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Last updated: 9 August 2007
Better, Faster: streamlining recruitment in the APS
Section 2: Process mapping methodology
Reviewing your recruitment process through process mapping
The design and application of an efficient recruitment process starts with mapping your current process.
Process mapping is a simple and intuitive method of representing workflow information. By visually depicting an entire activity, a process map provides the opportunity to understand and analyse how each process works and what can be done to improve its performance.
Process maps help to:
- represent breakdowns and inefficiencies in information flow
- identify bottlenecks
- highlight unproductive utilisation of resources
- raise discussion about why things are done the way they are and what would have to change to enable greater efficiency
- design and develop a more streamlined approach
Although there are various ways to map processes, the approach suggested in this booklet has been piloted with several APS agencies and has led to a positive impact on recruitment efficiency.
A note of caution: resist the temptation to move straight to mapping the desired process. Without a good baseline of your existing process, it is unlikely you will have a full picture of the complex process of recruitment, making it difficult to move forward in a focused direction. For example, a lack of clear understanding of information requirements may result in unnecessary double-handling between managers and HR, and avoiding rather than managing risks can lead to convoluted and overly bureaucratic approval processes.
Designing a streamlined or innovative recruitment process can clash with an organisation’s culture and traditional ways of working. Managers and staff need to be reassured of the value and appropriateness of the new approach.
Reviewing your recruitment process through process mapping
Recruitment Mapping Card Set
Accompanying this booklet is a set of cards that will assist you in mapping your recruitment process. The cards cover many possible steps, handovers of information, decision points and approvals required during a typical (individual or bulk) non-SES recruitment exercise. You may not need to use all of the cards; similarly, blank cards have been provided for you to add additional steps.
Common process mapping symbols
The following common process symbols are featured on the top left corner of each card in the Recruitment Mapping Card Set to assist you when creating your process map electronically.
Circle—beginning or end of a process
Arrow—workflow lines
Rectangle—activity descriptions
Diamond—decisions/questions requiring a yes or no answer
Tips
- Set aside the time to focus on the exercise.
- Include the current recruitment team and some line managers when mapping the ‘as is’ process.
- Create ‘to be’ process maps for a range of recruitment approaches (e.g. common, bulk, highly streamlined), and facilitate sessions involving different line managers to unearth improvement suggestions.
- A layout suggestion is to think of columns. Centre the main process along one column, and group concurrent tasks together in the next column. This can highlight steps which should be, but are not currently, operating in tandem.
- Provide training for managers on the new process and address the commonly held misconceptions that led to inefficiencies in the old process.
- Implement a communication strategy that informs the entire organisation about the changes and why they are necessary.
- Expect exceptions: there is never any process that anticipates every possible scenario or situation—determine your approach to handling exceptions before the new process is deployed.
Using the card set
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| STEP 1 | STEP 2 | STEP 3 | STEP 4 | STEP 5 | STEP 6 |
| Use the Recruitment Mapping Card Set to carefully describe the status quo.
Complete the cards by adding the person responsible at each step and note key timelines. Rearrange, discard or add cards as needed. |
Challenge each step in the process (ask who, what, when, where, why, how questions).
Identify particular activities requiring streamlining/simplification:
Are there too many hands on the rudder? Identify policies that need to change and myths that need to be debunked. |
Use the diagnostic tool (Appendix) to assist in the identification of ‘what you have’, ‘what you want’ and to brainstorm improvement ideas.
Look at internal perception—do your clients (managers) view recruitment as correctly aligned to business needs? What are your competitors doing? |
Use a clean card set to chart a more efficient or streamlined recruitment process (the ‘to be’ map).
Build or adjust your model around the path to recruit. |
Conduct validation sessions across your agency to further identify the gaps that must be filled for successful implementation. | Prioritise the processes you’d like to change.
Prepare an action plan and agree a change programme. Regularly monitor progress against the plan and performance measures. |
Tip:
Sequentially number the cards, or photograph them, once your process map is completed.
This will help when translating your map into electronic form.
Diagnostic tool
The Appendix of this booklet presents a series of questions that you can ask in determining ‘what you have’ and ‘what you want’ from your recruitment process.
There’s no magic bullet when designing or enhancing a recruitment process. There may be many factors to consider and issues to address but only limited resources available.
If looking for a quick win or planning for incremental change, identify a key area of concern from your process mapping exercise (e.g. the define, attract or select stage) and use the diagnostic tool at the back of this booklet to focus on the areas where change would be most effective.
Over the medium to longer term, run through the remainder of the diagnostic tool to enhance the effectiveness of the entire process.
From insight to execution
- Once you have identified a range of tactics to improve your recruitment process, prioritise them. Which will have the biggest payoff , taking into account cost and risk?
- To execute the decisions made, prepare an action plan that identifies specific improvement recommendations, timelines for completion, and persons accountable.
- Set performance indicators and measures (e.g. cycle times, retention rates, staff satisfaction with the process).
- Agree a change programme—what has to be communicated and to whom.
- Find ways to embed accountability for the new process (e.g. performance agreements, AWAs).
- Regularly monitor progress against the plan and performance measures.
