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Central Recruitment Unit

Central Recruitment Unit. Strategic Project. The Business Case was first presented to VCE and PSI Steering Committee in December 2004 VCE gave in principle support to establish the Unit in April 2005, although funding was not provided due to the financial climate

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Central Recruitment Unit

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  1. Central Recruitment Unit Strategic Project

  2. The Business Case was first presented to VCE and PSI Steering Committee in December 2004 VCE gave in principle support to establish the Unit in April 2005, although funding was not provided due to the financial climate October 2006 saw the recruitment of Mario Marii, Recruitment Manager May 2007 saw established premises for the Unit to operate, 2 Recruitment Consultants were hired and HR admin staff were transitioned February 2008 - Page Up, the E-Recruitment Solution, went live in-house within the CRU team July 2009 a Post Implementation Review of the Central Recruitment Unit was conducted Establishment of the Central Recruitment Unit-the journey so far from 2004 to 2009.. People and Culture

  3. Business Case Objectives • To reduce ‘time to fill’ by 47%, from 75 days or 15 weeks, to 39.25 days • To reduce advertising costs by 76%, from $1081 to $261 per assignment • To reduce effort required to fill a position by 52%, from 83 to 40 hours per assignment • To reduce attrition rates within the first year (Between 1999 and 2003 1 in 10 recruitment activities were repeated before the original recruit had completed 12 months service) • To improve the quality of hire of candidates People and Culture

  4. So, how did we go? People and Culture

  5. Time To Fill Objective • To reduce ‘time to fill’ by 47%, from 75 days or 15 weeks, to 39.25 days Outcome • In 2008 the average time to fill reduced to 55 days and this has reduced to a 50 day time to fill period for 2009 Did we make it? • A reduction in days from 75 to 50 days equates to a 34% reduction for time to fill, which falls short of the 40 days, 47% target. People and Culture

  6. Advertising Costs Objective • To reduce advertising costs by 76%, from $1081 to $261 per assignment Outcome • Advertising spend has increased each year since 2006, noticeably from 2008 (2009 YTD is on track to spend $898,000). Did we make it? • Advertising costs have not reduced, although cost savings have been identified through negotiated contracts. Average advertising spend per hire was $873 in 2008 ($635,000) and that has risen to $1198 per hire in 2009 ($898,000). People and Culture

  7. Effort Required to Fill a Position Objective • To reduce effort required to fill a position (administration and workload) by 52%, from 83 to 40 hours per assignment Outcome • The CRU have demonstrated current time investment as 36 hours for the CRU and hiring area combined. 9 hours per assignment on average is spent by the CRU and the hiring area invests 27 hours per assignment. Did we make it? • Expectations have been exceeded in delivering a real time saving from 83 hours to 36 hours, which is a 47 hour time saving per assignment equating to a 56.5% reduction. People and Culture

  8. Attrition Rates in the First Year Objective • To reduce attrition rates within the first year (Between 1999 and 2003 1 in 10 recruitment activities were repeated before the original recruit had completed 12 months service) Outcome • As a whole, RMIT is experiencing higher attrition rates year on year. 2006 recorded 12%, 2007 recorded 13%, 2008 14% and 2009 will return an unprecedented 15% staff initiated turn over in the first year. Did we make it? • In 2008, 26 assignments required re recruitment within a 12 month period, equating to 3.5% and in 2009 YTD there has not been a requirement to repeat any assignments. People and Culture

  9. Quality of Hire Objective • To improve the quality of hire of candidates Outcome • Anecdotal feedback from Recruitment Unit Focus Groups, Candidate Feedback, an online People and Culture Survey and Hiring Manager reports have demonstrated this. Did we make it? • What do you think? The establishment of the CRU has improved and increased the quality of hire and also the candidate experience People and Culture

  10. Some Facts.. • The Business Case assumed recruitment of 350 roles per annum for the Recruitment Unit to manage, you may be surprised at these numbers.. • In 2006 we recruited 625 staff • In 2007 we recruited 651 staff • In 2008 we recruited 727 • In 2009 we are on track to recruit 749 • 2010?? People and Culture

  11. Where to from here? Stay tuned! • Standardised position descriptions will continue to be a focus – TAFE positions descriptions are endorsed and online, many more to follow • Continued cost and time savings will be identified through ongoing establishment of tailored Preferred Suppliers, such as Executive Search • Online assistance and recruitment information will be tailored, streamlined and strengthened • You will see the continued roll out of the E Recruitment solution, Page Up, to hiring managers • We will investigate an automated and online casual labour ‘ordering’ tool for labour hire across the University People and Culture

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