Recruitment
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.