Productivity Improvement Strategy


Business Situation


Recruiter production and productivity is not up to target levels in the either of the primary locations.  Some of the reasons for this may include the following factors:


  • quality of candidate calls

  • lack of sufficient  recruiter education (we have begun to successfully address this factor)

  • high turnover in the secondary location due to employee “poaching”

  • recruiters not following the proscribed process (again we have begun to address this with our business process and new education strategy)

  • management skills need development (we have begun to address this with the Workshop, but it is just a beginning)

  • high absenteeism

  • possible employee motivation issues


There is a high turnover problem in the secondary location, due to employee “poaching” and offers of increased compensation from other staffing agencies. We need to build employee loyalty and attachment to the company for employees that surpasses just compensation.  This usually occurs in situations where employees are satisfied in their jobs and there are opportunities for advancement. We plan to hire entry-level in the primary location where there is less competition and more opportunity (a plant closing) and develop them into recruiters.

We not sure of all the aspects that are affecting employee productivity, more investigation needs to be done in this area.  We plan to address this by performing a formal needs assessment /competency analysis and possibly a satisfaction survey. The plan for this will be detailed later in the recommendation portion of this document.


We have been successful in developing an eLearning tool for recruiters that provides functional task-based business processes education with the corresponding technical tasks in JobDiva. This tool has already been used successfully by a handful of managers to bring their new hires up to speed resulting in placements very early on in their employment tenure. This has yet to be formally rolled out to the entire organization. There is also the need to create and deliver interpersonal and communication skills education to improve the quality and consistency of candidate calls. Our call center manager brings a wealth of knowledge and expertise to the table in this area. He is an expert on the call center business and has some education materials for these topics which we plan to adapt to the staffing industry, and specifically to our needs.


While we have developed a rudimentary business process in the form of the eLearning modules (recruiting only) we do not have any formal way of managing performance or quality at this time.


We have also developed and delivered a workshop to all managers focused on providing them with the education and tools (coaching, mentoring, giving feedback, etc.) needed to implement the learning program in their teams. This workshop was extremely well-received by the participants and has resulted in some actual instances of changed behavior. We need to continue to build on this momentum by implementing the next phase of this plan (rolling out the e-learning program to all recruiters)  and providing an infrastructure to continue to support managers as they use their new (or refreshed)  coaching skills within their teams to improve performance.  This will be addressed in the Performance Management portion of the recommendation.




We recommend a multi- faceted programmatic approach through a structured change management process to be implemented in the following fashion/order.


  • Continue to move forward with our current learning strategy though the implementation of the recruiting modules through the organization’s entire recruiting population and augment our Learning and Education Strategy with the addition of communication skills elements, and the development of a structured compressive new hire and management development curricula.

  • Conduct a needs analysis at the primary location to validate our assessment of the significant  business issues affecting productivity (mid-late August)

  • Develop a competency assessment and perform a gap analysis to develop standard performance levels and pinpoint the needed areas of improvement.

  • Develop and Implement a hiring strategy and selection criteria to improve quality of new hires and increase retention.

  • Implement a Performance Management program and provide infrastructure to manage and monitor adherence and compliance to business process and provide correction and coaching.

  • Develop succession and career development plans for both entry-level employees and our “to be” managers with the purpose of increasing productivity and decreasing turnover.


Competency Assessment and Gap Analysis


The goal of the competency assessment and gap analysis is to define what tasks we want our employees to perform at what levels, assess current performance in these key areas and make a plan for bridging the gap the employees between where there skills are and where they need to be.


  • Develop competency definitions to delineate the exact the level of performance standards and expectations. For example:  listens effectively and responds appropriately to candidate questions, converses with ease and fluidity, effectively controls the conversation, etc.

  • Perform a gap analysis to determine the actual behaviors and skills deficits. This can be accomplished through call recording and analysis.

  • Using the competency definition and deficits develop a competency matrix to identify which skills areas need the most improvement for the most employees.


Also, we will want to consider an employee satisfaction survey - asking employees about their job satisfaction tells them that we are interested in their needs; this is an inexpensive and effective tool for increasing employee motivation.



