E-Recruitment: The Revolution in How We Find Talent

Joye Lang, IPMA-CP, OHR Assistant Director Scott Letourneau, President, NEOGOV

SC Environmental Scan
Poor economic conditions and high unemployment rates over the past several years Reduced recruiting and hiring efforts, except for critical positions Employees who remained unhappily in positions expected to begin to seek other positions as new jobs become available due to improving economic conditions Potential for a significant number of retirements by the Baby Boomer generation over the next five years

Impact of SC Environmental Factors

An unprecedented impact on recruitment and hiring expected in the immediate future The need for more strategic recruitment by employers The need for increased use of technology for recruitment processes

S.C. State Governments Recruitment History

Pre-1998: Paper Postings at OHR & the Merit System with the Merit Lists
Since 1998: Vacancy-Driven Application Process & Electronic Vacancy Posting

Current Recruitment and Hiring Issues and Trends

A multi-generational workforce: the Veterans (born 1922-1943) the Baby Boomers (born 1943-1960) the Generation Xers (born 1960-1980) the Generation Nexters (born 19802000). Other facets of diversityrace, national origin, geography, religion, culturehave increased
Ron Zemke, Claire Raines, & Bob Filipczak, Generations at Work 3 (2000).

SC State Governments Current Statewide Recruitment Process

State agencies post their vacancies on the South Carolina State Jobs website through the HRIS at no cost to the agencies Public access to state government vacancies through this website State agencies statutorily required to post their vacancies with OHR and the South Carolina Employment Security Commission. See S.C. Code Ann. 8-11-120 (2007 Cum. Supp.).

SC State Governments Current Statewide Recruitment Process

Centralized job postings Decentralized applications Four page long applications mailed (or e-mailed) to individual agencies Paper laden process

What S.C. State Governments Recruitment Process Should Be

A centralized and branded application site that links all state agencies into a single system Ability to accept job applications via the Internet at any time A single sign-on capability

What S.C. State Governments Recruitment Process Should Be

A screening option with jobspecific questions based on the necessary knowledge, skills, and abilities
Ability to market appropriately based on the generational diversity of the applicant pool

What S.C. State Governments Recruitment Process Should Be

Ability for individual agencies to search through the applicants to be considered for that agencys specific vacancies
An electronic recruitment approach to reduce its current paper-laden process

What S.C. State Governments Recruitment Process Should Be

Ability to provide screened electronic applications to the hiring authority without paper copies A reduced number of background check, signed applications, and completed addenda to applications after reviewing screened applicants

What S.C. State Governments Recruitment Process Should Be

Ability to archive records EEO data collection and reporting Reduced collection of redundant information A secure system to maintain confidential information

NEOGOV
Mission: To improve the services public sector agencies deliver to society.
Exclusively focused on public sector Over 170 Government Agencies & 25,000 users in 40 States Over 6 Million applications processed annually Customer focused and driven

Overview
Workflow Workflow

Requisition

Recruitment

Selection/ Testing

Applicant Tracking

Certification

Web Hire Services

HRIS/Payroll (ERP)

Results:
Time Effort Cost Service Satisfaction Retention

Goals
Increase efficiency and effectiveness
Move towards paperless recruiting Reduce 90% administrative processes (filing, photocopy, printing, etc.) Increase services to citizens (applicants) Proactively keep applicants informed of recruitment status Increase communication with Hiring Managers Buy staff time back and reallocate to more productive tasks

New Processing
Job Interest Cards auto notification of job openings Create & Approve requisitions online Post jobs on central State site Career Seeker applies online Auto screen Minimum Qualifications Send email notices Auto identify good, better, best Filter (dept, geog, skills, etc.) Refer applications to Hiring Manager online Applicants use the Citizen Self Service Portal to answer 90% of their common questions

Benchmarking Results
Recruiter/Analyst Effort 37% Reallocation Support Staff Effort 77% Reallocation Time-to-Hire Reduction (Average) 5 Weeks 33% Reduction Department Satisfaction Rating: 25% Increase Consolidated 5 existing systems into 1 Recruiter/Analyst Effort 48% Reallocation Support Staff Effort 29.5 hr/wk 75% Reallocation Time-to-Hire Reduction (Average) 5 Weeks 33% Reduction Department Satisfaction Rating: 25% Increase Consolidated 7 existing systems into 1

Job Requisitions

Job Announcements

Recruitment Plans

Citizen Self Service Portal

Reports & Dashboards

Thank You
Additional Resources NEOGOV Web site: www.neogov.com NEOGOV Customers: www.neogov.com/custo mers Contact Information Scott Letourneau, President Phone: (888) NEOGOV1 x 203

Email: scott@neogov.com

Supplemental 1 Ability to Decrease Cost Per Hire

Automating workflow increases productivity Reports identify the most productive recruitment sources Integrating with other enterprise systems eliminates redundant data entry Use advanced screening and filtering tools to reduce the time that hiring managers and others spend interviewing candidates.

Supplemental 2 Ability to Increase Retention Rates

Identifying employees who will succeed with an agency Reduce turnover in the first year of employment, where voluntary turnover rates are typically a full ten percentage points higher than overall agency turnover rates Encouraging promotional recruitments through an automatic system, enabling employees to advance their careers within the agency

Supplemental 3 Ability to Improve Time-to-Fill

Streamlining job requisition creation and approval processes Employing pre-screening capabilities Increasing collaboration and communication Reporting on key metrics to identify bottlenecks

Supplemental 4 Ability to Increase Productivity

Better-fit candidates require less training

Better fit candidates are more productive from day one

Increase focus on more value-added strategic activities Increased services to citizens and departments while reducing effort

Supplemental 5 Recruitment Features

Post Job Descriptions to your Website Automatic Online Job Interest Cards Create and Post Job Announcements Employment Opportunities Report Accept Job Applications Online Recruitment and Examination Planning

Proven Results: 90% Applications Online 75% Reallocation in Support Staff Effort 30% Reallocation in Recruiter Effort

Supplemental 6 Selection Features

Create and Manage Pre-Screening Questions Pre-Screen Applicants Automatically, as they Apply Define and Store Scoring Plans Training and Experience Evaluations Subject Matter Expert Review Score and Rank Applicants Proven Results: 30% Reallocation in Screening Effort 25% Reduction in Duration

Supplemental 7 Applicant Tracking Features

Track Applicants by Step/Hurdle Generate Email and Hard-Copy Notifications Maintain Detailed Applicant History Establish and Manage Eligible Lists Online Eliminate Data Entry with ICR Scanning Conduct Testing Online

Proven Results 80% Reallocation in Support Staff Effort

Supplemental 8 Certification & Eligible List Features

Establish and Manage Certification Lists Online Refer All Application Materials Electronically Capture Applicant Notes and Dispositions Generate Email and Hard-Copy Notices Conduct and Track Interview Process Results: 100% Reduction in Referral Duration 96% Reduction in Support Staff Effort NOW: 15 Minutes - Requisition with Existing Eligible List referral