Success Stories

Efficiency

  • Erik and Ryan were hand selected to rebuild an underperforming Recruiting Group, hiring for one of the company’s top business priorities.

  • This work, previously covered by 16 recruiting leaders, involved all aspects of the recruiting funnel (Top, Middle, and Bottom) and were able to identify/solve for critical personnel and process gaps that plagued the organization for years.

    Key areas of impact:

    · Sourcing: leveraged KPIs and organization goals to redefine production standards, streamline sourcing resources, and provide team-wide training/development in support of strategy implementation

    · Interview Process: standardization of interview process/question bank, implementation of strategic stakeholder engagement, interviewer team training, and recalibration of stakeholder involvement throughout the interview process

    · Offer Acceptance: analyzed historical offer data (including reasons for decline and process discrepancies) to standardize organization wide closing process, resources, and stakeholder- candidate partnerships.

  • In only 8 short weeks, this Recruiting Leadership and their teams were able to achieve 133% of the previous organization’s production with 85% less time and 75% fewer recruiting resources.

Engagement

  • As the Strategic Recruiting leaders, Erik and Ryan were tasked with setting the engagement strategy and improving the performance of the sourcing and recruiting team (of which 50% were new hires) to align with the revised hiring targets.

    After significant market research to determine the relevant candidate pool, it was concluded that nearly 95% of this addressable market resides within the existing ATS. The challenge was how to engage this saturated, highly sought after, passive candidate pool.

  • Erik and Ryan worked hand-in-hand with Engineering Managers and Directors to implement high impact candidate engagement strategies and dashboards visible to the cross functional team for real-time monitoring. This allowed for continuous optimization of each individual stage of the process, from initial outreach through first round interview.

    Key areas of impact:

    · Customized outreach via Engineering Leadership

    · Redevelopment of initial conversation template to differentiate opportunities

    · Implementation of multi-pronged outreach campaign

  • These efforts realized a 100% increase in candidate engagement, driving initial positive response rates from 6% to 12%.

Closing

  • Despite the same resources, the discrepancy in process led to inconsistency in recruiter performance, stakeholder engagement and ultimately, the percentage of candidates who accepted their offers.

  • By working closely with Engineering leadership, we were able to identify the key operational differences at each stage of the recruitment process and specific KPIs impacting the performance of the team.

    Ryan and Erik worked closely with Engineering Leadership to redevelop and implement a standardized Bottom of Funnel work stream which included:

    · Rebuilding signal review & calibration of the interview team

    · Strategic integration of Stakeholder engagement throughout the process

    · Standardization of the recruiting process from Onsite through Offer Decision

  • These changes resulted in a 65% YoY increase in Offer Acceptance, including a 100% increase in Senior Level Engineering hires.