In working with our customer, a leader in the consumer, products & retail industry, we realised we were underperforming on two of their key SLAs:
For the first half of the year, average time to start was over 70 days and the hiring manager target was not being hit.
We aimed to reduce time-to-start by 10 days and increase hiring manager satisfaction by at least 20% until the end of the year.
In order to accomplish this, the programme’s director started a Lean Six Sigma Green Belt improvement project.
As part of the project, we first documented all process steps, identified time to perform each, wait-time involved and functional teams responsible for each step.
During the analysis, it became clear that the Customer Service Representative (CSR) – centric model was not fit for purpose.
As a result, we dropped the support model, where the CSR team acted as the primary point of contact for both hiring managers and candidates.
Instead, recruiters served as the central contact for hiring managers, while the CSR team supported only candidates.
Through this, hiring managers got dedicated support resources, able to solve issues quicker and more effectively.
Additionally, we identified a few process improvements influencing time-to-fill.
Quick wins included eliminating the Voice Advantage pre-screen and better identification of hard-to-fill locations at the requisition intake.
We transformed the delivery team so that dedicated resources started to provide regionally-focused support.
Time-to-start averages were reduced from 78 to 67 days.
Hiring manager satisfaction increased by 24%.
Reorganising the operations team increased accountability and improved service.
