflhc rccrulling and new hi re ou tcomes achieved . These mctncs include :

• The perccnloge o f hire s fo r eac h Job or JOb fam il y coming from e:ich recrui ting sou«c and rccru 1tcr

• The number of h1g h-q uahty new hires coming fr om cnch recruiting source and rttruitcr • The nurnber of dncn;c hires coming from cac h recru iting sourc e and recruiter • The average time to s1art (b)' posmon. source, and recrui ter) • The avcragc umc to contn bu11on (by ~n1o n. source. and recnutcr)

Long -temt mctn c s h~·lp a fimi cvuluatc the ~uccess of it s s taffing system i n tcnns oftht o utcomes Lhat occ ur some lime after employees arc hired. These metric s in clude :

• Emplo)·eeJobsucccios byrccru iti ng sourccandbyrecruitcr • Employce tcnurebyrccru111ngsourcca ndby rccru ,ter • Promouo nratc~byrccru1t1ng sourccandbyrecru11cr

Shon -term mctncs arc usefu l as leading md1ca1or.; ofa rompany·s ability to ha,·e thcnght people m the nght Jobs at thc rig ht time to execu tc ,ts busmc s ~ strategy and to meet itS immedi.ale staffing goal s. Long-tem1 metrics are use ful as lagg ing inJ 1cators . lllCy ure best used for eVII• uatmg the cffcr\Jvcnc )~ of the firni· s long-term staffi ng sys tem - fo r example , 1hc long-knn. on -thc·JOb s ucce ss ofcmplo)cesandthe1r tu mo1crund promot10n rates.

STAFFING EFFICIENCY METRICS Staffi n g pfficie ncy refers to the amou nt of rcsourcesustdlll the 5Laffin g proce ss. Efficiency metncs arc analyLcJ to make process mipro ve ments dcs1goedl0 minim1le the amou nt of resources needed tostaffa firm - ~pccifica ll y, the finn 'sh,ri,igcos1sll!ld rep!actmenr coin . A firm's himrg con1 mcludc sourcmg. recru it ing , scn·cni ng, refcml bonuses. travel expenses, :idver11~emen ts. 1hc co,t of asscs,ing an d doing bad.grou nd chC( ks on candi· dates, and the meals and lran,portation associated with their rccrui1ing proce sse s. RtplactMtnl CUJfs include hmn g eo~ts as well as lhe pro,Juctm ty losses that occur 11,hil e posmons n:maiu unfilled . Staffing effic1cm:y mclncs mcludc thc cost per l11re, the time to fill posi ti ons, and the number ofn:qu1~i11ons handkd per full t1111e cq u1\alcnl (FICJ Maffi ng membe r. Many finnsalso calc ulate o nbo arding cos r, , suc h a~ traming and t1mc-to •tontnb11lion cos ts. 11h ic h can also be u,ed as mdic:itor~ 10 meas ure a fin11 ·~ ,taffing efficiency .

Cllllpter 13 • S1offmg S) ~lcm E1.aluauon and Tcchno!og~ 36 5

the ,nuca l facto r lo n:member \\hen l!ad; in g staffing effic iency memcs is that 111s nccc s• ,.10 w t,c efficient but a lso_ meet the needs _of a fim1's customers. On thc o ne hand. umc -10- fi ll n:;, thJl :ire below a ct rt:u n bench~ar k _m1~ht reflect th at the firm is staffin g itse lf efficie ntl y. C

1 th' C1tha hand. the same ra~cs mig ht md1ca1e that hiring manage rs arc no t spcn.dmg e nough

1· -,: 1 ~:1;

1 1~:t,: cc"o0~~~t:a~~1f~~~; :~ri::~ ta~lh: y pe~t~:;: ~; 1~ 5~::~~L o f new hire s·

,,•iir,:n,J LL0n The s1affi11s ~ffirie~icy ratio _can be calculated by d1v1dmg a firm 's 101:11 stu ffing > 1 , t,~ the total com pensatio n of its ne w hires recrui 1ed . and Lhcn mu lt iplying the res ulL by JOO.

Fllf c,:unpk, a staffing effi ciency o f 12 pe rcent mean s 11 costs S0.12 ce nts to bnng in Sl .00 of ,n, r,:n,auon, or S\ 2,000 to hire someone who make~ SI00,000 a year. 16 An organ1LOtio n Lhat ~'.n:, ~00 cm plo)ces annually . each w,th :1compcnsation ofS40,000 annually, wou ld save about 5120,C{l() 1n ,iaffing cos tse i cry ycarby _impro,·ing its staffmg c ffic1cncy by jus1 2 percent (400 x )liJ.O'.Xl == S!6 nulh on total compen sation recruited; 2 percent ofSl6 m,lhon = S320,000). By rd )i~f more on 1echnoloty 10 ~?urec17recnm , and scree n their emplo)"Ces, many firms could cas- il) achic1c,uch a2percentsavmgs.

sTAfF IN G EFFECTIVENESS METRICS Strategic staffing is not simply hinng u large number nf r,.,,plc or hmng lhcm qui ckly or cheaply . Strateg ic staffing is h irin g people who becom e , u,,. ,,·"lul in the ;ob. are a good fit with the compan y. and stay with the o rganizallo n. Although d f, , icnc) and co,t are ofte n the in itial focus of a firm's staffing e\'u!uuuon effon s. man y com• rJn,c, subsequcn ll y shift their focu s towarJ measun ng the,r staffin g l'fTecth ·e n es.s .18 Staffing _rfccu icnc ~, relate s to how well Lhe s1affin g process mcc\S the needs of a firm 's s takeholder n,·,J, and co ntribute ~ Lo the organua tion·s strategy execution and perfonnancc . S taffi ng effcc- tntn ~" mwics help ans\\er questions suc h as "Is the number and cali ber of finnli ~ts bem g se nt

1,, hinn£ 1n:1nagcrs mcc un g thei r nccds?" and ~ls thehirin gc xpericncc a nd speed accep table to (Ji J id.11c , , .. Staffing efficiency is ofte n eus,c r 10 me asure and evalu ate than s laffing effccuve- re " for n am plc , it 1s rcl :uively easy to measure how man )' jobs each recrui ter 1s fill ing (staff- rn~ cff,, 1e nc) l. bu1 1\ hat is often mon: imponant 1s whether Lhe Jobs arc being filled with th e nf ht r,:Pp k(, 1affi ngc ffrcti1cnc ss) .

Th,-rc .ire man y po%1ble measures of staffin g cffccth·e ncss. Perhaps the mos t obviou s rne ~-u ic ,,f ~1~ffing effectivene ss is new hire job succrH . Job s uccess refers to jo b perfor - 11•4n~c J , "'ell a, the ne w hire ·s fi t with hi s or he r wo rk group. unit , and o rgani1.atio n, and 1h, J~~ 1,·,· 10 11h1ch hi s o r her values arc co nsistent with the comp;i.ny'sc ulture and va lue s. l ra,~ 1ng th 1~ metric by recru itin g so urce, recru iter. and hirin g manager ca n he lp improve a , , ~1r Jn) · , fut un.- ,taffi ng e fforts. Th t q uality of lure reflects whe ther the com pany h ire d the r,.·, ~h: 11 "'lout 10 as defined b)' hiring managers' predetermined job perfo rmanc e require· ..,,,m, Ne"" hire job ~uccess s tarts with the quality oflhc pe ople hired . The quality o f hire can ~, J"''"cd uo1ng new hi res · performance ratings a fter an appropriate time on the job. hiring 11>.1oa~ .-r ,,111,furnon i>Url'C)'S. objcc tive employee produc tivity mcasun:s, ond even safet y, J~,, 11 1c ,·1,m. and turn ove r rate s. New hire qual ity matters when ii comes to an orga niza tion's r. rf,,rm ,in ce The \Var for Talent s tudy, publi shed in 200 1 by Mc Km sey & Co .. rc,·ca led thal h1 i:ti rafnrmcrs in ope rat io ns ro les inc reased the productivity o f their firm s by 40 percent ; h fh r-: rfo1mer~ m managerial ro le s i nc n:ascd thei r firms' profib by 49 pcrccnt : a nd h igh- rcrf1•r1n mg , ::ik<pcopk c reated 67 percent mo re revenue for th e ir firms than a verage o r low - f'( rfnnning cmployces

O, crnll retc11rio11 o r wrnol'er rates might seem like good metrics, but remember lhat rc tain- 1rf r,.w ~rforrna~ can ac tuall )' impo~ a cost on the firm. Tracking Lhe i-olimta l)' t1m10\"tr rate ol ,,,p pe,fo m1en a, well as measuring the wmo,•er rote ofbo11om pt rfomiers. as we di sc ussed 1; the IJ, t chap ter. can provide mon: mean ing ful infonnat1on . Tracking mo nthly turno1·er by lur• 1n~ m., n,,i; a, department. o r busi ness unit and by race, gender. or age gro up need no t t.akc n lot ot 11tn, an d can re1ca l pallerns tha t might suggest poor Maffing or poor man ageme nt. Measuring ihc 1u1nma of c1nploycc s based on the sources fro m which they were hired can help ident ify II ;~ rdu rn. on 1nvc- 1mcnt (ROI ) from each source . Jeff Coulc , senior ,·ice pn:sidcnt of hum an 1~'<'Lr, ,·, a11 J orga ni1.aLional stra te gy at SCT, a global information- techno logy company . tracks lurn,,1 ,' r by cmp lovec type to a sse5s controllablc 1·oluntary turnover and underst an d wha1·~ c a1.1 s- "~ n ~J)• Cnuic: ··our pcr..pccu,·c on the use ~f mctrics ... ::i based o n our belief that human - <4p, t.,1 1n,:1rir, h:i1c a d ircctcorre lat ion 1o finan c1almctncs.

STAfl' ISG El'l' t:CT/1 1£.\'ESS /10,., ,.,// ,hr J/ uffm~ pr<>ct" muu 1he 11,rch uf ufin~ 'sMahholdr" aodw,irr,bw1e.11urheo rg<U11:Pt«m '1 ,1raUl{Y nuwruJ11,111d pt,fom1tJocr

I I

3

I

366 Oupter I J • Staffing System E,'3tua1100 and Tc-ch no logy

Evaluating the mlue of rop ~rfom1trs can also be a usefu l metric. When a co pursui~g one of its top tcc hmcal cmpl oy~s, Tci1 as Instruments (11) wanted to find ~ 1;:. lti'ls cmpl O)l'C WilS wonh . TI added up all the ideas that the em ployee had generated for the the nn_d what those ideas were wonh in terms of patents. TI dcc1dcd that Lhc employee w company, fou_ly valued at about S25 million and decided 11 wa.~ worth its trouble to get him to s1.ay.; ~y a nice :lmounl of s1ock, structun.'d in a way th.'.l.t provided him an incentive to stay anothc~~

~pan y even arran ged for a week of private golf lessons for his wife and him at I famous Bolf

Mca.sunng what a top employee is wonh, and comparing that to what an average c 1 1s wo ~h. can be a useful in dicator. McDon.::ild' s know s that a top manager is worth 3tp O)'ce more rn profits than an average managcr.21 Cakulatmg the value of a company's top ~m crs ca n help man agers juslify what it is wonh to invest more in recruiti ng, hinng, and :tai onn- lhcm. TI doesn' t track , and isn' t conce rned about, wh~t 1t spends to hire key tech nology .,.,:~ ers. The company understands that the se empl oyees wi ll produce fa r more for the com pany than :a~:~ :c~:;.;:~u~~ bclie,·es that hiring costs arc too small a percentage of an employee's

Many o~r metric s are possible. To identify \\hich divisions in the company arc CTCatin new talent, Ci sco Sys tem s uses a mctnc that tracb why a person mo,·cd within the com~' r.i.the r than sim pl y how many people moved. Hi gh perfonners tend to want to take on new eJ. lenges so tr.i.cking thei r movement ms1de the company is a way to make sure managers serve :is ta.lent "launching !)3ds," rather than talent hoarders . Once identified, those managers v.ho "launch " talent are rewarded accordingly.lJ

Some of the key staffin g metri cs uti li zed by Valero Energy include:24

• Brar,d-rdaud m~trics. Valero measure s the ,,aluc of its employment brand by calculat- ing the cost savings rel ated 10 the posi ti ons it fill s via its corporate Web page , comm umty referrals, and noncmployment-relat ed TV ads . The recru1tmg dcpanment estimates that the Valero brand saved the company $4,309,005 m recruiting costs.

• Staffir,g tfjicitncy mt trics. Valero uuli zes the staffing efficie ncy measure de\eloped by Staffing.org, an independent and nonproprietary non profit corporati on that dc~clops sta nd.lrd human reso urce pe rfonnance metrics. Valero calc ul ate s its staffing efficiency by di vidin g the finn's total recruiting costs by the total compe nsati on for all the positions it fill s annually (the sum of the b.'.lSC stanmg salaries for each cx.tcrnal hire during their first year). Staffing efficie ncies in the range of 5 to 9 percent arc considered e,cellent, 111d those above 16 perce nt indi cate mcffi cic ncy.2' Howne r, these range s can vary by indus- try. organizatio nal sue, and region .

