Stakeholder Involvement – Stakeholders need to be identified including subject matter experts, project sponsor, team members and so on, so give some thought to coordinating the right skills for the team. Will you have a dedicated Project Manager or will the Recruitment Lead also act as the Project Manager? A common issue is not enough people involved to carry out the project. On the other hand, too many people can slow down a project and cause a lack of focus, (and ownership) so getting the balance right is essential.
Day to Day Operations – Don’t underestimate the capacity required to manage both your day to day activities and a recruitment technology project. Do you have visibility of your day to day, monthly commitments, reporting activities, meetings and so on? All these need to be considered alongside your project commitments. Once you have a view of this, you can then prepare to work smarter not harder.
Becoming a High Performing Team – Many frameworks and tools exist for mapping and measuring team performance against your critical success factors. An example is effective communication, critical to a project, yet often not done very well. Understanding your team’s performance and where individuals see themselves in the project will provide a practical starting point. Team performance can have a significant impact on results.
Capturing Requirements – With a blank page what would your perfect process look like? Talk to your team and understand how they work and understand what they want. Think about your customers/candidates and what they want. Work through each process in turn and think about who needs to be responsible for each task in your ideal recruitment process, how they will do it, how you will record and monitor it. Document it as it will become intrinsic to the project. Tip: Start at the end: what do you need to get out of the process and what do you need to know, then work back.
Successful Implementation and Deployment – There are many challenges you will encounter on a recruitment technology implementation; core team leavers mid-project, engagement, buy-in, communication. Make sure your project is on the radar of the right people to get the commitment and buy it in requires. Identify who needs to know about your project, what they need to know and by when and keep them regularly involved. Are there projects that overlap? If so, identify this up-front. Flag any risks early on.
Evaluation – Beyond Deployment. Revisit objectives to evaluate the successes which can help to drive future change. Think about quantitative and qualitative analysis. Has the project delivered what it intended to do? Was the project delivered within budget and on time? You also need to continually evaluate the business improvements over time to ensure long-term benefits are realised.
Make the project objectives SMART (Specific, Measurable, Achievable, Relevant and Time-bound), and they will drive the right results. Reduction in time to hire is a valid objective, but this isn’t a SMART objective, whereas reducing time to hire across the Catering Division by 10 days, by 31 May is SMART. Specify what you mean by metrics like time to hire and stick to it, e.g. calendar days from vacancy requisition approval to candidate accepting the offer.