Initially, we worked on building credibility amongst the HR function and the wider hiring community through creating a strong on-boarding process. First off, we implemented new reporting and forecasting to ensure live roles were tracked to effectively plan capacity for future hiring in order to better manage expectations.
Next, we created a role kick-off process, to ensure everyone was aligned with clear and defined requirements as well as a fair and consistent process to mitigate bias. We revamped the ATS to reflect the new process and created user friendly scorecard and feedback templates for each role. This meant that hiring managers were spending less time reviewing irrelevant CV's or interviewing unsuitable candidates.
As they were making several acquisitions as well as hiring at pace, there were many different approaches and views as to how they should interview, therefore it was crucial we had one uniformed process. We identified key stakeholders across the business that would be involved in interviews and ran interview training sessions. The sessions covered skills to interview to avoid a mis-hire, setting up best practices and processes to implement to avoid unconscious bias or hiring based on gut feel.
Roughly 40 managers went through this training which had a positive impact on interview to hire ratios and time to hire. Over a 12 month period the business as a whole made 133 hires with an average of 15 days for time to hire.
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