• Sourcing chan nel me/des. Some of 1hc measure s Valero applies to each sourcing channel are : • Thc staffing cos1o f1hc so urce • The perce ntage of the finn 's budget the source represe nts • The percentage of applicants recru i1ed via the so urce • The percentage of posit.ions filled via the so urce • The so urce 's speed • Thc so urc e's effic1enc y • The turn ove r at 12 months of ne w hires recruited from the so urce • The dependability of the so urce • Tiic average salary of the positi on filled via the source

• Internal rccn11ters arc also moni tored on the preceding metric s.

RETURN ON INVESTMENT As we have stressed throughout thi s book, staffi ng coslS are Ill investment. When using metrics and evaluating staffing activi ti es, it can be easy 10 focut on Marli ng effi ciency and lose sig ht of s1affing effec tiveness. If a finn is only concerned with hi'- mg enough people qu ic kly and cheaply, as is often the case during periods of rapid expansiOlt and labor shonage s. th e firm is not lik ely to pay much attention 10 emp loyee-quality n:quirt:· men ts . At one poi nt , the human resources depanmcnt of the telecom municatio n com pany GTE (now a pan of Vcri , on) was under pre ssure to focus l.lrgcly on efficiency and cost reducUon To hire people faster, recru iters s1ancd sourci ng from temporary agencies and job banks rather

Chapter 13 • Staffin g Sy~tcm Evalu ati on and Tec hnology 367

,1,Jn crJJua tin £ co llege ~tu~cnts and cxpcncnecd profe ss iona ls. Th is change improve d GTE' s ,•J! II~!'. cffo:1 ~ney . On e ~g1on of the company reduced 11s 11mc to fi ll a position to 50 percent

1~- l~ 11

~;~~~~~:~

1

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1 ; ;:,t~,1J of lunn g experie nced professio~als an d new graduate s, sourci ng through temporary

\ ,, 1~~ anJ JOb banks was le ss sc lect11'c.· 6 For GTI: , the prev ious hig her staffing costs and :,;:~,r rnne~ t(' fill had hl:en good inl'e stm cnts.

• i\ , 3 uuonary 1101c. is m order here: If the onl y goal nn organ1rutio n pursues is hmng the ,•t11.•, t·<luahl) people, its staffin g progra m might nol produce enough hires or might produce

:~: 111 .ll an unacceptab le cost. Indeed, a com~1o n hiring man.Ira of org:ini_zat.i ons ~s to hire 1hc bc~l I ·nl ai ailab le. Ho\\c1·cr, as we have cx pl amed, not all bu sin ess strategics require the bcs1 talent

u' 11 JOb~ 1\rchi tcctural Support Services, a computer-aided design com pany pro\·idl ng tcchn i-fJ; ~UPJ'l'fl fo r architects, is a case in poi nl: Whe n the company was rdat.i vcly you ng, il hired the •~ ,t Jnd bri ghtest professionals availabl e. However, poor morale and high turnover caused by \,. hung amo ng the high-powered staff compromised its operations. The organization rcaliLed 1 ~

1t11 Jid not need 10 fi ll all of its posit.ions wi th the most tale nted graduates from el ite four•YC.'.lr :~:ntutions, and started recru iti ng f~m communi1y coll~gcs inslc~. The co~fany was rcwardc_d 11 1111 a much more loyal and commmed workfOICC, and tts results improved.· The lesso n here is t.:ita t-alane<.' must be struck between staffing efficiency and staffi ng effectiveness.

1 i\ fi rm can calculate the ROI for its individual staffing ac:t.ivit.ics, such as the ROI of different

r,:~ru iun g ~ urccs or assessment methods, or for the slaffing system as a whole. Although many cLJ1n pJn1es have no i~~a which can~date ~recs ~uce the best emplo!ees, olhe~ have turned the c>Jl uJuon of 1hcir hmng sources mto a SCJCncc. 1lus helps the CQmpan1es dctennmc the degree to ii hi- 11 th,:ir recruiti ng investments are paying off, which allows the firms to cut out poor-perfonnmg ).(' urt'~' · .ind to negotiate bcucr contracts with outside recrui ters based on the results the y produce ..

Wit h that said, measuring a fi rm·s overall staffing ROI is not always easy. Nonethele ss, if th,: :i" o,:1:ned measu rements are made carefully, the cffccti1·cness and RO I of staffing initiati ves ,Jnt-.: demonstrated.2s

Six Sigma Initiatives lki clop<.'d m 1hc 1980s at Motorola. and now practiced by many l.lrgc corporations, includ - ir ~ (.i ! and Dow Chemical, Six Sigma is a data-dri1·cn qualit y initiati1e 1hat us~ stat istics to nio,ur<.' and improve business processes and thei r outcomes to nc.'.lr pcrfcct1on .· The ce ntral r·,n-i pk u1 Sr,;: S1gmu is to meas ure defects. identify and remove the sources of error. and to rn1uce 1kkn, to near 1ero . Six Sigma was dcvelopcd in a manufacturing en vironment, but the r1, n, 1rk-anJprocesscanbeu sedto improve an y process,i ncludingstaffi ng.

'ix Sig ma can be used 10 impro,·c a variety of staffin g outcome s, suc h as:

• Lo11 cr mg 1urno\'c r among high pcrfonners • !111r wv mg the quality ofapplicunts • lmrnl1mg the fit of new hi res wi th a fim1 's corporate culture • RcJu,·mg the time to fill positions • lnnca~1ng the return on the comp.lil y's staffing in1·estme nt

GE Mco..hcal Systems used Six Si gma processes t~ develop it~ r~crui tmenl \~eb site.~ 0

M1-r ," olt Jlig ncd its recruit ing efforts with the rest of its company s 1mplemcntanon of Stx S1~111,1, ,ind C\<.'n created a seni or "manager of quality improv~'re nf' positi on to help improve 1h,· rrcw:c, ,c~ the company uses to hire its technical employees. .

Si., Sigma methodology begins with a proce ss map that defines and ~raph1 cally maps , Jt tk rroce~~ to he impro l'ed. The process map , whic h encompasses the entire process, helps 111 111 \ 1Jc nti fy the important metri cs that need to be analyzed. After identify ing the source of an y 1k f,·.:i- m the ,ystcm. an improve ment program is created to rem ove the ca~s~ of the defec~s. ·1u impn,ie the quality of a staffing process, each step of the process must m~1~1~e the probab1l - ll) th a1 the ~ekcte d ca ndidate meets the hiring manage r'scxpectati~~~bJtat~::~::!~t thJt unqu.1\1f1~d ca ndidates are SCR'CnC~ ou_t at each step, a.:~ ~i ure 1f.2 illustrates ; staffing CJnJ1JJtc~ h:tl'C m the job and th e organ11.at1on as an empl o) · S rr1 .._ ,,, ,map

SI XS /G,\ fA a,laru•dmrnq~,i/,ry 1,111,mm.•1/u,r uJtl ,u,rm,CJ romrusurrandrmpro,r b,mntJ! procnu.J w,d rhrir 0~ 1comn ,.,nn,rprrf~c/lQII

j

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368 Chap1er 13 • Stilling Sys.1em E,-alulllion and Technology

Pla,111111 g Crcate Jobdcscnpti on Create job rcquircmcnlli matrh Pltparca..~s.c\Smrmplan

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FIGURE 1]-2 A St affing Ptocen Map

Dow Chem ical uses Six Sigma for its staffing processes on a globa l basis to imprm,e its processes and yield higher productivity. Dow Chemical' s Human Resources InfocmlllOII Tech nology Global Director Jon Walke r states,

Best practices and pr0\'Cn me thodologie s arc key to improvin g ihe staffing process entcrpnse-wide. Since we've bee n ab le to engi nee r ne w processes and sta ffing man· age ment technology, we hal'e achie\'ed an increa5e in Sig ma by at least 50 per• ccnt.. .. An incrtase in Sigma will ty pica ll y result m bo ll om-line efficie ncy and c0'l reduction of five percen t or more. As it relate s to s1affi ng management., we attribute our productivity ga ins to find ing qua lny ca ndidates fas1e r, faste r time toco ntributioo and a reduction in cycl e- time by fony pc rcent. 32

When local unemployment was a low 2 pcrct:nt, one Colorado manufac turerwaspayutJ 1 substant ial amount of ovenimc to its experienced workers because it was having trouble rccNII· ing for positions in its 24n operation. The compa ny applied Six Sig ma quality tools lo the staff mg process and found that because hiring was uiking six v.ceks----can didates had 10 apply one "eek. test the next, interv iew the next, undergo a blood test, then receive an offer-many quality

Chapter 13 • S1~fing S)stem E\·:iluation and Technology 369

.JffJiJatcs fo u nd

j~~n~: ::~:e~!\:;~:;: gp::i~~~~r~~:~~1;: 1 :;: tb:et~~ ~:e~ i: ~~a:J

!inn had previously had to pay whil e the posi tions were un fi lled .33 md ,,thc,cq"'1l;1y m, th od<tlog;e, f<<o s on not j ust measunng nc 1i vi1ics but also

~i,ianding che variables th at affect those metrics and the n sys tematicall y a\lempt ing to co~ - und ,c \ an ablc s. The DMA IC (define, measure, analy Lc, improve, and con trol) process of Sot ll'-'1 iho an t,c applied to exis ting inlemal processes, and the DMADV (defin e, meas ure, anal YLc, ~::;~.c and verify ) i ethod can be effectively used in crea ting new proce sses. In more deta il. u,ci c proccs<.i:~ arc :

O~IAIC (Defin e, Measure, Analyze, lmpro\·e, and Con trol)

, Dtfit1t til t problt m. Reduce un wanted turn over among hig h performers. , Meas r1rt. Identify key me as ure ments underl yi ng 1umol'er, such as the turn ove r rate among

hifh\crsus lo w performers. , ,t,rn/y:t. Und cmand the key fac tor5 and trends that crea te tum o\·er, such as low c"'.1p1 oyce

engageme nt, th e dissati sfac1ion of em ployees wi, h their su pe rvi sion or pay. and hi gh out · siJcde mandforthe cmpl oy ees' sk.ill s.

• lmprou. Ide nti fy and exec ute a plan to address those fac tors. • Control. Implement controls to lower turn over on an ongoi ng basis.

n.\lr\DV (Define , Measure, Analyze, Design, and Ve riry)

, Dtfillt projec t goal s and customer deliverables, such as im pro \·ed new hire qual ity. , Mrornrt. Detcrmmc hirin g managers' needs, such as their need to hire good employees

qu1ck l) . , ,\ualy:.e the process of sourcin g, recru iti ng, scree ning, and makin g job offc~. . • Des ign the staffing process to screen out unde si rable cand idates and maxim1le the quality

of ncwh 1rcs. • Vt ri/J the pcrfon nancc of the process and its abi ht )' to meet the needs of hinng managers.

Ah houg h some areas of sourci ng, rtcruit ing, and st lcction are mor~ an th~n s~i cncc, if_a n m·a can be meas ured, Si x Si gma can be appl ied to it. For e1rnmple , by mcrcas mg 11s spc ndm g on i ali d,ucd ~lccti on too ls, a finn can weed out more unde sirab le cand idates and reduce the ir tm 1,:1,1 mi; and travel expenses related co fun her scrte ning them. Not onl y can the tools reduce th( finn\ rcc rumn g expen ses, the y can impro\'e the qual ity of candi date s hired and increase cmpl O)CCrc·tc ntion .

The Balanced Scorecard Approach Go.JJ pcrfomiancc is about more than botto m-lm c fi nanci :i.l. results. The bahmced scor~a rd (s a 1,..,,11hcd to monitor, a~scss, and manage the perfo m1ance of em pl oyee s as well as ahg n the ir 1n1c rc,~ 1,1 1th a fmn 's ke y busi ness objccti\•es by assig ning them both fi nanc m! and non financial ~,,,ii, 1' In other 11ords, the balanced scorecard approach "balance s" a fi rm"s strategic, opcra- l11'nJl, 1inanc1;11, and customer-re lated goal s. The approach also hel ps mana gcr5 monitor and a,"·,s th,: perfo rmance of thei r empl oyees so as to qu ickly take corrccuve ac uon when needed . Aftn all. fin:irmal res ults arc hi ~torica l measures. Thus, foc usi ng solel y o n them when eva]u al- in ~ 3 finn 's ~taffing process is limiting bccat1sc the)' reveal onl y how the compa~ y ha s.done in th~ rm- not how it will do rn the futu re . Monitorin g nonfi nancial mc~t1rc s, rncludm g how Jprli-: .tnh am.I em pl oyees re ac t 10 the fi rm 's staffi ng process and how sat isfied hiring manag- er) ar~• \\ 11h it, fo r e~ampk , can warn a fi m1 about problem s th at might li e ahead. Fo r ex am ple,

J 1p 111 em ployee satisfac tio n ratings might prompt a manager to ~ay. "because low em pl oyee •a 111 1act1 on lcJd5 to hi gher 1umove r an d weakens our image as an em ploye r, we should add ress ~~ -linrng empl oyee ~atisfac1ion now."

