Time to Fill?: Reflects the time for the entire hiring process — from the approval of the job requisition until the candidate accepts the

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Step 4 & Step 5

Step 4: Selection — Interviewing & assessing job candidates & deciding whom to hire.

· What interview assessment goals do you for the target position?

· Which method does the firm use for applicant tracking? How does it sort resumes to identify preferred candidates?

· What is the firm’s interview sequence & type? (Phone screen; face to face; video; panel; multiple interviewers)

· How does the firm assess candidates for fit, meet developmental needs?

· How does the firm maintain internal skill inventories for its employees?

· Which methods are used to monitor employee development?

· What programs does the firm have for developing employee capabilities & capacity?

· How does the firm use performance evaluations?

· How does the firm use development and succession plans?

· Which methods of applicant assessment does the firm use, e.g., assessment centers; clinical assessments; 9-Box matrix; Career Crossroads model?

· How does the firm do employee career planning? Job rotation; development job assignments?

· How does the firm use candidate scoring in their assessments?

· What are the process steps? How much time does each step require for completion?

· What is the estimated cost per step unit, e.g. per hour?

Step 5: Testing — Validating candidate's KSAs.

· Which assessments are used for assessing a candidate’s knowledge, skill, and abilities? (e.g., measuring personality, skill, integrity, etc)

· How are these methods documented for validity & reliability?

· How does the firm use benchmarking (the process of measuring key business metrics and practices and comparing them) for the target position?

· How does the firm evaluate the assessments methods it uses (cost; convenience; ease of use)

· What are the process steps? How much time does each step require for completion?

· What is the estimated cost per step unit, e.g., per hour?

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Time to Fill Step 2: Planning & Step 3: Recruiting

Step 2: Planning — Job description/job analysis development; requisition preparation & approval)

· Use of job analysis? (Method used)

· Use of job descriptions? (Frequency of review/revision)

· Use of realistic job previews?

· Use of recruiting campaigns? (Frequency, e.g., seasonal, cyclical)

· How does the firm use labor demand forecasts, e.g., seasonal forecasts, industry forecasts, economic forecasts, other forecasts?

· Which forecasting tools does the firm use in estimating its labor needs?

· How does the firm forecast its internal labor market?

· How does the firm forecast its external labor market?

· How does the firm respond to talent shortage? Temporary shortage? Persistent shortage?

· How does the firm respond to talent surplus?

· How many applicants are recruited to fill target position needs?

· What resources does the firm need to plan?

· How much time will it take to complete the planning process?

· How much of a budget does the firm set for recruiting this target position?

· What are the process steps? How much time does each step require for completion?

· What is the estimated cost per step unit, e.g., per hour?

Step 3: Recruiting — All organizational practices & decisions that affect either the # or types of individual willing to apply for and accept job offers.

· Use of recruiting specialists? (Recruiters; hiring managers; dept SME). How selected?

· What characteristics/qualities makes for a great recruiter for the firm?

· What training does the firm provide its recruiters, interviewers, hiring managers?

· How are recruiting goals determined?

· How is recruiter performance measured?

· What incentives are provided to recruiters to meet their assigned goals?

· How does the firm use branding & messaging in their recruiting?

· How is the firm’s image developed?

· Is there a recruiting message to applicants?

· What are the process steps? How much time does each step require for completion?

· What is the estimated cost per step unit, e.g., per hour?

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Project paper outline

1. Cover page: Use APA format. Include team member names and their contribution to the project. Include the name of both your project sponsor and firm.

2. Abstract: This should be an introduction to the project. You should include the project’s purpose (observe, map, measure, evaluate, and reflect) on the firm’s talent acquisition process. Provide an overview of the firm — its industry sector, firm’s geographical location(s), total # of employees, and any other descriptive information. Identify & label the high-level process steps using conventional labels (e.g., sourcing, recruiting, selection, testing, placement, onboarding) or those used by the firm). Include a map of the talent acquisition process (this is a macro view of the entire process and does not include sub-processes).

