Part Two--- Avoid disrupting your process to enjoy greater results!
Improving productivity begins with the goal of a streamlined process with minimal disruptions. In part one of this three part series, we focused on managing and overcoming the fear of change when evaluating options. And by choosing to be empowered, you will be more prepared to take a logical and structured approach to improve your organization.
For part two, we identify essential steps to improve your talent acquisition outcomes when selecting suppliers. The structured approach has been used time after time to decrease risk and increase the probability of success when improving recruitment outcomes to gain a competitive advantage. Because of space and time issues, I’ll highlight the main points and if you have further questions, you can always contact me directly.
- Clarify business outcomes that are aligned with organizational objectives. By defining the improvements in quantitative and qualitative terms, you will provide clear strategic value to the organization. Whether you desire to improve efficiencies, service, or both, the results have to be measured and therefore should have a clear Return on Investment (ROI).
- Define who will be involved in each stage of the selection process. For instance, who will be project owner, point of contact, logistics coordinator, contract negotiator, business case/budget lead, and/or user experience lead? What are their roles, authority, and accountability to each stage of the process? How will the improvements help each stakeholder (why should they care)?
- Identify the decision milestones, timelines, communication and collaboration check points within the process in order to maintain a clear path for internal and external stakeholders to follow. Ambiguity allows for hijackers to distract and detract you from the process of “making it happen”. At the same time, a 5, 000 ft view of the project ensures there is enough time for vendor presentations, evaluation, reference checking, negotiation, contract, implementation, launch and deployment.
- Clarify and agree upon key criteria that are essential for a successful solution. Be sure to clearly state an ideal solution with prioritized key criteria. This will enable you to weigh and measure each option with an objective numerical value.
- General questions and points to consider: Do you have a change management plan in place? Do you have a clear SLA (Service Level Agreement) and scope of work with deliverables for measuring the supplier? Is there an out clause within the agreement to cover service disruption or non-compliance? Are there incentives for the supplier to exceed expectations?
We don’t proclaim to be the inventor of this approach, instead as a workforce solutions provider for Talent Intelligence, Talent Acquisition, and process improvement consulting, we’ve compiled many data points collected over the last 15 years when working with Fortune 1000 companies, which by design, are structured to mitigate decision making risk. So whether you are in a revenue producing unit or cost center, your plan has to create value for the organization. It takes courage and a well thought out solution to add strategic value as an HR Partner. In part three, I’ll identify tips on how to measure, manage, and improve your suppliers’ performance in order to achieve the results you want.
Until next time, keep charging forward!