13Jlanccd scorecards help organizations in the fo ll owing ways :Jli

• Compare and trac k the pcrfom1a ncc tre nds of differe nt busrncss un its , dcp::u1.mc nt ~. and cmp! oyccsw ith int hco rga nuatio n

• lknchmark the organiza11 on agai nst oth er organizations • ldrnu fy the compa ny's t-cst pcrfom1crs and its be st practice~

BA.LA,\'CE IJ SCORECA.IW

aroolu srdro rnonuor,<!.<sru, and rnonag,rlrtpt,fonn,,,,croft'mploftts as,.tllasahg111/rr,rm/utsrs1>n/1 afi,..,"1lty b,rnnu.1obJtcrnr, I,-' 11rnx n1ng tlrtmbm/1fina11naland 11<,nf,noncialsouls

37° Chaptc-r IJ • Suftinl,'. S)siem E\·:Uu:mon and Techoology

Jt-1.l.A\ 'CEDSTAFF'fXG SC"OR£C4RD

ro<1"'11l.! vb;ttnt to. ru~ro. alld 111 ,namtJfo r~acl, on n rl">' rlta1 add< u,/,.t ru1lrt114/111g pflJ('tll

Hiring Number Ma nage r of New nme

Zo ne Hires pe r Hire Goa/ < 20hours

120

78 15

89

111

64 15

Corporate scorccan.ls arc first devel oped to de fine the goals and agenda for the mzation. Eac h business umt then lool.s to the corporate scorecard for guidance III crnirc~ O\I, n balanced scorecards 1hat suppon the broader goo ls and strategics of the organ::llna lbeu busmcss unit scorecari.15 are created, each support umt- mcludmg a firm's human on Oiict agemcnt and staffing dcpartmen l---....<an create us 011,n sco recard 10 chuify its gOal~:rcell'lll- progress toward mecun g lhcm . d lracllb

A bala nct'd staffin g SCOn.'Ca rd con1:uns obJeCtJ \CS, targets, and mitiauves for ny that adds val ue to the staffing procc.1>S . Usmg softw.arc, such a.s Oracle' s Balanced ~h lltti,. package, managers can more eas ily co mpare Lh c sL'.ltfing performance of differe benchmark 1l agai nst the firm· s budgets, hi s1oncal da ta, and peer firms within the tn~~uruts, 11111 !heir computers, managers ca n Lhc n chck on any indi ca tor to conduct more de tailed ai:r· froni Lhe data: If there are problems with the staffing process . the system allows employees to: of r.ne onlme to a nal yze the causes and 10 take corrcct1\·c acuon . It also he lps manag lab). their decision s impact Lhe company 's strategy . crs SCe bc),.

A com pany' s goals and ~1rateg1es should gui de the deve lopment of the finn•, Sllflj scorecard. ~fost of the measures &hould focus on staffi ng effecti veness-that is, creatin vtJm, fo r the firm . A smaller number o f mea~urcs shoul d focu s on Maffing efficie ncy and cost g lie The choi ce of scorecard cmcna should be based not only on lhe company 's strategy 111:-lrol but al so the challenges the company ant1c1pate s. such as a tightening labor markci orctwi&oah. worHorce demographic~ . :"e critcn a of the scorecard can also be ~hoscn to address any cu!:~ :::~~::/;::t:n; c.,pencncmg-for example , i f the firm 1s ha\•mg difficulty sta ffing its key

Assume that every unfi ll ed sales fl.'prcsc nt:mvc position costs a hypo(hctka] 1 58.(XlO pc_rday in lost rc,·cnuc . The com pan y has abou t 2.CKXl sales representatives, and 1::;:,: 120_ ~pc nings at an y given time The company v.ants to minimi ze the time sales rcprc~nlall\c l)OSIU ons are vacant. In add 1uon. the umc h1nng managers spend on the sales floor with their reprcsc_ntatwc s adds 20 pe rce nt to the fC\Cnucs the rcprcscntalivcs ge nerate. Thus, the rcla!lcr wants its managers 10 b:ilancc 1he1r sales fl oo r t11nc wnh the time they spend rccruiuni and in1er:vicwi ng candid ates. To en sure that 11 is being sufficientl y selective, the company would hkc its hmng managers IO 1ntcrv1cw fo ur to seven ca ndid ates pe r hire . The firm also wants 10 ensure that i1 is hinng a diverse sales for ce and controlhng turnover to re<luce rcplaccmcn t cxpc nsesand los1sales.

Accord ingly, the compa ny nught crea te the monthl y staffing scorecard 115 shotA n in Figure 13-3 . Note 1ha1 the co lu mns to the n ght show the perform:incc metric bcmg tracked ro, each zone and the goal for each metric is shov.n 111 11ahcs III the fi rs t row of each column. The data cell for each region 1s coded gree n when a mc tnc is consistent wi1h its target, yellow ~hen the metri c 1s becoming problema11c. and red when II is out of its targe t range . The company lflcks the time hmng managers spe nd and number of 111tcr.·1c ws th ey con<luct per sales reprcsc nwwc hi re to mai.:e sure that enough, bu t no1 too much, time is being spent recruiti ng. 1lic comp;LII) , of course . also trac ks lhc amo unt of tune u 1akc s to fill a l)OSllion. l fa h1gh percentagcofsal cs

Hiri ng New Hires' Ma nag er Ti me to Ave rage

Interviews Fi ll the Fi rst Yea r Firs t Yea r pe r Hire Posit io n Turn ove r Perform ance

<7 < 60days < 15% >85

87 55 84 58 11 92

50 16 88

FI GUR E 13-3 Monthly Balanc~ Staffing Scorecard for Sales Repre1entat,ves Nore Cells ,n green (moderate shad11ig) reflect goa l5 that are wrth,n the goal range Cells ,n yellow (light sha ding ) re f/~ 90111 at risk of not being met Redcell1(darkshading)reflectgoalsthata renotcurrent lybein gmet

Ch Jplcr 13 • St:iflingS) stemE•aluaUon anJTc:chnology 3 71

, Jr,· , acJn t. tlu s signal s that urgent action 1s needed . Turnover ratc:s arc tracked 10 1<lcn- ['1:•::(:re rc1,· nuon efforn might Ix appropriate New hires' average first )eur perfo rmance as 11\

3 , the di ,,·r~Jt)' of ca~d1dJtcs h1~ to cn_surc that the firm is co mpl)·in g with EEO laws a~d

'''" ill<-' ci,nipany" s comnutmcnt to d1vcn;ity IS being supported 1s al so tracke-d . Any prohlc maw: t~.J~",,:rJphic are~ are li sted in the COITCSl)On~ing cel l. Trackmg the average s1orc s1affing IC\'CI J,

1 ,c1ne c3n he lp 10 md1catc whether st:irlin g issues are cn:aung problems keepmg ~1on:s staffed

1n•r,ipnah: ly1,11hsaks rcprl·Sentat1ves. Cu stomcrscrvice scorc s areinthel ast columnand sug- JrP

1 ,1 sturcs \\ 1th the grcate~t staffing challenges also ha1•c the lowest customer service scores .

f''' 1 \ 1 ' JR)' ccll III the sco recard could be clic ked on to mne\e more detailed informa11 on w11hm

IJ,:~I ;;nc 10 t:,cuer diagnose any iss ues trult need attention. C-" h ,ificn dc,e sn' t requ ire a mass ive effort to impro\·c a firm· s staffing memcs. One way to

·••tn 1, ti) 1denufyi ng a problem area and detcrm1nmg how tos tan meas unn g and improving 11 . ~'h· turn over of new hi res is a problem , for example, star! tracking it by man age r and uncove r :~ r~'J' ('II) 11hy people are leavmg . Track the information back 10 the firm' s staffing ac1iv1t1es,

'. ~cnt~f~ ;:;~ af:~::~~::e~;~~~;:c:aak~l:~~:e~n:a~~~r t~:;~:~: -i~ 1~cewc:::a~~~ ~J; 11c~\lsUC job previe w and career information to the recruitment and soci alizau on process, j nll

10 ..-nrporatc career planning into employees' annu:i l performance di sc ussions. Su~uen_1ly

·k the iurnovc r rates of new hires and sec if Lhcy im prove. If not, re assess what 1s causm g :~• turnV\Cf problem and try again . The mctnCl used shouldn ' t be 100 com pl ex or numerous 10

uoJ,·~~::~uo~ c~~~:; :a~::c:~h of its new hires to fit in with its culture and be able lO c~n- t O(]lll) !cam and adapt 10 the company's changing busi ness needs, ~uman resource s and hmn g

JOJ'' ~r,. partner 10 cur.:fully assess the match bc1ween what Nokia needs and can offer new :n'' :nJ "'hat eac h ca nd idate needs, wants, and can conuibute to the company. ~racking the 311

rii wn of new hires at the 12-month mark helps indi ca te where problem areas m1gh1 he , and , i~n JI, No~1a' s human resources personnel to devise corrective measures to addre ss thc _undcrl y- 0'., 1" ucs Nokia further c\·aluatc s its staffing effort by conduc tin g focus groups or usmg other m~ilm1.b Jc, 1gncd to identify the reasons why attriti on is too hi gh. The reasons could be tl~c h

111 ng process. the hiring man ager's skills, HR iss ues, and the oversclh ng of jobs or the orgam-

1.111,,n . N(1k1a 1, careful not to micromanage with starling metrics. To reinforce us cu lture, add1 - 1,.,~ .11 111~mc, arc co llectc<l onl y 1>.hcn performance and altntion metrics indicate that a pro blem 1 , (<C("urr ing Nc,k1a is aho

3 ~arcful to ta ilor any s1affi ng meuics it uulues to differen t employee

r,ip ubtl\lns andproblcms. _ , 11 1<. of1 en a good idea to implement a staffi ng eval unn on prog rJm mcrcme ntal \y r.ithn

lh l n t.lking on Lhc entire staffin g sys tem at once. Evaluate one component of the system at a umc b) ca lculaung its nnpact on relevant K.Pl s,such asad il'is ion·s produc11vi1 y. empl oyee tenure . r,:rh,ml Jncc. labor costs. anJ cmplo)CC promotions. For examp~e_- a company pur~ umg a cost- lc Jdcr,hip strategy based on an opera tional c,ccllcncc co mpct111,•c advanta ge rmght be ;ery c,,n,c1n,·d about 11 , labor cost s. Thi s, of course. \\ Ould be a good component to track. The direc t ;i nd 111J ,rc, t co,t sa vmg s ofbe ucr recruitin g, hiring, and onboarding, as 11ell as the costs of open J\>b,, ,u,h a , those aswc iatcd w11h sc \·crancc and unemployment pay, ol'ertimc. and 1hc cost ,-f h1ung 1,•mporar)' cmpl o}ccs, ,·an also be factored m. You can al so _invoh ·c OLhcr um ts of the "'lll l'JU). li ke 1ts fi na nce and operation s departments, to acquire the mforma t1 on and d:m1 you n,','d ·nu~ prnce~~ helps build 1hc case thnt staffing acti vities m~ucncc nnl)Ortant or~:m11a11onal "ut- ,,mc, an d can secure the buy-in needed to make staffing improvements and increase 1hc ' "' l"-· "f1 hcc1alu:i 11 on proi;ram.

1th unp0rta n1 to 111 atch a linn "s starlin g mcmc s to the different pe ople re sponsible for 1r , 111 1n 1hc tunn g process . For examp le-, Nok ia track~ the performance of 11s n,'1\ l_y hired cx,·c u- 11 -., 10 1h~ r<·c rui tcr or ,earch agenc y that referred. them . At 1011,~r lc,cl ~ in No ki a, pcrfor - 111., n. , 0 1 nc11 hire, is trac ked 10 both em ployees ' hmn g ma nagers and thc1r rccruucrs

Staffing Evaluation Ethics l. th1, ,,\1 "uc,nrnql-..: auended toins t:1 ffin gcvalu:1 11on . Thed:i1auscdtoconducta staffing c 1J h1 ,1tiPn rnu'1 be high qualuy . l bu s, 11 1s import:int that everyone re spo~ s1blc fo! collcet - ini; 1hc ,J,,t.1 cn,urc that it is a,:cura1c. It 1s al~o m1port:in t 10 keep pt•n.ona l mfon nauon about

372 Ch:iptcr IJ • Sufling S)·strm E,·a.!uation Ind Technology

npphc~nts and employtts private. Any pc~nal mfomution :1bo111 an emplo}~. tncludi ~rw_n s pc~onnance and salary mfonnauo n, shmild be kept confidential and SCC\lft: In Ill !lit Uon. 1'. applican ts or empl oyees arc told 1ha1 the 1nfonnation co llected about them WIii be addi- a part1cular\.\ay, thc~ata must be used on ly 1n that way. It isalsoimpon.a n11o rcahzelh111Jscdlll ~rfonnance com pansons between different recruiters can be unfair. Some rccnuun . S0Qie difficult becau~ there are f~w~r dh•c-rsc, qualified indi\·idual s or fewer q ualified indi! ~rnc.t general. Recrumng for ccrta.mJob familie s can also be more d1fficul1 if there is a l.1bor rcla'.ed to_ those jobs. Nursing and truck-drh·1ng jobs arc g~ examples. These J)OSillons be ~ery difficult to fill. One cx_rert re~~mcnds that .to be fuir, recruit~r comJ)3risons shouldClb ~~::~

3 ~0 year- to-year com pan so ns wnhm the same Job family and wnhin the same gco~

TECHNOLOGY AND STAFFING EVALUATION One expen says, " \Vhen the 1-1 ar for talen t 1s fought over the Intern et, corporations wtll be,... and los.t 0\'er staffi ng technology .'"'° To be sure, the Internet has changed sta ffing Pl'llCliCCs dramatic ways. For example, recruiting em ployees onlme costs onl y al>out S percent of11,hu costs to recru it them through "help v.anted'" ads and other traditional means. Online rt-cn.lltln: application submission, and resume screeni ng h1n·c reduced the average 43-day hinng cycle by more than two wecks.4 1 Technology, such as the Intcmcl, has helped compamcs reach lllJtl numbers of qualified applicants worldwide .