3. Body: This section of your paper is a narrative of each process step. Provide definitions of the talent acquisition process and process sub-steps. Identify and describe the target position you have studied.

a. Step 1: Sourcing — provide a narrative that defines the process and its sub-steps. Identify interfaces (staff, mgmt., applicants, etc); cycle time (total time to start and complete a process and its sub-steps), and process step cost(s). Include other information collected relevant to the process. Include a map of the process and its sub-steps.

b. Step 2: Planning — provide a narrative that defines the process and its sub-steps. Identify interfaces (staff, mgmt., applicants, etc); cycle time (total time to start and complete a process and its sub-steps), and process step cost(s). Include other information collected relevant to the process. Include a map of the process and its sub-steps.

c. Step 3: Recruiting — a narrative that defines the process and its sub-steps. Identify interfaces (staff, mgmt., applicants, etc); cycle time (total time to start and complete a process and its sub-steps), and process step cost(s). Include other information collected relevant to the process. Include a map of the process and its sub-steps.

d. Step 4: Selection — provide a narrative that defines the process and its sub-steps. Identify interfaces (staff, mgmt., applicants, etc); cycle time (total time to start and complete a process and its sub-steps), and process step cost(s). Include other information collected relevant to the process. Include a map of the process and its sub-steps.

e. Step 5: Testing — provide a narrative that defines the process and its sub-steps. Identify interfaces (staff, mgmt., applicants, etc); cycle time (total time to start and complete a process and its sub-steps), and process step cost(s). Include other information collected relevant to the process. Include a map of the process and its sub-steps.

f. Step 6: Placement — provide a narrative that defines the process and its sub-steps. Identify interfaces (staff, mgmt., applicants, etc); cycle time (total time to start and complete a process and its sub-steps), and process step cost(s). Include other information collected relevant to the process. Include a map of the process and its sub-steps.

g. Step 7: Onboarding — provide a narrative that defines the process and its sub-steps. Identify interfaces (staff, mgmt., applicants, etc); cycle time (total time to start and complete a process and its sub-steps), and process step cost(s). Include other information collected relevant to the process. Include a map of the process and its sub-steps.

h. Step 8: Retention — provide a narrative that defines the process and its sub-steps. Identify interfaces (staff, mgmt., applicants, etc); cycle time (total time to start and complete a process and its sub-steps), and process step cost(s). Include other information collected relevant to the process. Include a map of the process and its sub-steps.

4. Evaluate the talent acquisition process. Include a macro view of cycle time and cost.Identify opportunity for improving the process by reducing or eliminating cycle time and/or costs. Prepare a SWOT analysis using date you collected (e.g., strengths of the process(s).

5. Conclusion: Reflect — What did I learn from this experience?

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Time to Fill: Process Step 1 — Sourcing

Introduction:

· Background on the company (mission, vision, values; products, services; industry; # of employees)

· Talent acquisition target position?

· Characterize target position, e.g., high volume position, hard-to-fill position?

· What is the annual volume of target position?

· What is the firm’s talent philosophy?

Step 1: Sourcing — Locating & prioritizing qualified individuals & labor markets and sources from which to recruit.

· Internal recruiting – How does the firm inventory employee talent?

· Which development programs does the firm offer?

· How does the firm use internal posting systems?

· How does the firm use a succession or progression plan for the target position?

· External recruiting – How does the firm use employee referrals?

· Geographical targeting – Which is (are) the markets used for sourcing the target position, e.g., local, regional, global?

· How does the firm profile target employee KSAs?

· Which selection sources does the firm use in assessing target position candidates?

· Which selection methods does the firm use in this assessment?

· How does the firm measure assessment effectiveness?

· How does the firm analyze the sourcing effectiveness? How does it prioritize recruiting sources?

· Which non-traditional applicant pools does the firm source talent for the target position, e.g., disabled workers; older workers; welfare recipients; incarcerated; former employees; retirees?

· How are employment ads prepared? What content is included in the firm’s employment ads?

· Which job, career, & trade fairs are primary talent sources for the target position?

· Which web databases (resume databases; career sites; internet job boards) does the firm use for the target position?

· Which social media platforms does the firm use for recruiting talent for the target position?

· Which Search firms, Professional associations and State employment agencies does the firm use in sourcing the target position?

· How does the firm source applicants for the Military transitioning to the private sector?

· How does the firm use talent resulting from company mergers & acquisitions in sourcing for the target position?

· Which schools does the firm use for sourcing talent for the target position?

· How are Walk-ins factored in sourcing talent for the target position?

· What creative methods does the firm use in sourcing talent for this target position?

· What are the SOURCING Process sub-steps?

· How much time is estimated to complete each sub-step?

· What is the estimated cost for completing each sub-step?

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Here is that executive role.

 

It’s a search for an executive with corporate social responsibility and the person who would lead up a company’s philanthropic efforts – Vice President of Corporate Social Responsibility and Philanthropy.