Hiring Strategy


Every good employee begins with a good hiring decision. Some benefits that can be reaped from the use of a formal hiring and selection program are increased employee production capability, decreased turnover, increased retention, and repeated recruitment, onboarding, and new hire salary cost savings.

In order to make an informed decision, we need an explicit hiring process, selection criteria, express job profiles, interviewing models/templates, and pre-employment assessment(s). The use of these types of tools will ensure that the candidates meet our set criteria.  All of these tools can all be used to ensure better hiring decisions are made at the onset of employment.

Learning & Development


New Hire Education Curriculum


We have developed an e-learning tool for the recruiting organization that combines function, business process, and technical information. There is a need to build a formal comprehensive, structured new hire curriculum around that foundation that includes all the elements not addressed in the eLearning modules, such as candidate calls, matching candidates to requirements, relationship-building, effective networking, negotiation, and understanding the technologies in the requirements, etc. The education should be delivered via a variety of modalities, including self-paced, instructor- led, workshop, role-play, coaching, etc.

Management Development Curriculum

With the delivery of the management workshop, we now know that the managers are ripe for more of this type of education.  In our career development and succession plan section, we outline a strategy that includes a plan to develop potential high performers into managers.  These goals can be accomplished though a management development program that is linked to succession planning, performance, and compensation. Some of these types of education might include topics such as Situational Leadership, Sales Management, or New Hire Mentoring.



Technology Education


We realize that educating both new hires and incumbent recruiters on the most in- demand and emerging technologies is a challenging prospect.  We propose utilization of peer-to peer support in this area along with technologies seminars led by internal SME’s and possibly some of our top consultants. This type of partnering will also enhance recruiter/consultant relationship building.


Remedial Education


For incumbent employees identified as needing skills improvement though the gap analysis, customized learning and development  plans will be created based upon need, with education and coaching provided  that focuses on the specifically on the area(s) of the deficit, e.g. diction or voice modulation.


Ongoing Professional Development


This is an area where the company needs to improve. We have received positive feedback on this element from the workshops.  It could be as simple as committing to providing materials (articles, videos, access to webinars from industry experts, virtual workshops, etc.) on a regular basis.  Monthly may be a good interval to start.  Subject matter would cover the full range of key competencies.  Topics could include: “establishing mutually beneficial relationships”; “influential communication”; “win-win negotiations”; “industry trends and updates”; “professional networking” etc.  This would support our goal of creating a learning organization, and ensure that our colleagues remain at the forefront of skills and knowledge.


Performance Management (Quality) Program


The goal of the Performance management program is to monitor and measure the performance of the recruiting organization in an effort to increase quality and customer service, improve processes and production capability, thereby improving productivity and ultimately increasing revenue.

Once competencies have been been defined, and Recruiters and Managers have been begun to be educated in these areas, it will be necessary to provide the infrastructure to support continued quality, ongoing education, and coaching.  This can be accomplished thought the addition of two Performance Managers, one in in the primary location and one in the secondary location.


 The Performance Managers will be responsible to:


  • Record and audit candidate calls

  • Measure productivity  in their locations

  • Set and monitor quality & performance standards(SLA’s) and report on such

  • Implement quality initiatives and improvement as needed

  • Ensure employee adherence to standard  business processes

  • Work with people managers on employee development

  • Ensure employee compliance with JobDiva standards

  • Provide coaching and support where needed on JobDiva Best Practices, employee coaching techniques  (with Managers) and requirements with difficult or emerging technologies

  • Facilitate education modules as needed to new hires and remedials on topics such as proper email structure, call quality, voice, accents, etc.


Career Development/ Succession Planning


We are adding a formal career development program.  The goal of this program is to not only reduce turn over and increase return, but to increase job satisfaction.

We plan to hire entry-level’s (primarily in the first location) and provide them with the ability to gain more skills and greater levels of responsibility as they develop in their job roles.  These new hires would begin as Sourcing Specialists and then move up incrementally to higher grades based on production and skills levels. We will provide the education and support to assist them in reaching ever-increasing skill and production levels.


Next Steps


The next step after the approval of this strategy is to develop the associated project plan.

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