Us ing technology doesn:t merel y mean using the In1 crnc1 to source and rccnnt appliean1s, though. Databases and analytJcal software have made 1t sub~tantlally easier for companies lo gather and organ ize volum..:s of mforn1auon about app li ca nts and employees throughout lhe1r careers, for cxample.42 Technology ca n also foc1 li1a1c the ndmini su-ation of employee SW'\eys that can help evaluate the cffccm·cncss of tJ1c staffing system . Bernard Hodes's QTnc soft- ware assesses the ROI ofa finn· s employment brnnding and staffing efforts. An onlme sur.·ey is administered to new hires afte r 30 day s on the JOb :md again al 90 days, 180 days, and 365 day s. The surve y for each penod asks differcDI question s th:it arc most relevant to a DCW hut nt tha t time lo idenufy any weakness in the rccruitmg. onboardi ng, traini ng, and new hirtCJtperi- cncc and enha nce cffec11 ve rccnnting and rc1ent1 on, The home impro veme nt retai ler Lowe's IISCS the monthly reports its QTrac so ftware !JCnc rntcs 10 unpr0\'C the com pany's recruiuna techniques

:'.1! ~::n:r;t~:~~o~c•·~ ~;a~~~~:~d~~~; -t~~~~~l~n~ia~:~o7~~~;~~[n~~:cp=~-~f• informaliOn Thu s. techno logy helps companies evaluate their staffing functions in tcnns of their effec-

ti veness and efficie ncy and better manage their mtemal labor talc n1 . Ne AI , we discuss some or the most commo nl y used staffin g technologies and too ls: r6umC screc nmg soflwarc, apphcant tracking system s. and human resource mfonnati on sys tem s and how th ey arc used. We then discuss a company ' s Web s ite as a cnt1c:il staffi ng tech nology. fo ll owed by digital dashboards

Resume Screening Softwa re RCs umC screeni ng software sc reen s res umes fo r cer1ain words or phrases so that rccruiten do not have 10 look at every J"CsumC. Thi s software saves recrui ters a lot o f1 ime and makes Internet rec ru iti ng much more manageable for co mpanie s that rctci\'C thousan ds of responses to their job pos tings. Howeve r, rdym g 100 heavily on software can result in a finn overlooking highly quah· ficd candidates who do not match ~peci fic cri1cna. As one ex pe rt says, "In some cases, lhc best ca nd id:itc might not have :i spec ific skill but ca n learn it.'"44 If a co mpan y does not invest enoush time and resources fi ne -tuning :i S}'S tcm to uncover th e be st ca nd idates, recrui ters might pull up too man y rCsumes m:itching the des ired ke ywords but 100 few that arc outs tanding .~5

It is imponant 10 be careful when se lecting resume sc reeni ng softw are-depe nding on how the softw are 1-1orks. it may di sproponionatcly exclude groups of people from various proccctcd cat egories. For exa mp le, a lawsuit filed again s1 one com pany alleged that the !inn's screening software di spropon ion:11cl y scree ned out African Ame ricans. R:i thcr than deleti ng rtsu m6s. the software idcnuficd th ose 1hat h:1d the words or phrases the company was looki ng fo r. It \U:'i argued th:it 1he "ords u~cd by the screen ing softwa re were not the same words that me mberSOf the African American com munity 1-1 ould use to convey that infomrn ti on despite being very "ell

0\1p1cr IJ • SullTing S) )lcm E,alu~tion and T n: tmoh1gy 373

• .11i ricJ fN th:1t Jtlb. Th; 6 c~se \\:15 se ttled 1"1.'l:iuvcl y qu,ckl)', and then: i~ \"cry hnlc infonna11on

,,n "hJI th<' \1 on.b \\ere . Nonctheless, lhc case highlights the 1mponi.mec ofbc1ng 9.n informed ,,·n~um,·r and full )' undcrs1:ind1ng how a software package 11·orJ.s.

,App lica nt Tracking Syste ms , , app licunt 1raclU ng sy1tem (ATS) is software that 9.llows u data"l\1.-;,c with 11ppltcan1 infonnu • urn JnJ JOb informa.tion to be _maintained so that m:itchcs hctwecn the two are easier 10 m:i l..c Fir,t·fencrn11on :ipphcant tracking systems only collected re!iumc!s and offered bas ic sc-arc h capa · t-ihtu· , T,-.J,1~ ·, S)S tcm s, "hctherthey' rc used in•house orin 11mdcm w1thjob hoards, allow human

~:~::~1~;~~:~1:~:~~~gt~~·;;~~n;n;~ c:C:!~~;l~ig~;~c:::-;;:~~I~;:~: iht ~nt...wtl1ng of new hm:s. Some ATS s DK able to generate dctaikJ prolil cs of c:mJ1date s 111:i t --IJ.Je tl1c1rcd uea 11on, bnckground ,skills, behavioral attributes, work histOf)',llnd salnry rt-quire ·

~~n l'- p;,,:C Financi al Services Group's :applicant tracking sys1cm l"il tcrs out applicants lockm g at kl,I t,\ o ~ran; of ca.~h-handling experience and e-mails n::jL-ctt'd appl 1co.n ts withi n n day suggest· ir~ thJt 1hc y M':tn;- h 11 ~ carrers si te for jobs for \\hich they arc bttterquahficd .47

• Lar)'e org:inillltions spend an cst im:itcd 7 peree nl of their c.,ternal recruitment budgets on ;nrlican l tr.ic kmg sys1cm s . ..a A TS s not only reduce costs but also he lp IO spceJ up the hirin~ r:,.,_~" Jnd improve th e company's ability to find people who fi t the !inn's success profile.4

SJbforec co m' s Vona HCM cloud-based recruiting tools nOl onl y allow Oll:O.nizatl ons to con • fn:u n- J<)b p(l~ !lngs, nu tomaticall y process rc!sumc! attochmen ts, and post openings 10 thousunds ,-i io bt,,,Jrds. hut the tracking rtpons help to identify wh ich position s were hard 10 fill in the pa~l 1<>hcl pallo1.·a1ct hc right resources andt imeforfu1urcrecru itlngcff0r1s.

ATS ~ c:rn al so pro\'ide managers wi th interview nnd sclcclion guidelines and e\'cn hdp rrcs,; r,·cn :1 pphca nts by admini sterin g onli ne prcscl"l.'e ning tests or questionnail"l.' s 10 them . For nJmpk. Cont mcntal Airl ine 's Oight aucndo.nt cand ida1cs :answer 41 que sti ons o nhn e bcforl' l',; ing :i ll o1H·d to comp let e a fonnal app lication.~ Because ATSs s1orc candida te -related datu in,1J,, ,1 JJ1aha.sc, searc hin g, filtering, and routing applica1ions is fas ter and more effective. Thi s frc~ , up recru11erf time 10 sourc e and communica te with candid ate s, ond ca n reduce incffidc n• ,._. ,_ 01>h . an J the time it takes to fill posi tion s. Reponing too ls that help focilitate a fim1' s EEOC ,·om pl1ancc arc often included, as :ire tools for managing co mmuni cations with upplic11nt ~.

t\ rs, are made by large so ftware !inns such as PcoplcSoft. SAP, and Oracle, and !inns su.h ~' HR Dwgnostics, Recrui tPro, and Hirtbridge. 1bcir cost range s from a few hundred dol • !Jr, tn null io ns of dollars, depending on the ir complexity. Training end users to properly use !he ,,,t,m, 1, criti cal for success, as is selecting the best reponing metrics to incorpora1c, and care· 1~11) t,· ,tmg the usability of the system' s fun c1ions . 'The more integr:itcd the vario us function s JI~. ,h~ more u~ab lc the sys tem will be.

,\ Ur Jc t mg and reta ini ng dive rse, high-quality talent is ce ntral lo ConAgra Food ' s strategy f,,r , unt mued gro wth . To make its staffi ng process more strategic, ConAgra realized that one rf thl' mo~, powerful ways to enrich and diversify its 1alent pool was to leverage the lntcmc1 1i a '-' ,I} that \\ OUld allow the compa ny to find ex ternal candid:itcs. The com pan y's ATS now :iuwm at1ca ll y ~lores all applica1ions and res umes subm iucd to the company via the Internet, anJ ConAgrn's HR managers re vi ew only those that arc prcscrccncd by the system . Thi s climi • n~tn houh of research by recruite rs, More than SO percent of ConAgra Foods ' recru it ing und ,1,111i n_g activ itie s arc now done through the Internet o.nd its internal resume dat abase, and the c"mr,1ny ha ~ ,ce n an incre ased flow of quality talent. Including a metrics system al so allowed th~ -:n mpJ ny 10 implement actio nable re cruit ing goals 10 measure the qualit y and di\·ersity of its Clndl(btl' , .~1 . . .s:

Arconimg to C:\pem. al II minim um an apphcant tracking sys1cm should Ile able to .

• Sc,rnrC,urne s • Grncrntc ma ili ng labd s and lcllcrs that can be se nt to accep ted and rej ec ted upphcu nt ~ • Gene rate EEO rcpons • Sc hcdulcandtrnc kintc rvie\\S • Storc thefirm' s jobdcscription s . • Genera te ~taffi ng , 1atisti cs by activity , recrui ter, and recru1 tm g source , • Gcnn~ te 11Job rcqui si1 ionan alysi s

,1 1'1'/JCA,\ 7 TIU CKISG ,'il'S Th", \I

wjh,·,1"1/,,1111/l,,.,;1<1d11,,1l•11t ,.,,h111•rt,r,m1 ,,if,,,,,,,.,.,.,, ,,,,,IJ"h ,'1)""""""" 1,, Iv """'' ''"~rd"' 1hu1 ,.,,,r, /1r ,/vr,,,rr~1htn,,. u fft" •1<• ,.,...,,l,

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374 Oupu:r U • Swling S)·stc:m Evt11u:iuon and Te,chnology

Hl"\US R£SOl"ltCCS J.\FO/l\lA TIO.\ ' SJ"ST.EJI (HRJS)

an~..,,, c,fwfr,,a rtc:ndJi,pfl(,m"!I ro,Jl/'flZ~,11,u,. ... ,,_ft'sp«ifiroJ/y dr•~W w <WM andprocuJ all HR u:[<>fJrfJDOllandl:upt,wl:ofaJI ~•rt..! wul ,n{<JT'7'1<J/t<l'l al:,,;~t lhrm

• Gcncratcas1:i.ffingcos1anal) ~1s • Crc:i.te apphcanl profiles • Generate m:uhngl abe ls • :~:~n: managers ' notc:s regard ing J1fferrnt candidates and the staffing process 10 btsi(qd

Figure 13-4 sho ws a screcn~hot from HR Drngnos tJCs·s applicanL tracking syi;tcrn.. sys tem sho 11, s the number of candidates at each stage m 1hc hmng process, and the menu 1be left gn·cs managc:rs easy accc:ss 10 rcports. tr~ung oui.:omcs, and other info rmation about at the datrsandthehirin gprocess . caadi.

s~~~~;~;~~: p;~~::~:mp~1c~~=:~~;::c!~1: 0 ::;: :~~m

:ind process all HR information and keep track of all cmpl o) ttS and information about~ ore Alro known as human resources man:igemcnt sys tems (HRMS }. these syste ms suppon m: mOO em HR departments . An HRI S co mbmes scp:i.r:ue HR sys tem s into a ce ntralized databt,;c that perform s the maJonty of HR iransac uon s,51 mcludmg reportrng capabi lities. Some sysiem.s arc able to track applicants be fo re 1hcy hcco mc cmplO)C'CS. The better HR IS systems ~Ip co manage all cmployc-c informatio n. repon ;md anJly1c c-mploycc- mformation , m:inngc •PPlica- tions and rCs umCs. and foci li1a1c employee o nhoan:l1n g.

Hum :in resources mfom1 anon sys1cms u,ua ll y include c:ich cmpl oyc-c "s ·S4

• Department • Jobrnl e • Job gr:1dc • Salary • Salary hi story

U·~ ••,«~~ /-11>°"""""' l3 ~~-:r-

' fi

l (j) _ ...... ti :t; Ntwurdrdoll:

. 8 •""- .. ri.on, ~ I i1 0-.h!INl,_/!nl""'~'~! 22 o..o:rr"5!---«/~t> bei.l-.,..

