Contributing Process


Financial services company/Human Resources Recruiting Department

Critical Business Issue

Insufficient qualified new talent, affecting bottom-line results

Critical Process Issue

Line department managers considered the “is” recruiting process inefficient, bureaucratic and overcontrolled by HR


  • Project cosponsors from HR and line organizations established a Steering Team and Project Team.
  • While project target was the Recruiting Process, scope included downstream processes that were affected by slow recruiting (that is, department on-boarding, training).
  • Standard RPM Analysis Phase was conducted.
  • Analysis revealed that some key disconnects (slowness in finding qualified technical candidates) was caused by poor or nonexistent relationships with local and state sources such as universities as well as failure of line managers to get their recruiting needs into the recruiting pipeline in on time.
  • Project Team conducted fact-finding visits with selected universities to explore options for campus recruiting (for example, fairs, job postings, and so on).
  • “Should” design incorporated several possible new sources and techniques for finding candidates.
  • Project Team recommended piloting of campus fair concept as well as tightening up of recruiting process to minimize wait times between interviews.
  • Steering Team reviewed and endorsed the “Should” design and authorized the pilot.

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