Program Management Stage

Account Business Reviews (ABR) should be set up to occur on a recurring and consistent basis. Many partnerships are set up to include a quarterly ABR. An Executive ABR may also be conducted annually and will typically include internal stakeholders as well as Executive Team members as appropriate to review respective SLA/KPI goals as originally established based on business needs/expectations, review performance to budget, contractual obligations, overall program successes/opportunities. If it is an RPO partnership program, metrics to review by function/business unit could be: Time-To-Fill, Sub Cycle Time, Source of Hire, Diversity of Slate/Hires, etc. It is important to also discuss how Talent Acquisition is impacting the business positively and negatively; and dig into the root cause analysis for both. Also, discuss any new TA initiatives (tools, marketing, processes) as well as any work/services performed outside of scope, performance/service issues or delays. Customer Service standards and overall performance should also be discussed at this time.

A RPO process map outlines who (client or RPO team) is responsible for each TA step by job duties. This is often a process map from when a position is approved to on-boarding that has swim lanes identifying the responsible party by Hiring Manager, Recruiter, Coordinator and HR with approximate timelines for each step.

An Open Position Assessment is a list of questions related to the Basic Qualifications required for a position that is completed when a candidate applies to a position. Based on how the questions are answered, it will score the results and either eliminate or weight the candidate within the ATS system. It is often used for lower level, high-volume type positions with high candidate flow which allows the Recruiter to review candidates more efficiently.

A standard phone interview template is used to ensure each recruiter is capturing information consistently across the TA function. This includes confirming answers to the basic qualifications of the position as well as tailored questions as it pertains to the preferred qualifications and nuances of the position.

An orientation or a training plan for internal stakeholders (or end users of outsourced service/delivery) should be created to ensure an understanding of the process, responsibilities, and technology (if applicable) and provide an opportunity for any questions to be answered. For new outsourced partnerships you will typically set up and offer a program overview and orientation for all end users and internal stakeholders, offering it on a variety of different days/times to ensure all can attend as you work through the implementation stage and prepare for program launch. At that point, offering it as a monthly session or on demand for new hires who will be end users in the process ensures an understanding of expectations and provides a review of the overall process and their role within it. For example, in an RPO partnership, one would set up Hiring Manager Orientation and ongoing training for newly hired or promoted Hiring Managers and/or when updates to the process or technology may require it. The orientation sessions should provide an introduction of the partnership and people to know, an overview of process and timelines for the Hiring Manager and HR business partners, as it pertains to their role and responsibilities throughout the TA process. Set expectations of the TA process by reviewing process maps, timeframes, deliverables, instructions, follow up, support and any additional training necessary (ie. technology training, such as HRIS, ATS, etc., as well as any specialized training as applicable, such as Hiring Manager Behavioral Interview Training, Minimizing the Risk of Liability During the Hiring Process, etc.) Often upon completion of a new partnership orientation and overview, ongoing training or a Hiring Process Overview, as well as any technology and/or specialized training as applicable are set up to be offered as ongoing learning and development, with courses offered monthly or quarterly for new hiring managers or to serve as a refresher for those when needed. As the partnership evolves and if processes are changed or modified, you will need to determine how to communicate this information to existing hiring managers (is email sufficient or will you need to set up meetings or training sessions to introduce the changes?) and ensure ongoing training for all new hiring manager courses has been properly updated with all changes and new information as applicable.