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FIGURE 13-4 An Exa m ple of an Apph~nt Tratk ing Sy1tem (ATS)

-r-.. ·-·-a-.t.t• ~ ....... w.t.4d..,..,..doodNII

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from h1tp Jtwww hr•d iagnost1c1 {Om, Repri nted with per mI11Ion from HR O1agno11 1cs

, j',i, t!IC" ni11,tof)' • sur.:rv1,or • frJ1n1n~c-o mplc1<•d , sr,.·cialqual1fica11ons , ]) hn1Cll) , Dlt<' <'ft>inh , OisJh1lllU.'S • \ \•tcran ~ta\1.1, , \ "1,a<.ta tu, , B,·nd1t~ ~clcctcd

ChlplCr 13 • S1J ffing Sp Icm E,a!uauon and Technology 375

B,·,:a u,c of local and cultural differe nces m "hat dal:l gets entered m10 the HRI S system and hin<'' lJbckd, it can be challcngmg IOCT'Clllc global n:pons Br:cnusc of1h1s difficulty. HRIS

~~~otu:)" ,oluuons are sometimes implemented d11Tercn1l y m differe nt geogr:iphic rcg1on~.5'

cornpany Web Sites

hJIC probabl y noticed th:11 many compames fcm urt" on the ir Web sites spcc tal careers ~~~~100 , dcd1ca1cd to the limi·s cmploymc-nt opportunities. In fact . corporate Web sites h:ive ~rMK ihc pnmary w~y mosl students research c_omp:inics and evaluate career opportunities. In J,;J,u0 n 10 providmg mformau on abou1 current Job opcnmg s. the c-arccrs sue can al so co nt am mf<>miJuun about a li~· s corporate ~uhun.- and _miss ion. Many companies arc able to accc-p1

~1ti JIIOn~ and administer pre- screeni ng tests onl me . Though1full y dc l" cl opcd c-arccrs ~11c-s c:i n :r~i n:suh 1n more effective intervie 11,•s because appllcan1s' basic- quc s11 ons will already ha1·c t,::n Jn , 11 1.'rcd by the Web s11c con1cn1, and pocx- fils arc more hkcl y 10 ha1c self-selected out

Jft: r \t::;~ti:~':7h:~: :~ 0 ;::::~

0 ~ 1::~

0 : as~:~~~_i:~n~:: ·thcy kept usable . When

,·n~ in ,urancc company bu?ed a jobs l_mk ~t-lhc bott?m of 11S home-page, rcqumng users to scroll ~;,r unrd Jtcd information, Job--rcla1cd mqu1m:s subrnmed 10 1hc fim1 dropp,:d by _SO percent. ~thcr '., 1,r.ini,·,an.•1H1rl.:1ni;on cremil"eways1o ir:1bacandidate 'sa11cntionas 1hcy bu1ldthc1rrccru 11 mg fJ ~~- <{I Goldman Sachs' s interactive careers Web si te- nt www .goldmansachscom/carccrs/i ndu . , 1~111, .t i;,>1xl c.,:i.mp lc. Organizauons ran use- as much space as they fed they need to co mm_um · ,.,:: diw un ique employer brand and showc:isc their employment opponuniu~s. Search function s ,,~ hdp I i-n, ,r-, ident ify the job opportun ities the y wi sh to purs ue (Uld 1hcir desired work locauon~. ,;· J ,df.:1.,,c,\me nl invcnlories can help npphcants dc-cidc 11,h1ch opportu11111 c-s are for them . Dr(lr•d,i11 n menus and itsumt bu ilders can allow visitor.; to submi~ 1hl'ir ~~ground mfo rmauon in J ,1Jn d..irJ1 1ed mannc-r, focilitming the scree nin g and n:cortl h-cpmg of th1 s mfom1a11on ..

Jfdo ncprofcss1onallyandinnncasy-to- naviga1c manncr, Wcb_sitcsca nhclpc-st~bhshand .,JJ~l.:iin an mgam,atio n's image as a gOOO employer. Although n h1gh -quah~y Web site- can be c1r,: n<1vc 10 huilJ. i1 should hr th ought of as nn investment thm will be amortilrd 01·~r the large r~ml:-,: rs of people likely to sec :ind use it. The inves tmc-nt is al so likely to reduc-c l11nng time s

lnJ ('l~~'~'.~! 1:~i:~:1~~s :7;:~ffing technology , there cnn be some dysfunctional or unintc-nded

,. 1,n ,cquc ncc~ n·IJ tcd to 11 as 11,ell.S' Computerized recruiting and staffin g systems can de~rson• ah ,~ 1hc hm ng process un d make it less flex ible-, negatively irnpacung _apphcnnt ~uracuon and rct,nt,u n rJl1.', If ~o mc subgro ups 1:ick access to computc-ntcd systems or 1hc skills_ needed to u1 ,1i 1~ lh rni onl inc recruiting can resu lt in advc- rsc impact. Privac y concerns sometime s make "rrli, ,mh I~, , willrng to use e-recruit ing systc-m s.58 Some rcsc-arch has shown that c-rc crumng J,>..• ,n ·1 Jh,ays :i uract the mos t qu:ilificdjob applicants and. in foc-1, has a tendency to attract inJ 111 J t1 .1l,11, hosw11chjobsfrequcn1ly .59

60 lhc loll owi ngarcsomc-cxpcns·g uidclincsforc ·Staffing:

: ~r:~~~:;1~cl : 1 ~c~::1: ~;g~i~:~:~rc~/c:~~1i~::;s u;:·nc-cdcd, w~cn fairly h1i; h educa7ion levels are rcqui~. and 10 l~~c-l appl:~:t: ,:rr;;~:~a:d::;:t ::~:~~: .1,h1i; h-1cchnology em pl oyc-c-s.studcn1Sseckmgpartu

, ~~ 1 r 1 ;

1 ~~ 1; ;r:;stcrn s should proi•idc applican ts with accurate infonnauon ~llou1 a eom-

Pn) "'- l1n1quc char:ic1eri stics und give a rculi stic prcvicw of thc co mp::m y.

376 Ch,;pier 13 • Swling Sys1em E•1llu:ition and Tl"C'hnology

DJGrrALST.11.FFJ.\'G DASHBOARDS ,,.rrraro ,-r~<rdup/,l)S l.'ul ,,idi=.-,, ~0P4fu,1 fan<n o,iu mMlJll$ l <J~

• Company We b s ites sho uld pro mo te values th3 t mo st new employee s will fi nd • E -s1affi ng systems ~hould be 3hg nix! 11 1th the co mpany' s s trateg ic goals an d e

to 3t ll1lCt 3pplicants 11 ho can help them meet thei r s1r.1teg 1c obj ectives. n c finns

• ::;i:c!::~:s c:~1~:;..;~~: r~~:;~~! : ;/~~~~at~: ~~t:~~ci ~ i;:~,:~mplictt~ • To :ittrac t dJ ~'Crse llpp licants, c -slllffing sy stl" fflS sho uld be cul!urally scns 1lJ ve a~d

incl ude spec ial feature s (e .g ., be prese nted 1n multip le lang uages a nd an optio n r si bly fo nt 10 a1."Co mmo<fate the needs o fmd1 v1du:i!s " i1h 1•1~1on dis:ibil ities). Or lirgc

• To prot ~ t :ipplicants' p nvacy, e-s taffi ng sys tem s sho uld be governed by p n vac li on po licies th:it (a) re stn c t d.11 ta :icccss , (b ) rc otnct data di sc losure, and (c) e n~~rotec- o nly j ob-rele vant data arc collec ted for dcc b1 on -m:ikmg purpose s. For prh acy that a.II medical infom1 a1ion mus t be kept scp:irate fro m the employee ' s other in fo rmatasons. place where manager:s canno t see n. •on, in a

Digital Staffing DHhboilrds Just as the dash board o f a car g i ves the dm cr md1c:uion s o f 1hc car' s perfo rmance llJ'ld 11 when there is dan ger. digital staffing dashboards arc m1eract i\·e compu ter d is plays tha t LndJ ams h011o a staffing func tion JS meetin g its ~0.1.ls, us in,g 1\hate \c r ~1ctncs the user ch ooses. The me: are often th ose from the b:iJanced slllflmg scon.'C.ml but can include o ther metrics as 11 el!. Di t&I d.:lshboards re!l t'CI !he idea tha t a picture 1s wo rth a thousan d words: 1bc dashbo3rds dJS~ !:irge a~o u nts o f data ma cle:ir and usc r- fnendJ y fo nn at. us u:lll y with charts and graphs, AnJ mtcracl.lve, all o wing th e use r to bre ak hi gh -le vel d a t:i down into more detailed repons. Uke auto- mobile dash boards. digi tal d:ish boards uoual ly prese nt im portant in fo rmation in a way ths.t grubs the manager' s anenuo n. Fo r example. 1f 3 s taffing ini ri:it,vc is over budget, a graph relaled to 11 mig h1 disp lay :ired blrnlung h g /11. S AS ' s Strac i:g1c Perform a nce Management package iu uch 1 sys te m .61

Digi tal staffi ng d as hboards ca n rndu dc a van c ty of rnfom1a1ion incl uding the na~s of top recru i ter:s and their perfo nnancc, t he numbe r of pos iti o ns a firm has o pen, lhc number of candid:it es at e ach s tage m !he s elec t w n proce ss, empl oyee s kill se ts, turnove r rates , d1 veni1y s ta ust,cs, s taffing e xpen ses , a nd man y oi her mctncs. We ll -c ra fled s taffing d ashboards help c om pani es m o nitor a nd m:inage their wo rk fo rce s and c hart 1h e ir progress toward meeti ng stra1eg1c a nd t:ic1 ic a l staffin g o bJec ll ves . Capital One Fin:incrnl Group us es dashboards to id enu fy 11s lop performe r:s . Enc ks on R e tirement C o mmunities o f Baltimore uses dashboards 10 id enti fy "h ich retiremen t co mplcxc~ arc hav ing tro u ble rca a inmg s taff mem bers and which com p le xes have Se l"n e mpl oyee sat1 sfa L· t10n raungs d rp.62 Ch ica g o' s North wes te rn Memorial H os pital uses das h boa rds to trn c k its turn o\·e r. open posi ti o ns , number of hi res, !he reasons w hy :ippli cants arc rejected o r decline 3n o ffer, and o ther ml"tric s. 63 Di g i tal dashl>oards can :ilso kee p empl oye e s a ware o f ho w well i hey an: pe rfo rm i ng. T h us , if a n e mp loyee r~ ives a poor pcrfo nnance revie w a l the end o f chc ye a r, 1h e person is les s likely 10 be s urpnsed a nd upse t by it. ~ D igi tal d ash board 1ec hn oloA; y 1s al so s c alable , allowin g e ven sma ll - and m edi um -s ized c ompani es to use the techn o logy. and co nta in s s afeguard s to protec t se ns1u1 e e mpl oyee da ta .

ABN AMRO Bank, o ne of the larges t ban ks in Eu rope, implemented II d ig ital staffing das hboard to bett er undcr:s1and the e ffec ts us h uma n re so urce po lic ies were ha ving o n JU recnJJI· m ent and re te ntion efforu and to provide bette r visi bil ity of the firm' s workforce trends and e\·e n ts. In add ition to providing a g lo bal o wrv ic w of the company' s HR opera ti ons (s uch IS the finn 's headco unt and a verage employee compen sai io n) by re spective q u art ers and years, the dash board- based app licatron also gi ves end use rs the opti o n of e xamining KP!s i n grea1cr detail . for ins1a nce, 10 eval ua te e m ployee compen s atio n by ag e groups.65

F igure 13-5 illu s trJ te s a rec ru iti ng effec ti ve ne ss d as hboard d eveloped by Recruiuog Ro u nd 1ablc Researc h fo r Alpha C o mpa ny (a hy potheti c al compa ny ). The d ash bo:ird allows A lpha Company to trac k its h1ri ng q ua l11 y. ca nd idate con\crs ion rates. new h ires ' pc rccpu ons o f the finn ' s recru iting e ffec tive ness, a nd cand idate con ve rs io n factor:s . o r the reaso ns new hires g a\ e for accc pu ng job o ffi: rs wnh Alpha C o m pa ny.

