Brand Strategy. Brand Energy.
Whether you are just joining the series or have been reading this series from the beginning, we are essentially at the same point. From here on out in the series we have begun a very unique journey. I can provide you with the starting point but I cannot provide you with the end point. Further, if you choose this assignment there is no way to return to where you have been because that place in time no longer exists. So let’s begin.
I stated above that we were beginning a journey. Like any trip you need to have some sort of road map to plan out the path of this trip. In the TLS Continuum that road map is the eagle’s view of your organization in the form of the process map. The process map begins with the very beginning of the process and through the use of simple squares and text boxes shows the various steps in the process. To demonstrate this let me take the example from the book Achieving HR Excellence through Six Sigma and use your organization’s recruitment process as an example.
While every organization’s recruitment process is going to be unique to that organization a generic process map would include approximately eighteen steps or blocks in the process map. The remainder of this post will look at each of those steps and how they are intertwined. Remember we are looking down at the organization from an eagle’s view so they will not be very specific at this point. Part eight of this series will look at the process map brought down to ground level.
Recruitment Process Steps
The initial step in the process map is the identification of the need for additional talent. This might be caused by either a promotion, a termination or that the business requires additional help. Once the need is established and the organization verifies that the need exists, we move on to the second block in the chain.
The hiring manager and the human resources professionals review the key performance indicators of the position to ensure that 1) the duties of the position are clear and up-to-date; 2) that the reporting structure is firmly in place; and 3) that the required skills, attitudes and aptitudes and education are in alignment with what is truly needed.
Once the job description is completed, the next box represents the creation of the job requisition. This is the corporate way of notifying the marketplace that the job exists and the requirements for identifying the possible candidates for the position.
With the job requisition in hand both internal and external sources can begin the process of looking for suitable candidates for the position. This block represents the process of finding who is available with those skills and where they are.
Once prospective candidates are identified the next block represents the submission of the background information on the sourced candidates. At this point HR compares the backgrounds to the job requisition for the purpose of finding the closest candidates to the key performance indicators.
Once the screening process has taken place the next step becomes the identification of those candidates that the organization wants to bring in for the initial round of interviews.
Having identified those candidates, HR schedules the appointments for the first interviews with the HR department for the purpose of confirming the candidate credentials and the potential for a cultural fit to the organization.
Following the first interviews candidates are then further filtered down to those who meet the required background and those candidates are referred to the next step.
The next step becomes scheduling the final candidates with the hiring manager for second interviews. The purpose is to identify those individuals who will best fit the dynamics of the department and work environment.
The next block represents when the final candidates sit down with the hiring manager for the first exposure between the two parties and most likely the other department members.
Following the completion of the hiring manager interviews, HR and the hiring manager review all the interview results and select those who best meet all the hiring criteria – experience, availability and compensation demands to identify the best candidate to hire for the open position.
The completion of the previous step identifies the best candidate to proceed with the remainder of the hiring process.
Some corporations have moved to a process of conducting more than the initial two interviews. If this is the case the next block represents the scheduling of the third interviews with upper management or fellow potential workers.
Once the final candidate is identified and selected, the organization prepares the offer letter which discusses the details of when to report for work, how much is the compensation and other requirements to complete the hire.
Once the offer letter is completed it is then issued to the candidate with instructions on how to proceed to either accept or reject the offer.
If the terms of the offer letter meet all the parties’ expectations the candidate accepts the offer and both parties proceeds to complete the process.
With the acceptance of the offer a firm start date is established and the process is completed.
The final step is the candidate/new hire reporting for their first day at work.
The process map is the initial way for us to get an overview of where the TLS Continuum journey is taking us. The process map is a simplified tool from the methodology to show the steps involved. It gives us a clear view of the journey and how we are going to arrive at the end of the current process. We will more than likely change the process map as we make changes through the rest of the TLS Continuum.
What does your process map look like? Have you even done one?