IVI Framework Viewer

Recruitment

B1

Manage the recruitment of IT employees.

Improvement Planning

Practices-Outcomes-Metrics (POM)

Representative POMs are described for Recruitment at each level of maturity.

1Initial
  • Practice
    Rely on the best endeavours of available personnel.
  • Practice
    Recruit applicants based on the involvement of either line managers or HR management.
    Outcome
    A basic fit of newly hired staff with required profiles is ensured.
    Metrics
    • % of interviews with involvement of line managers.
    • % of interviews with involvement of the HR function.
    • % of interviews with involvement of the HR function and line managers.
2Basic
  • Practice
    Develop a basic employer IT branding strategy.
    Outcome
    A basic employer IT brand is evident.
  • Practice
    Establish a basic recruitment process within the IT function.
    Outcome
    A basic recruitment process ensures fit of newly hired staff with required profiles.
    Metric
    % of applicants hired through following the established recruitment process.
3Intermediate
  • Practice
    Formulate the objectives of the employer brand and develop an employer branding strategy to achieve such objectives based on input from IT and some other business units.
    Outcome
    Branding costs are focused on the developed branding strategy.
    Metric
    # of employer brand objectives documented.
  • Practice
    Derive measures to implement the employer branding strategy.
    Outcome
    Effective implementation of the employer branding strategy is supported.
    Metric
    # of measures defined.
  • Practice
    Use transparent and objective practices for selection based on predefined criteria (e.g. derived from job families), and involve line managers from IT and some other business units as experts.
    Outcome
    An objective, transparent, and standardized recruitment process is in place, ensuring a good fit of newly hired staff with required profiles.
    Metrics
    • % of interviews with involvement of line managers.
    • % of interviews with involvement of the HR function.
    • % of interviews with involvement of the HR function and line managers.
4Advanced
  • Practices
    • Align the employer branding strategy with the IT people strategy and compare it to direct competitors.
    • Reposition the brand if necessary.
    Outcome
    The branding strategy accounts for the competitive landscape.
    Metrics
    • Frequency of alignment reviews.
    • Frequency of competitor strategy reviews.
  • Practice
    Fully align the recruitment process with the IT people strategy regarding the quantity and quality of desired applicants.
    Outcomes
    • The recruitment process is fully aligned with strategic workforce management.
    • The required quantity and quality of desired applicants are available.
    Metric
    Frequency of alignment reviews.
5Optimized
  • Practice
    Regularly assess and benchmark the effectiveness of employer branding, and adjust the employer branding strategy accordingly.
    Outcome
    The employer branding strategy is relevant and effective.
    Metrics
    • Ratio of actual benchmark exercises to planned benchmarks.
    • Amount spent per employee on employer branding activities in the last fiscal year.
  • Practice
    Survey the market regularly (e.g. third party surveys regarding the organization's ranking by applicants).
    Outcome
    Information on recruitment success (especially with respect to quality of applicants) and insights regarding how to improve the recruitment process is available.
    Metrics
    • # of external rankings analyzed per specified time interval.
    • Amount spent per employee on recruitment activities in the last fiscal year.