Beca u '\C wha t ge ts me a~urcd ge ts ma nag ed, d ig ital dashboard s help keep m an agers focused o n t/1e key fac tors th at drive co mpany ~uct·es s. Cre a ting ::i n c ffcc ti ve das hboard takes so me planmng

Cl'laptcr lJ • S1affing Sys1em E~111u11u on and Tec hn ology 377

R ECRU ITIN G EFFECTIVENESS DASHBOARD AlplloCompany•

re,:-~=i i==..J

,,.. ... ~., o.,,.c,..;.,.w

'flOOtl 1 ... c-•C-..• wo-~ -

O• <.) l O J Q<

New H,nr P,,,~pt'°"' ol k< rult"J Ellectl , C..rm'IIQl,o,ttt

'"" "-"'

Ca,,d,d.,l;c C.,._ nion f> nan c..--t Quortc<

,.o-,.c....-

f 1GURET3•5 Recru 1t ingEffect lvene ssO,nhboa rd )o ~r/t Rec ru ,t ,ng E~ecutive Oashbaord , RN:rvitin g Rounta ble Researc h C 2007 Corporate Execu t ive Board All righ ts reserve d Repr inted ,,:hoerm 11s,on

Uuli 11ni; 11 ca n take 11111 c, require ma11:igen. 10 adapt ho w they man age, and n e n alte r a finn ' s mpor,11~ ,·u hurc. '111i s c hap(i:r ' s Dc \'el op Yo ur Skill s feature prov ide s some tip s fo r c re atin g a r1W d."hN>ard .

DEVELOP YOUR SKILLS Cr ea ti ng a Dig ital Sta ffin g D ashboa rd

( ·tat,n g d1g1tal staff mg da~boa rds requires ume , expertise, and ,1 un derstand ,ng of wha t d rive s a firm 's staHmg success 66 Here j'e some tips fo r creating a d1g1tal staffing d ashboard

1 ldent,fy the factors that determine a firm's staffing and bu1 ,neu success The fa ctors m ight incl ude the fo llowing

67

• Thef<rm 'stalent d epthm1tske ypos 1t1ons • The 10 b success o f t he firm 's newt11res(1ncludm g their

performance. /11 wit h th e orga n1za t1on, a nd pro motion rates)

• Tne recru itin g '>Ou rces o f to p performef5 (e g . t he col - leges top perfo rmers atte n ded)

• The reten tio n a nd absen te e ism ra tes of hi res fr om d1ff e r- ent '>O urc es a nd d1fferent su perv1<,0rs

• The<ostpe rh ire

• The average lJme to fill a pos1t1on • Th e time to p roductJv1ty (the time 11 takes a new hire to

ach ieve a m inimum level of outp ut) • The top five nonmonetary rea'>Ons tha t people a cce pted

the firm's 1oboffers • Vacancy percen tag e s ,n keypos1t1ons • The time 11 takes HR pe rsonne l to re fer resu mes to h iring

managers • The time 11 takes to mte M ew candida tes after they have

a p pl1edw1th thelirm • The ume betvveen a ca n d idate 's 1nterv1ew and the offe r

madetoh1mo r her • The pe rcentage of bad hires • The perce ntage of d ive rse h ires

(C ontin ued)

378 Oupt~ 13 • Suffi n~ S)~h.·m E111/u.11J oo Te.. h.llOIUt1Y

• Apphc:ants and m,magffl' w1~fact1on le~ls w,th the hmng prt:aSS

• The fr."t" pMldry l'NSOns top pe-rformen leave the firm • The IUmol'{'r rate of top performer,;

1 Ser speofic gwb E<Kh metnc should be assooa(ed \',; Ith a t..)rget le~I or range that ref!Kb a busrne~s p11onty (e g . h111ng <ind ret.:1m1ng more top pe-riormer,; or promoting from ~V1th1n) or fi nanoal return (e g . reducing turnover .ind saving money)oa

3 Pnormze the informavon. Dashboards are 1neffecttVe 11 they c:ontarn too much information Identify which me1r1a are c:nuca!, and put them on the fTldln dashboard ~ge Creating d nll-down pages ,..,,th morE' det.:11IE'O mformat1on and addmonal metro can help f1 m1t the amount of mlor - manon presented on any smgle dashboard

4 :;n~~~~,:~ta~es;v:fnl~:e~~tirr!~;/;:rh t~b·~ are a ll possible Manager,;and employe..s can be a~rl,; te-sl d1ffereni_form ats to 1dent1fy whot wor~s be: d,,.d ta

5 !~sssar~

5 ~~t !~s~:i;~~e~~~n 1:: th:~su·e ·r Jt

:~:Yun~;d~~learly underrund 1he nfo,rrJt 0~e~

6 ~~:ih~~:~d(d:: l~:~d~~~:~e~;~;;!~~~:t 1

ferent scena rios and growth PIOjf.'ct"Ol"ls t9 d 7 CrNte data entry accoun tabrl,ry f the dJta (,Sf.'d O 1 system are not entered ac:c urate l)' or on 1 me th h@

OO<lrdwillnotbeac c:ura te 70 .\ss.e;.sandre"•drdm!riaJ\h• forman1a1nmg theda1abase ge~

Staffing Technology at Os ram Sylvania 71

Summary

Osram S)han,a aJopil.'J , 1:illinf 1c-chnolog1cs thJl au1omJt1cally crun•po~ts po,11,on ll'qu,s,uon; IO both mtcm.:il and c.,icm . .t! c:11,-.:rs sues. a.s "ell a. to their the top-producing Job boards. Embcd.:.led URL tracking and a stallingda.shboan:I ch.:J.t monn ors l'l'.SU!ts hc!p s.a•e time and lOCrt';bC rt.)u~ no-.,

qu~c~:n~~ci::~~:~ ;:1\~;1~L~:nnd~:~;s1~/e:1;:;: c:~~onmh~1!3;[g;:;~n~: the SJStcm. thc1rcandJda1es are presented m ran~cd ordcrbJscd on their answer.. 1othe prc.crttrung quesuom. Man agers al!>u use mail merge temp!J!es 10 communicate "1th candidates and set up imcr. \ICYl'S And e,cl)thing ,s tracked .md v,s,bk to both ll'Croitcn. and hinng manai:;crs Emp!oyeert'frrn.Js that come in both through the c..,t,:m~J Wcb si1c a. "ell as the in tranec art aJ,o 1raclcd

Osra.m Sylvania 's staffing dJ.,,hboard and tiuilHn ll'porting no"" ~ccp trad of ~cy ,1;u,si1cs Ille llrlll' to lure and EEO comphJnCC. 01\Cr51lY 1s momcon."'d al c•er) ,tuge of the hmng prucr-s~.,.... ,nan~ers caii proacu,elyspo11fanda1.,.h.:J.1hmngsugcccru,nprotccll-dgroupsarcdropp1ngotf Regul:ar!Ji1·m!1y rrporu th.it usat 10 13.le s.c,cral hours :u-c now ("QITipktcd " ith four mouse clicks. saving su~tantw !JIM.

The company dl!ms a w«kly sa,mgs of SJ .000 from the automan on of ns rtsumfproctumg. Aut omated Job bo.Jfd posting and <ourt'e trJC~mg h;i ,·e 3]50 mcrc~d candidate quali ty, quanmy. and umc to h.1re. The compan)' 1.1 m comph;mce of OFCC P rule, on ln1rmct candidate searc-he!i. and birin1 man;igcr,; arc more 1n,o!vcd in the recruiting pnxcs.1 O<ram Sylvania feds that us nc" slaffings)Stcm ~3lsocnablcdlttohiremorecfke11,cly

Surpmmgly fe1-1 orgam,auons currcrnly e1•alua1e chc rffc~·111c- ness of their m:rumng and hinng effons. making this a high· potential area in which human resources can contri bute to the o rpn izauon·s bottom line. One of lhc b1ggcs1 cha llenges m sLlffing is oft,:,n the reluctance of hiring man agers to rely on the type of strategic staffing system prescn1ed in this book, despi te its prove n effectiveness. M anagers often fee l tha t they arc good judges of people, and prefer to irust their gut" and use their instincts in de te nn in1ng 1-1-herc 10 recruit and who 10 hire . Understandi ng and applying the strategic s taffing process prese nted in this book provides a com pany a strategic staffing advantage o,·er fim1s that pn:fc r to u~e an unsc 1ent1fic rnc1hoJ tiascd on rn~tmc 1. Staffing professio nals with the5e <kills arc also more valuable than those who lack them

all of 1~ goa ls. A,adabk s taffin g methods must be anal)led andcho~nhccausc1hey11rcu ppropna1rto srnffingthccur· rcnc 1·acancy . As the importance of qualny and q uantity go.ti! changercla11ve to each othe r, th e sta ffing fu nction mus1bcpre· pared to change 11S eval uation s trategy as ,1ell. In order to mea• sure.1-1c must havcckargoalsan d objecti 1•esthatarcbasc:don ih c bus iness strategy and lh c fi nn 'sobjcc tives.

Utili ,- ing statist ical a nd software tools foran aly ringand pn.:dico ng staffing outco mes is an irnpu rtan1 part of ma.11m 1i · mg a staffing sy~1em·s qualuy a nd 11s return o n in1es1mcnl For a Muffing system to consis ten tl y produce new hire s ,dio fi t an organi1,a11on\ uni4u,:, dcfini1 ion o r s uccl.'SS, q ua!ny daW as well as 1rainrng in the tools and procl.'SSCS needed to an:i.l)'t and interpret this informauon arc necessary to make dMa-ba<ed dcc1.~10M and crea te a culture that supports 1he co nt inual cvalu · a1ionandimprovcmcn1of1hestaffings)Stcm

A variety of s taffing sources, method s, and s kill s 1s u~u - ally rcqu1rcJ if a ~1amng program 1s to be effc("11ve rn meeting

roJ.i). the 1ncrcasmg demand for HR tcchnol og) par - ,1, incrcJ, 1"!/ interest in cvalua11ng staffing systems and

,~r''" 1ng ,1affing ROI. Tec hnology sys1cn1s 3rc beco ming J r~1~~\~J~11~•~J.I ~:/~~1:~~1:;,:~l; ~t~~uccf~~~:~:f :~~a~\~,:~:,:~

::h~:~ ~~ ~11~'.'.~s~;:dc~:;:a~:!: r,,,. u-~ ,ort"arc proJucls IO bo th cffcc11Sc!y measure twr!1an

_.r11a\~";::t1'~;,;~d1~,~~a;1:: dt ~:~s~o ~ ~~~1~~1r;:s: d

ihn,ui;h<1ut 1h1s hook. cmplo)ct:S nrc the \..cy lo C\cry orgaJJtt.;i•

11 ,,n·, p,:rtt,nn!lllCCandsunwal Str:itcg1c,!Jffingm,·ol'"cs 1.hc

Tak eaway Points

1 ,\ firm "s staffi ng ac11,iuc, can affect the "!l!i ngnc>> of apph• , .um101ia}in1hchmngproce1sandacrcrc1ub offcrs:l.'l"dla, 1~c,r .. 1111n~nc,s tu re-com mend the employer 10 others Staffing c

11 , .,i..,., affect new hire>" job c~pccta11ons. mou,auoo ;ind Job

cap~emcnl. pcrfonnance. and rt'!cnuon . and innucncc the l'f~l/1\/Jl><' ll ', pc rfonnantt . >tr:11cgyc,ccu11on,:ind lc3'kn.h•p cJtJl>1htiC~ <;uffing m~tnn can be short-tenn or \oni:;-tcrm and efficiency or cfl('C!IH'rt<:>'i oncntcd. Shon-mm mcincs can be used as leading mJ" .,1o•r, 1og,u1gc a com p.1ny"sab,h1yto h.a,·c tht nght people ,n 1hc nght JOb'i at the ng h1 1, mc Long-1crm mcrne,; an; bc,t lor t• lhJJ.1,n g the dfceth ene5s ofchc stafling s)~lcm bcc-aui,c they Jn1 c1hclinancial1mpao::1ofstartingonthcorpn1a110n Staffing cnic ,cncymctnc' 'ias~c,'ilhcrc,oorc,.-suscdrn1hc>laffingprocc ..... , nd st.ifiing effect i- cnns mctrin mea1urc h.O"-' "ell the 'it~ffing rh '-•·1•mITl>thcnccdsofalinn"sstal ch.oldc r<a11dcoo1nbu1c,to th r ,om rJny".1rn-:itcgyc~ccuuon:111dpcrformancc

Discussion Questions J. l\ hJt m1eh1 prc\Cnl orgamrnuons frome,:iluauni:;thc,is1affing

" ,1( ,"'· ; nd "h.at can be done to re, no,·c U\c,-c barner~'/ ~- In } Our 0pm1on. what three mctncs might a unhcr,it)' u,c to e,JI •

u.,tcth.ccnl'l.11 \l'nc1sof 11scffonsto fillm,1ro~1<1r11\NhOn, " .I. If _1 ,· ur man.,gn I'll.\ rcluc1ant 10 ln\"e.)! ,n an npphcam 1rac:l-

