The Greatest Challenge to the Talent Seek Recruitment Process - Case Study Example

?Process Improvement Introduction The major occupation of Talent Seek remains providing human resource assistance to different firms that might require the services of the company. With the primary focus of the company being the clients, customer satisfaction remains core to the operations of the company. The current process of conducting the services offered, however, remains problematic and hectic to both Talent Seek and the client companies. The process seems to consume time ending up in lost resources in terms of the human capital required within different job markets. Following a lengthy process, the recruitment process conducted by TS takes too long resulting in some interested candidates getting taken away by other companies. Within the framework of the company itself, some employees appear very dissatisfied with the services rendered by the company. The level of input appear to be dwindling among the employees of Talent Seek, reaching levels of failing to cooperate with the newly appointed manager of the Business Analysis and Improvement team. Objectives of the improvement process The purposes of performing a process improvement include identifying the processes that require improvement, analyzing the identified processes, and finally implementing the desired changes aimed at improving the processes. The processes reviewed for improvement ought to present a surmountable impact on the customer satisfaction or competitive advantage. While numerous reasons exist, for implementing process improvement, the case of Talent Seek would mainly aim at improving customer satisfaction with the services offered. The improvement of customer satisfaction, required by the company, remains reducing the time taken to complete requested recruitments. This duration appears to cause some qualified candidates to lose interest in the employment opportunities offered. Reducing the duration, therefore, remains essential to the overall improvement of the process and ensuring the recruitment of the best candidates within the specified job market. The improvements Disconnects could be defined as elements that appear to inhibit the efficient and proper functioning of a process (Rummler, 1996). They form the basis upon which improvements should target, as handling disconnects improves the entire process. Proper handling of the prevalent disconnects remains essential in ensuring improvement of the entire process. Within the TS recruitment process, majority of the delays result from processes considered protocol within the company. Majority of these ‘protocol’ stages could be eliminated in order to quicken the process, hence improvement of the operations. In the preparation stages of the process, the client-end managers could be handed the task of determining terms and conditions for the various vacancies. This would efficiently cut the consultation period utilized when the TS team determines the terms, and the client-end managers have to counter-check before the process can proceed. A cost effective method for implementing such changes would be charging for the services of drawing conditions and terms. Companies willing to have conditions determined by TS would pay for the service, effectively; the TS Company would cater for the remunerations of the individuals performing the job through these payments, while making a profit. Within the recruitment process, TS could limit the duties performed by the recruitment panelists. The roles of the panelists could be reduced to only conducting the vis-a-vis interviews. The aspect of having the panelists’ review the applications could be done away with as it only consumes time. Since panelists must be sourced once applications have been received, the roles played by these individuals need to remain minimized to reduce the duration. The role of the panelist in the actual recruitment ought to remain limited to conducting the interview, on the specified period. Being expatriates, retaining panelists for long periods could prove costly to the recruiting company. In managing the costs and time, the recruiting company should ensure that the panelists’ roles remain short and few. This would save the company of time and financial resources, effectively improving the process. Recommendations In improving the process of recruitment conducted by the TS company, the management of the company ought to adopt a different methodology for approaching the recruitment process as desired by the company. The company should implement some changes within the operating process of recruiting to ensure timely delivery of services to clients. Eliminating the “disconnects” identified above could offer critical benefits to the company’s competitive advantage as a recruiting agent. The key element of concern within the TS company process remains delivery of quality services, in a timely manner. The duration taken to complete recruitment appears to adversely affect the quality of the hired individuals. This becomes worse as candidates receive impressive offers from other companies while in the recruitment process of the TS Company. These candidates leave the TS process and go elsewhere, meaning the best candidates end up in other places other than TS clients, hence process improvement would improve the quality of recruits. While eliminating some processes remains essential in reducing the recruitment duration, other processes might need improvement in increasing staff members. Eliminating some duties performed by the panelists, could potentially require allocating these duties to other individuals. Conducting of candidate evaluation could be allocated to permanent staff within the company. This would mean that the roles of the panelists remain limited, while the process becomes quickened since the permanent staff would be readily available. Following the forwarding of complete applications to the HR team, the standby staff members would begin the next process immediately, while the company searches for qualified panelists to complete the process. The benefits There exists a common saying in the corporate world that, an organization could only be as good as the company processes. The processes involved within the recruitment performed by TS appear to bring wrong reputation to the company as being slow in the recruitment process. Implementing the proposed process changes would provide numerous benefits to the organization and employees as well. Among the various identifiable benefits include: Timely delivery of the services due to the reduction of the process duration. Increased business for the organization due to delivery of quality services to end-user companies. Improvement of employee morale owing to increased business for the organization, as the organization shall be in a position to offer extra benefits to employees. Other than these benefits, inclusion of the recommendations into the process shall significantly improve the process efficiency. Improvement of the process shall occur following reduction of work and shortening of the process duration. These important elements shall essentially improve the process and quality of the services delivered by TS. Resource adjustments In implementing the proposed changes within the process, the organization shall require some resources aimed at assisting in actualization of the ideas. For the improvement of the process resources shall come in terms of human capital, time and financial resources. The organization should draw a new timeline for performing these processes and inform all potential clients of the prevalent changes to the process beginning after 6 months. This would ensure the clients and the company have enough time to adapt to the new functioning of the process. During this period, the company would recruit members of staff that shall be performing the roles of evaluating applications, previously performed by panelist. These employees could be hired at a rate of $40,000.00 per annum, with their total number being five (5). This would mean the company has an adjustment of about $200,000.00 per annum, though reducing the duties of the panelists could also mean reducing their remuneration packages, hence saving on the financial resources. Conclusion The greatest challenge to the TS recruitment process lies in schedule acceleration in the recruitment process. The efficiency of the involved operations relies heavily on the duration taken before completing the process. However, while the company seeks to shorten the duration, critical elements of the recruitment process should be retained. Some aspects causing delays can be allocated to individuals who can perform them quickly. The organization of the entire operation also requires enough consideration to ensure the final product does not become compromised by the desire to deliver quickly. Reference Rummler, G. A. (1996, June). Redesigning the organization and making it work. CMA Magazine, Jun96, Vol. 70 Issue 5. Read More