 

Oversees the development, socialization, and ongoing management of enterprise Corporate Social Responsibility (CSR) program. Leads a team that directs philanthropic investments to support corporate signature causes and strengthen  local communities while helping to activate employee engagement, drive operational efficiencies, and elevate stakeholder engagement and connectivity; in so doing, reinforcing the authenticity of the  brand. Provides strategic counsel and executive communication support to define and achieve a vision for corporate citizenship and social impact, oversight of enterprise philanthropic investment policies, processes, and related governance, and ensures high standards of compliance and risk management associated with philanthropic investments as well as national and local civic engagement and collaboration. Serves as an officer of foundation, represents the brand with humility and expertly builds, cultivates, and maintains highly productive relationships that deepen trust with key national and local governmental, military and nonprofit leaders.

 

Job Description

 

Tasks:

Identifies and manages existing and emerging risks that stem from business activities and the job role.  Ensures risks associated with business activities are effectively identified, measured, monitored, and controlled.  Follows written risk and compliance policies and procedures for business activities.  Provides executive-level leadership to a high-performance CSR strategy and citizenship team directing  enterprise philanthropic investments to positively impact military families and  local communities while helping to activate employee engagement, drive operational efficiencies and elevate stakeholder engagement and connectivity. Provides strategic consultation and support to senior leaders and engages in key visible speaking engagements and military, community and nonprofit events representing the enterprise

Expertly builds, cultivates and maintains highly productive relationships internally as well as with key local and national community and non-profit organizations to reinforce  brand and proactively build reputation. Understands and applies current CSR best practices while meeting requirements defined in Affiliate Agreements and Service Level Agreements (SLAs) that are in alignment with business goals and industry benchmarks; fulfill regulatory and compliance expectations and deliver value to the business and communities through philanthropic and employee citizenship programs and investments. Accountable for overseeing and managing the budget for all corporate charitable giving activities, including governance of philanthropic investment policies and charitable contributions to fulfill Community Reinvestment Act (CRA) internal requirements, such as low-and moderate-income community development contributions; provide support for Bank Regulatory Reviews (examinations and data integrity reviews).

Responsible for ensuring every location is equipped with an extension of CR plan and support necessary to make a positive contribution to their local communities.  Partners with key stakeholders throughout the corporation to research and understand the expectations of our members, employees and communities regarding philanthropy, employee giving, volunteerism and community involvement.  Leads research to make recommendations for consideration potential nonprofit alliances, memberships and organizational commitments related to CSR; provide education and training on specific CSR risks, opportunities and best practices to key stakeholders. Collaborates with Corporate Communication and Marketing to promote CSR initiatives through the development of strategic communications plans tailored to key stakeholders (employees, members, press and social media, etc.). Promotes a culture of high performance and continuous improvement that values learning and a commitment to quality at all levels. Ensures that all staff members receive timely and appropriate training and development related to the processes and procedures required for their roles. Oversees and drives CSR reporting efforts in alignment with company-wide goals, corporate reputation strategy and functional business priorities. Manages relationships for external vendors that provide CR services and support.  Builds and oversees a team of employees for assigned functional area through ongoing execution of recruiting, development, retention, coaching and support, performance management, and managerial activities.  

 

Minimum  Requirements

· Bachelor’s degree in business-related disciplines (i.e. Business, Marketing, Economics, etc.) or Public Relations, Communications, Human Resources, Corporate Social Responsibility or a related field.

· 4 additional years of related experience working with philanthropic or business programs within a large corporation beyond the minimum required may be substituted in lieu of a degree.

· 10 years of corporate social responsibility experience developing strategies for non-profit or corporate social responsibility to include foundation and corporate grantmaking experience communicating initiatives to various stakeholder and audiences.

· 6 years people leadership experience in building, managing and/or developing high-performing teams.

· Expert experience developing and delivering various, detail-oriented types of communications to senior leadership.

· Demonstrated expert experience using data/analytics to effectively make data driven recommendations to senior management.

· Expert interpersonal, communication, negotiation and written communication skills to effectively collaborate with and influence stakeholders and peers. Proven experience overseeing the management of third-party relationships and contracting.

· Deep technical expertise and a demonstrated understanding of best-practice CSR programs, and knowledge of current industry trends and practices regarding CSR and Employee Citizenship.

· Proven track record of translating an organizational vision to reality, business acumen and process excellence.

· Agile Development or Product Development experience.

· Proven leadership and ability to influence at all levels of management as well as operate as effective change agent to achieve strategic goals.

· Comprehensive knowledge of related risk management framework and policies.

· 3rd Party contracting experience.

· Certification in corporate citizenship leadership.

· Required travel up to 25%.

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