1n: ,,,t,·m. tu,,. "ould ) OU pcn.uadc h11n or hcr to 1n.tl.c 1hc 1n, cs1m,·nt '

Exercises l. ~rrn r,· t, LU'l'f/ji'. Mctnn :ire only 1nfonna1ion-,11s up to you lo

,,·.·rprctaml u-.c !hcm. lmcrprct1hcfoll,)wmg n..:l11csand1.knufy "1.it l.h~~ 11111',hl mean b)" addrcrnng the questions th.at follow them a. Co111p.uc1hrfu llo\\1ngt"On."Cfll \hn gsoun:e'i

Nu..,..~erof nPwh i!eS

(01:oern -r e

SourceX SourceY

S200 000

s 10000

S200.000

" S20,000 1. \\h1chprogramdo)ouConclude1 sbl-ncr1

li ih,· hirc.from )ouree X a1c r,u111Nfor1 -.1u)car, . 3nd thclurc\from,ourcc Y arcrc1a,ncdfor fi,c}rJrs.\\oul(I )Oll rconclu,ionchangc"/

Ch..iplrr 1J • Staffing S)Mtm Eval(;auon :ind Technolo£)" 379

;;;;~:;~~:::;;l~~d::t~.:~~ 110n's busrnc.1.s sl111tcgy and enhance organi1,a11onal l' ~~~: •c: \~;:

~;~~: •1:=a::1;~~~ ~!~~:1:~;; ::~~~~::icm. s::m n.~ mu~t he ued to business Mr.Jtcgy and re 1nfarce the company s ~ompcut

1 ,·e act, an i.a ge. It ml.I!,\ also be alig ncJ with the olhc r

funcuonal W"l'.lS of human resource manageme nt. including 1r~ n- 1ng, compcnsauon, and performance managerncn1. By partne nng " nh hmng manager,; and pos1mcl )' infl ocncmg the fl o w of _1aknl into. throogh. and out of an organi1auon, staffing profc.ss1onals playanunportantstraccgicrolc morganu.ation~ .

J. A balllflCcd ,taffing s.cor=rd 1s a tool for m:uugins employee$' rcrformar><X and for :ll,gmng ~,r 1ncenu .. es with the firm·s ~~)" bu,mess ob1ccu,Clo. The ~orccard bal.mccs a linn's strategic. opcrJu onal. financial. and ru1tomer i:;oals :ind helps managers mom tor and aue~ the performance of employees so as to quic kly takc=ti,eacuon"hcnnc-c,.leJ

4. D1g,1al staffing uaMJboards an: inter.1cuve com puter displays of ind•· catooofOO"-· thestaffing funcuoo is mocung 1tsgoals. using Y.hat• c,er metrics the uscr Ch00$C~ By continually monitonng selected staffing mc1no and al en.mg m.snagcn. "hen goals :ir-c not being met. d.illlooartls help manager,; momtor and impro,·c the 11taffing proc~~

5. Staffing technology cao ,mpro ,·c the effic iency and cffech\"C· nc- ~of thestaffing func1ionbycrea1ing adatabas.eofapphcant and cmplO)'CC rnforma11on and au1oma1mi:; man)' of the steps of 1hc ~t.Jlfing procC.)'i nu s can l:l•'e 1im1s time and money Ucca(;S.C tcchno!og)" allows data 101-oc ~ton-d and rcpom 10 be genemtc<l autom.11ically,11canal.1ofac1li1a1c1hcsuffini;evaluationprocess.

4. As an applicant. ho" would )OU feel knowmg that tcchnolog) "ercu:.cdtomalcanrn111aldccision 10scrC"Cnyououtofthc hir- mgprocc.1~?

S. '.'.'hat information du )OU "am 101cc "hen yoo ,1s1t the careers 1«1ionofapo1cntialcmplo)efs Websitc"

_\, What additional informa1ion 1-1ould you need to make a rccommendationabolit theso11rcetha1'sprcfcr;ihle7

b. The tumO\Cr rate) ofd,fferent emplO)'ee subgroup$ of a firm areasfollO"I Employee Group Undtr 6month\" ten(;rc

6month1 to 1 year tenure

1101)ears

0ve,2yea1s

H,gn performers Mod er a1eterlorme1s

low!)frforme rs

Turnover Rate( %) 8S 60

30 ,, 2S

20

10

;

L

380 Ch.i;Ku 13 • Slllffmg Sy~cm Evaluatlon and T e-c:hnolo g~

~ o: ~ ~)~il=:=c~ cr: 1 :

0 : ?mpany7

!. ~Tlop Y010r Sb/ls E:.f~m.u. In this t haptci's Devel op You1 SkiUsfea.1un: , ,,. ega,·e you M)me 11psforcre:wng adigi 1al staffing

l.:Mng lh.1~ 1nfmmlllion. create a dashboard re,, O:,ram Syi>111Ua (_fnit um:J_,n th.is chapter's o pening ,i gncltc) l'C' fl ecting lhefollo,,,1ngmcu,cs. Uscl'Olor~rng toiml1t1te"hctheror001 a:;,,.·n.h.iothC'paramctmlhccomp;u,y ~1 rts

• Top fi \'C snffing ,·cndoo • Job!1pphcun1quar1111y • /'.cw hi.rt~/ 11mc-1o-<:omribuuun =~ b) rccnm,ng Wlll'\.'C

CASESTIJ DY

STAFFING EVALUATION AT HALLMARK

H allmark, fo undt.'d in 191 0 , 1s the largc~l U .S . manu fa cturer of greetin g cards and the o wner o f Binney & Smith, the make! o f Cra)ol a C r.tyons.73 The company pursue s a d1ffcrcnuau o n and 1nno ,.•a1J o n strategy and usc.s crcati v11 y and em oti o n 10 he lp people conn ect to its products. mcludmg ns stationery , pl!t)' goods. pho10 albums, ho me decor, co\lcc11blcs. a cabk tc lcvmon c hann e l, and books .7~ Priva1cly o"'ned Hallmark ha5 annual re venues of o,·cr 5--4 b1lho n and employs 3.200 1nd 1- nduals .u 1ts oorpor.uc headquarter.,; in Kansas Cit y, M1ssoun , andanother12 ,CXX>aroundthewor ld. 75

T o hue quality people more consistently, Hallnmk needed a 1001 to he lp It focus 11.'i Sla ffing effo rts on what 1~ mos t rtlc - \'llnl to thc t o mpany- lhat 1s. o n hu si ncss- re lc,•anl cntcr1a tl1a1 ,.1,ould allow it to m o re con~1 stcntly hire quahty e mpl oyees 10 best c:,.ecule itssLnucgy .76 H o,,.ever, H allmark d idn · t w ant the tool to be too complex. T o launch the effon. Hallmark crc:i li::d a staffing tndo. to evaluate the quality of the finn· s pas, hm.·s so as 10 source and sere-en cand1da1cs more effcc tndy .

Upon hmn g a new e mployee . the pe rson' s line manager makes an 1mmcdtate assess ment o f the empl oyee's 1ntnns 1c abilill cs and 1.ks 1rabil11y . T o avoid using co mple :'l. fonnul as that require a specialiLed b;ii;:kg rou nd 10 unde rstand . the rat • ings arc s imple and foc used o n measurin g the quJli1 y and t1meh nc ss o f Ha.l !m:i.rk 's hinng systcm .n The pos s1bk new h1rc ralln g.sarcasfol1 0 10. s ·1S

1 =Average 2= A bo,·cA,. crage

• Dwen.itybyrc,.:1\11llngM:111 rce • Chra m Syh·ama\ ~taffl ngefflciency l'IILJO

3. O,w11111g \1,gnn1,- f..<trnu Tlu s eh.ap1n' s openi ng~, tr.ucJ how O< rom S)·l,·an 1au~ ta:hno loa, toi mpro\~Ui-. S),tem Rr re.id 1hc, 1gne11c. andwwcr lhcfo110v. ,ng 1$~1111 •. ~:n:c~~~-a)~ d,d te-c:hnology impro,e the COrnpan~

b. : ri:Uan~ nb~~:~p=a~~~~~>! ~:; ,o ~'llllkt que,;uoni,? Wh)' OC "hy no17

e. l [you " crc a hinngmanageratO:,ramSyl~an,a, v. tui. " oulJ ) OII IIM'»l"'anl!Oha,·c a,·ai lable about)OU.rhirtt~

) ao Good 4 = Very Good 5 = Walk• o n-Water G ood

Afte r six mo nth s. the hmng man age r uses the same foe- point sc ale to ev aluate whc1hcr 11.'i initial e :'l. pcctatJons ha,e been rcahLed. The data arc used 10 compare new hires 11, J,o con.m tcn 1l y gct1 opraun gsw1th those who don '1 toidcn tify an y d1 sung u1shmg factors that c an bcu scd to makcthc luring proccss morcc ffcct1,•c 79

Accordin g to o ne eKpcrt, H allmark is o n the ni;h t track by keep ing its S)~tcm s im pl e a nd no t ge tting 100 wrapped up 1n the number~and by focu smgon 1hc c nd n::sult ofm1l,:;. mg good hire s. Hallmark ,•1cw s the s1affi ng indc.t only 15 a meansto an c ndand kn o ws thatul 11rnatc staffingsuccess w1llbegaugcdn otby thesc mc 1rics ,butby thc o rgan1ut1on's pcrformancc .80

Q uest ions

I. C n uc ally c, alua1e Hallmar k's s 1affin g mdn .. What arc 11 s prosa nd cons'! Whal addtlJO nal critcna do you Lhink Ha llm arlshould track.a nd how should it be meas ured ?

J. Why mig ht an empl oyee rated " 11alk-on-10. atcr good" at the lime o f hll"c not h vc up to expectatio ns? \\'hal , an a company do 10 help new emplo yee s rcallie lhc11 potcn u al ? c_ _______________ _

Semester-long Active Learning Project Propo!iC an ..,, aJua11 00 sys1em 10 ai.!>C" Lhe dfecmenes~ of ) OU • rrcru, 1mcn1 and :.cle-c:1, on suggesUofil llo" ' ,,.,II ) OU ~no" ,f \ Ou1 new m:run mcm and !ie lrcuon S)'Slem ,s " o rk.ing" ldc nl!f) potc~ual

bamcr~ to 1hc effcctne implcmen~1uoo of your 1ccru itmenl ind scloe-· 1ion s)stcmand propu!>e stratcglc$ f01coping wi1h lhe m.

Ch.1po.cr 13 . Staffing S)Mcm E•lllu ;111 oo and Tcchnol og y 381

case study Assignment: Strategic Staffing at Chern's , ~ its: , rr-•mh, al the b.lc ~ of the bool: fo1 lh.11 chapte1 ', Case Stu.!)· AU lb'llll'ICnt

Endnotes 1 o, r:im S)han 1a. "We M.t~e Li ght lleuu !Of lk 11er Ll • mg ,"

: Ol'. httr ll""w.syh an1 J corrJr n•u.ll.thoutfl'age.l/compan ) • r f\'fi lc ~,r\ , /\ lcHndcT. l and Andeoon. s J . ' 'Chram Syh ama Shi r.:, ;\e" Light on Recnuung Wnh Automauon," T<1/tm 11,magrmo,1 Mai;a:m r. Apnl 2008 ~,1....(,.1 . C)11> :1. loc. o,ram S~ h.m1 a Shu,cs a Li ght on 'The n ll ('("fll1Ung Efforts

"' th ·Robustly Con figurable ' Sonc1Rccru11 .- l008, hupJ/..,,.." ,onicrecruu co m/p1eH _roo m/~y h·an1a._ca se pd[, "Osra m." : 0 10. hltp 1/ "ww osram com/01ram_com/Con1u me r/1 ndn html

c Kl r l.1n, R , and Nonon. D . ''The Office of Str:uc ~ \l :lllJiem('nl ," Han ard /111.1mtH /fr.,, w (O.:u;,t~r 100~) 7;...SO

J \ \.m~1n. M , a n.J Steele , R . ' Turning Gl'C'at Strategy into GteJl r a fN m,,nce ." ' lfan ·arJ 8 11.J 111tn 11. r> ,rw (J ul ) - AuguM 2005) (,5-i ~

.: fk" k 1. G . and Ph,lhp ~. l .. Mm .. 1gmg Now. New YO!lt \l ,x.~h10n.~l 1fll 1n , 2007.

, l( aft:r , ~, V. "Com p;uuo Ma~ini; HR ' B,g Data' \V Oflt .- 1\'tirl/ on t Mimagtmrm. Apn l 2013 . 21 z ,m rnmnJn , E., " Keerms Tab 1 on Produ-cU H!y of Recnuu ng foob ."' \\ o rl./orrt ,\lanagrmt1U Onfoit. March 2005. "" " ' " " '~fon:e co m/ !,C'C\1 on/06Jfcaturc/2JJ9Sf!_j/indc.\.hlml .

• lh r•. C "Prumoung 0 1,·er.,1 1y through Rero.i ,11nen t." / 'o !C'l'lrl foda, ,_ Auiusl 16. 2012 hll ['l/"" "' pciwn nd!o<:fa ) , ,,m/an ,ck-J l 6108/20 121587J()j11romN ing•d!,er.,,1y• througll · J\"1."fll ll"1Cnl hlm. Nc 1k , , J . "Pro<lud ng Su,tal nablc Compc111h e Ad, anuge lr r,,,1 gh the Effective Managcmf n! of Peuplc ,- Aco,/rm,· of \'"""~ ( "l(ll l fa rr111, w. 9 ( 199 5) 55-(,9

4 Se,; Loc l" 11().! , N . '" Ma,.1mi1.1 ng Human Capital D, nwn, tr:mng ltR Value ""II Key Perform ance lnd1eaa,o."' \ "' "'" f or //um,:m Rt.w1u r t ,llm,ag ,·mt "I· September 2!Xl6. ""' " ,hrm o rg/fC!.Car<.:llfq11ancrlyf2 0l6'0906RQ'Jart_es,.;i,y :I'>

