NEW INTERN RECRUITING PROGRAM IMPLEMENTED
One of the world’s leading, full-service media specialist organizations decided to outsource its recruitment to a single provider, Hudson RPO Americas, after Hudson had successfully implemented and consolidated an RPO solution for a sister company.
Prior to April 2013, the client had employed several different agencies to identify and recruit candidates. As a result, its recruitment practices were inconsistent, as was the quality of talent being recruited. With so many agencies, consistency in reporting was also an issue, making it difficult for the company’s HR function to effectively manage the process.
Proactive Pipeline Created
Hudson RPO created a centralized process to recruit candidates from entry level to the VP level. To ensure an active pipeline of candidates for entry-level positions, Hudson interviews applicants on an ongoing basis and presents the most qualified to a standing three-person committee consisting of managers for different accounts and specialties.
Once recommended by the committee, candidates are immediately placed into an open position or informed that they will be formally hired when a position becomes available. At any one time there are approximately 10 to 15 approved-to-be-hired young professionals in the pipeline, allowing the client to quickly assemble teams of people to work on a new account. Overall, this model enables Hudson RPO to scale up or down according to the needs of the client’s business.
As a result of this process, the time-to-fill rate for entry-level positions takes two to four days. Also helping to reduce the hiring time is the fact that the recruiters Hudson RPO provides know the industry extremely well, with many having worked in the field in the past.
Hudson RPO also implemented an applicant tracking system (ATS) called “TalentLink” for the client that provides real-time reporting on any part of the recruitment process, including the progress of hiring for specific teams or clients. The new system has allowed the client to plan and manage their hiring activity more efficiently.
As an illustration of Hudson RPO’s responsiveness and quick-turnaround capabilities, the client needed to bring in 130 people, 50 of whom would be internal hires, upon its winning a large piece of high-volume business.
Hudson RPO was asked to recruit the balance – 80 people – in just three months. To accommodate this request, the Hudson RPO Account Director organized a “SWAT” team composed of six contract recruiters and one recruitment coordinator. With a majority of the needed employees hired, the full-time RPO team stepped in finish up the few positions that remained.
On average, Hudson RPO recruits for approximately 40 positions per month, of which about 10 percent are entry-level employees. Most entry-level positions are filled within a week. In the course of recruiting for these positions, Hudson RPO is building the client’s brand among the available talent pool in ways that the previous multi-agency model could not. Given that some RPO team members are onsite and engaged in the business every day, they are better able to communicate what it’s like to work there to those they recruit.
Intern Recruitment Program
Hudson RPO has also assisted the client in revamping and managing its intern recruitment program. Due to the workload of the client’s HR function, the program was not getting the attention it needed. Initial planning began in July 2013.
To get a sense of the potential market and begin targeting possible candidates, the Hudson RPO team started to reach out to universities and the personal networks of current employees in October 2013, well in advance of the start of the formal program in the summer.
In the meantime, the team revamped the application process, setting and communicating firm deadlines and changing the internal request process from email-based to an online survey. The team also required all internship candidates, including referrals, to apply via TalentLink to facilitate tracking. The interview feedback form also was revised to require written recommendations and open-ended feedback, while the intern confirmation form was updated to include manager and set-up details.
Lastly, the team created and maintained spreadsheets to track information for all screened candidates, including whether the candidate was a referral, where the candidate was sourced from, the screening date, intern requests and filled internships.
As a result, the process was easier for HR to manage, guaranteeing the quality of candidates and a good candidate experience. In total, 556 applications were received and 51 positions were filled – representing twice as many hires as in the previous year.
And, since the process was better organized, with exceptions kept to a minimum, offers were presented to candidates in a timelier manner.
The recommendations for the 2015 program include extending offers even earlier (in March), creating a closed Facebook group for interns to encourage a sense of community among them, as well as administering a survey to hired interns to solicit feedback on the process and identify areas for improvement.
In the first year of the engagement, our team has been responsible for more than 290 experienced hires and 51 internship hires. The overall time-to-fill rate for experienced hires is under 40 days.