J!l Lln, h, D . and Orocl.banlt. W., Th~ 1/R Va fo t Propoi,1wn . ll," lon, ,\ I,\ llar.an.l Ous1nC5i School f'rl: ~s. 2005

II l ,x-l".x,J, "Ma..,m i11ng l luman Capital " le l}..ntnn. D K .. " Measuring Relnanl Th ing$."' l'nformm ir~

, .. ,,, o" mr ,i r, 45.3 (~13rch2006) 33- 38 I) ,_,,. l ., (l(J<J. " Ma~imwng Hu man Qipn al " I! \l.ir4u,·1 , J , " When Brand ,\l or.e bn ' t Enoug h." ll'o rl.forrt

\/,.,u, ~rmrn l, March 13. 2006: 39-ll 11 \ l.1rgu 11,. D . ··soothwc~t A1rhr.es: Clear S~,es Ahead .- fo /rn ,

l/m1 •~r..1r ,11 .llag(1 ; in,. Augu,t 20 \2· 3µ1 I~ , ,,oup. D ' and Jo.cpl\ . J . lQOj- ]()()o Recn ,llm lJ Mt trl(l <Jlid

l', rfu n nu,1rt llt 11rhm<1rk Reporl , Willow Grove. PA: Staffing , cg ~nd Wa, hi ngl<ln, DC: BNA In,; . Augu~l 2005

Ii ~,·c Group and Jrn.c: rh. lOIH-1006 Nr rro,w,g Mr m n m ,d l' ,,,f,.rn1w1( t Benrhme1rk Rrpon ,

1, S11l l, ,.m, J . " lk)I R~-cruiting Pr.ictiu.s from the WOf lJ ' \ \ l," t \lu" nc,1 •L11tc RL'Cru it ,ng Fuoc11 on. Pan 4," [/ er rrom c R, ,,,.,r,,,~ 1:.tr h<1111Jt . 0.-1obc r 10. 200S, II"" e re neLla rt1clciJ 'lvfWJC C5 1·6881 IJ-IA24M/\J JJD6E.'iFFODJ7

l9 IJ Jrl !ey, M , "The FiN 11,rt'(' '!'lungs Thal HR Shoold ~1c:l'>urt ."' \\'orLfor-u On/mt . February 2003. ,,..,,.w,wortfo n:e. corr/;in; hi\ c/an ,clc/2J/4(},'07

:Cl Rap hle l. T . "C ost PCT H1rc- Don'1 E,e n Bothl'r.- \Yo rAforrr, June 2002 112

21 IOld 22 lbuJ 2J $chnndcr.C., " The New Hum:111-C:,p1talMCU'l~ " CFOMaga:;,-.r.

Februaryl5, X05." '"" do.coml.irucic.drr,',-..l'l\OU/llc_:98428J? f=archt vcs

2J Sulh,.lll, " Bc~t Rccl\l1 llng Pra..-iices from 1hr World ') Mo,;t Bu,,n<-s~-L,l e Rccru illng Funcu on. Pan 4 ··

25 Qu..,runa. L. "\low 10 A,,.,,,:;s, the Effrcthcnc1,s of Recruiting ," Nr r•1 fmp, rom. ,,...,.,,.. ne1.,em~.comlcarcerdc\'/CrQSSroads/pnnt htm"IJ: 150

16 Ucclte1. B E .. ll usc hJ. M A. ar.d Ulrich. D., Tlr, HR Sro~ o ml. LmkmJ P~oplt, S 1ror,gy, and Pr,fo m w nrt. Bos100. MA Harvard BusinL'!.S Schoo l P= s. 2001. 48 .

27 . Cappel li, P., "A Marltet-Om·en AppfQ.K h to Retai ning T alent." In lfar.ard Bu~1r.es.s Re, iew. Han·ard Bwmrsi Rn•,rw o" Fuidmg mrJ Kn pmg rl,r 80 1 f't o11lr. Boston . MA. lfarvard Bll!mess Schoo ll'ubhsh1ng . 2001.27- 50

28 Singh . R . -nic Empe ror· ~ New Melncs. Pan 2:· El«trouir Rrrnmmg E.ultanJt , Scp<emOCr S. 2005 . "ww.cre nct/an,eles/ dbl001 0 8B71Af15JFA18EOH8!3E B6A DDSA a,,,p

29 See lhrry . ~I . and SchrocJcr . R . Su· Sigma , New Yo rk Rando m House . 2000

30 Sec htlp://~\·d i\'CS GecarceO CO m 31 Wew>n. S . " Si,1, Sigma 1n Re-c:ruiting. Pan 2." Ell'f'tromc

Rtr11< 111ng E.u:1,angr. Apnl 29 . :003 . ""were nct/art1c1C5/dtJ3 6o9Fb?9 UJ36JJD025FE6D1 250890C4 as

32. Sncn. A., "Applymg s,x S1 gn1J Pn nciple~ to Corporate Siafting Dcpmment s," Talto c om , "ww talco eo m/rese.u-chfarticlcs/ Wlllc~'!C/awl)1ng-M X· ~•gma•pm11.·1 plo-corpora!C·Staffing-32 html.

JJ lleunng. L .. " Si .\ Sigma in Sight ,'' f/11. M a~a:11,r, March 2004. www shrm org/hnnaga1.melartic k:v030-lJ030-I Heurini; asp.

3J. Wc-,,ton . " S1,\ S1 gma inRccn111 lng. Pan2 " 35 Kapl.rn . R, S .. and Norton . D P . Tht lla lanud Scorrca rd

Trmn la rmg Srrattg y 11110 tlr twn , Boston. MA: Har.·an.l Bu si ne,s School Press . 1996. 1>ce als.o Be-c:~er. Hu~ lid. and Ulnc h ,T/1r l/R Scon c,ml

36. Monina. J .• lll'ld Mom-. K .. .. B:ic ltroom IO Boardroo m· Bridi;i n£ Peop le Gaps " i lh SrirJIOl!a," Priu\\'01,r/io mt Coopa,. Jul )· 2(X)6. "ww .pwc.comlE.,!" etJp"cpublica1ions.Mfldocid/USE9 3EADE60.Wt\7E802572JC003 168 £ 1/Sfilc/P',\(_S ar:uoga. pJf.

37 B~d on an intciview " nh Jose Conejos. Nolt1a·s ,·,cc pl'C')i • dent of glohal IIRD and rc,ou rcmg. and fad,,.ig a ~ba. h,•ad ofre,oun:ing forN 0~1aWorl.Jw1dc, June7. 2007 .

38 lb1<.l. J 9 Su lhnn. J.. "'The 11. e-c:ru,ler' s Scorecard A~s.c.1$1n i; 1th:

EIT«11 •·e ness of lnd l\' ldual Rccruner~:· Eltr 1ro,11c Rr c 11<11mg C.v ha11ge. Octohc-r27 . 200J . "11,•wercnet/ar11 ele<Jdb,16 l/\ 88 F9 UB9C8-163F/\A831 2A020 51883 7

! 1 1 I

)

;

382 Chapter 13 • St affin g Syste m Evaluati on and Techn ology

40. Sulli van. J.. "Bes t Recruitin g Practices from the World 's Most Busincss• Likc Recruiting Function. Part 5," Electronic Recn1iti11g E.\cliange. October 17 . 2005. www.crc.net/articlcs/ db/4EDDC98223964CD 5B5BA 7 I 8ABOCFOF59.asp.

-l 1. Ca ppelli. P .. "Making the Most of On line Recruiting," Harvard Busin ess Re1·iew (March 2001 ): 139- 146.

-4 2. Schneider, 'The New Human-Capital Metrics. " -l3 . Hanse n. F. . "Lowe' s Builds Its Employment Brand," Workforce

Managemem011line.January2007.www.workforcc.com.lsccti on/ 06Jfca1urcn 4/62/85/index.hLml.

44. Gn:cngard . S .. "Smarter Screening Takes Technology and HR Savvy: · Workforce. June 2002: 57-60.

45 . Ibid. -l6. Fl ynn. G .. "£-Recruiting Ushers in Legal Dangers: Legal

Insight," Workforce. April 2002. www.findanicles.com/p/ anicles/mi_m0FXS/is_ 4_8 I /ai_85698986.

47.

48. 49.

50.

51.

52.

53 .

54.

55.

56.

57.

Weber. L.. "Your RCsume vs. Oblivion," The \Vall Srreet Joumal. January 24 . 20 12. http ://online .wsj.com/articlc/S BI OO 0 I 424052970204624204577 I 7894 I 034941330.html . Ibid. Grcengard, "Smarter Screening Takes Technology and HR Savvy." Hansen. F.. "Continental ' s Recruiting Reach." Workforce Management Online. December 2005. www.workfo rce.com/ archivc/articlc/24/23/41 .php. "BrassRing Re vealed Recruitment Trends at Summit." May 22. 2006. Wpsmag.com . Applicam Tracking, Hr-guide.com. www.h r-gu ide.com/ data/20 1.htm . "Human Resource Information Sys1ems." Lycos.com. www. lycos.com/info/human-resource-informa ti on-systems. html . Reh, F. J., "Human Resources Information System." About. com. hUp://manageme nt. about.com/cs/peoplemanagement/g/ HRinfosys.htm. Ryan, A. M .. Wiec hmann . D .. and Hemingway, M .. "Designing and Impleme nting Global Staffing Systems: Part II-Best Practices.'' H111,um Resource Management. 42 (2003). 85-94. Pont J., "State of the Secwr: Rec ruitm ent and Staffing.'' Workforce Management. May 2005: 49-56. Stone. D. L.. Stone-Romero, E. F .. and Lukaszewski. K., "The Functional and Dysfunctional Consequences of Human Resources Information Technology for Organizations and Their Employees," In D. L. Stone (ed.). Ad,,ances i,i Huma,i Pe,fonnance and Cognitive Engineering Research, Greenwich, CT: JAi Press, 2003. 37-68; Stone, D. L., Lukaszewski, K. M .. and Isen hou r. L. C.. •'E- Recru itin g: Online Strategics for Anracting Ta lent," In H. G. Gueutal and D. L. Stone (eds.). 111e Brave New World of eHR: Hum an Resources Ma11ageme111 in Ihe Digital Age. San Francisco, CA: John Wiley and Sons. 2005.

58. Harri s. M. M .. Yan Hoye, G., and Li evens, F .. "Privacy and Attitudes Toward Internet-Based Selection Systems: A Cross- Cultural Compari son." International Journal of Selection and

ASJnsme111, 11 (2003) : 230-236; Stone. Stone-Romero. and Lukaszewski. 'The Functional and Dys functio nal Consequen ces of Human Resources Information Technology for Organi za tions and Thei r Employees. ··

59. Stone, Luk as zewski. and Isenhour. "E- Rcc ru iting: Online Strategies for Attracting Talent."

60. Ibid . 6 1. www .sas.com. January 2006. 62. Onley. D. S., "Usi ng Das hboards to Drive HR ," HR Ma gaj11e,

April I. 2006: 109 . 63. Crccl man. D.. "Metrics in Recruiting: The Real World.''

Human Capital /nslilllte, March 2005. www.hrs hoppcr.com/ Managemcnt/fileupload.s/2005Mctricsin Rec ru i1i ng.pdf.

64. Onley. "Using Dashboards to Dri ve HR .'' 65. Hall. C., "Business Intelli gence for Managing lhe Workforce,"

Cutler Consortium Business l111ellige11ce Adl'isory Sen•ire. Janua ry I. 2005, www.cuttcr.com/content -and-analys isJ rcso u rce- cc ntcrs/bus i ne s s- i nt e 11 i gcnce/ sa mp le-our-research/ biau0502.html.

66. Crcclman. "Metrics in Recruiting." 67. Based on Su lli va n. J.. "De ve lop an Employ ment Dashboard and

Index.'' Electronic Recruiting £.change. April 200 1. ou rworld. com puscrve.com/homcpages/gately/p p 15s 149.htm.

68. Shapiro.J.. "6 Tips10Cus1omizc Your HR Das hboard: · Hodes iQ. www .hade s.com/ abou tu s/ pre ss room/s ponso rship/pd f s/ Das hboardiQ_2.pdf.

69. Sec, fo r example, The Das hboard Spy. "A Staffing Dashboard- Xcelsius Calc ul ator for HR Staffing Levels," Apri l 3. 2006. h ! tp : //dash boa rd s p y. word press.co m/2006/04/03/a- s1affi n I? . das hboard-xcelsius-calculator-for-hr-staffing-levels. -

70. Creelman, "Metrics in Rec ruiting." 71. Osram Sylvania, "We Make Light Better fo r Better Living.";

Alexander and Anderson, "Osram Sylvania Shines New Light on Recruiting With Au tomation.": Cy tiva. Inc .. "Osram Sylvania Shines a Light on Thei r Recruiting Effons with 'Robustly Configurable' SonciRecruit.'': "Osram.'' 2010. hup:// www.osram. com/osram_com/Consumer/indcx.html.

72. Lockwood, "Maximizing Human Capi tal.'' 73. "Hallmark Cards, Inc .. " Hoover's Company Profiles. www.

answers.com/topic/hallmark-cards-i nc. 74. About Hallmark. 20 13. http://corporate.hal lmark.com/

Company/About-Hal lmark. 75. Hallmark Facts. 2013, http://corporate. hallmark.com/Company/

Hallmark-Facts . 76. Ibid: Hallm ark Card's Staffing Index is avail ab le at http://www.

wo rkforce.com/artic le/200505 1 O/NEWS02/305 I 09993# . 77. Dalt on. A .. " Hall mark's Qua li ty-of- Hire Initiative," WorJ..fo rce

Ma11 agemelll 011li11e. September 7.20 11 . http://www. workforce. com/article/200505 I O/NEWS02/305 I 09993#.

78. Ibid . 79. Ibid. 80. Ibid .