Category: Talent Acquisition Strategy

Succession Planning: Maintaining Talent Continuity

Posted on by edyson

The immediate response to the COVID-19 pandemic by many organizations correctly focused on workplace safety, maintaining business continuity and preserving relationships with key clients and suppliers.

Now, organizations are rebuilding and preparing themselves for the new normal. And, they are taking a good look at their people, processes and systems, including creating or revisiting organizational succession plans.

Establishing a well thought out succession plan is now more important than ever and will continue to be a vital process as baby boomers move into retirement and skills gaps and shortages that were challenges before COVID-19 persist. In this article, we explore best practices for designing and executing a successful succession planning program to help your organization better prepare for workforce disruptions.

ebook

Five Tips for Leading Teams Through Crisis

Download ebook

What is Succession Planning?

For some organizations, succession planning simply means making sure there are replacement candidates for key positions. For organizations with a more comprehensive view, succession planning is a systematic process to ensure leadership continuity in key positions, retain and develop institutional knowledge within key employees for the future, encourage individual advancement and ensure the stability or “bench strength” of key personnel.

Having employees identified as backups makes good business sense, as it allows organizations to fill vital roles with qualified successors quickly. A successful succession planning program should align talent management with an organization’s culture, vision and strategies.

Key Benefits of Succession Planning

  • Identify skill gaps and training needs
  • Retain institutional knowledge in a knowledge economy
  • Replace unique or highly specialized competencies

Building Your Succession Planning Team

The role of HR in succession planning should be to support business leaders, facilitate the process and provide tools and guidance along the way. Engaging stakeholders, particularly senior leadership, is critical. As part of the process, you should conduct interviews with them, invite them to take surveys and attend focus groups to get a better understanding of which roles are considered most essential to operations and the future talent needs of your organization

Plan for Both People and Positions

The first step of succession planning begins with identifying which positions your organization should target based on urgency and how critical the roles are to your organization’s operations. Your succession plan should address both specific positions and individuals to ensure you are covering all of your bases.

When identifying individual employees as potential successors for a role, consider the following traits:

  • Flexible and willing to change roles and work environments
  • Interested in professional development and learning new skills
  • A good communicator who works well with other teams and departments

When identifying positions to include in your succession plan, considering the following:

  • Positions central to strategic goals or that can provide you with a competitive advantage during uncertain times
  • Positions that are specific to your organization or industry
  • Positions of influence and leadership within your organization
  • Jobs with long learning curves, training requirements, specialized licenses and certifications
  • Positions that require institutional knowledge and experience

Assessing Successor Candidates

Once critical positions have been identified, it is time for your succession planning team to identify the employees who can potentially fit into those roles when opportunities emerge. But what should your team look for in a potential successor? To answer this question, examine a candidate’s knowledge, skills and abilities (KSAs). The three terms seem interchangeable. However, they are distinctly different dimensions of a potential successor’s qualifications.

Knowledge: Focuses on the candidate’s understanding of key theoretical concepts important in the role.

Skills: Skills are the capabilities or hands-on experience needed for the application of theoretical knowledge important for the role.

Abilities: Abilities are the innate traits or talents that a person brings to the role if selected as a successor.

KSAs are the core competencies used when assessing talent and can create a better picture of a potential candidate’s strengths and weaknesses and are useful in paving an organization’s development programs and eventually, a successors’ growth in their new role. 

It is essential for you and your organization to develop a KSA profile of each candidate and see if their attributes align well with a specific role.  

Your succession planning team can start building KSA profiles by asking these three questions: 

  • Where does the organization see the role evolving in the next three to five years? 
  • What unique or specialized competencies are needed to succeed in the role?
  • What qualities should the new successor possesses in order to thrive in the role and meet your organization’s business objectives? 

A successor does not need to be someone who will think, talk and react the same way as the incumbent, you just need to be confident that the candidate can step up to the plate when called upon.

Develop Future Leaders Today

While every job is important, leadership positions within your organization would significantly impact your business if left open for a long period. In fact, according to SHRM’s Selecting Leadership Talent for the 21st-Century Workplace report, the cost of replacing a senior executive can range from $750,000 to $2.5 million, and up to $52 million for a chief executive officer. Leaders will undoubtedly be a significant competitive advantage as your organization rebounds and recovers. This means retaining, developing and leveraging future talent is even more important than it was pre-pandemic.

Your succession planning team, which should include HR and other key members of your executive leadership team, should conduct a thorough review of the skill sets of each member of your leadership team and identify candidates with similar skills who could become potential successors. Your team should also determine skills that you might be missing on your current leadership team and will be needed to emerge successfully from the pandemic and beyond.

PeopleScout Solution Spotlight

Design and delivery of leadership and development centers for a law enforcement agency.

  • Our client’s promotion criteria were historically focused on operational knowledge; we lead a shift in focus to also consider leadership capabilities and behavior.
  • We designed a behavioral framework aligned with national law enforcement standards and local leadership aspirations and organizational values.
  • We led the creation of both operational and behavioral exercises for each rank in the law enforcement agency.
  • We trained talent assessors and developed a digital assessment platform with automated feedback reports to create a more centralized process for succession planning.

Leverage Succession Planning to Retain Institutional Knowledge

According to research conducted by Panopto, 42% of the skills and expertise required to capably perform in a given position will be known only by the person currently in that position. Institutional knowledge is a combination of experiences, processes, data, expertise, cultural values and information possessed by specific employees or teams within your organization. It can span decades and is comprised of your organization’s tangible and intangible knowledge that defines who you are and how you operate. While some of this knowledge gets translated into processes and policies, most of it resides in the heads and hands of individual employees.

For example, what happens if your organization’s top sales manager is decides to take an early retirement or accepts a new position at another organization? Do you have a ready replacement? If yes, do they possess the deep institutional knowledge of your organization needed to rally their team and engage clients effectively?

With succession planning, you can ensure that knowledge sharing can occur concurrently between an employee and their potential successor, giving the successor the unique opportunity to gain useful skills and knowledge without a long, on-the-job learning curve. In the following graphic, we outline best practices for training and developing successor talent.

Training and Development of Successor Candidates

Training and development for potential successor candidates can take many forms and should include both real-life scenarios and classroom-style training. Below are a few common exercises to help ease the candidates into their future roles. 

  • Stretch Assignments: Just like the name implies, the employees will have to complete a set of tasks or assignments that stretch their limits. Examples include leading a special project, being assigned to a challenging task, or chairing a committee. 
  • Job Rotations: Enable successor candidates to rotate and assume different roles to obtain new experiences and learn more about the operations and processes of your organization. 
  • Mentoring and Coaching: Create or leverage existing corporate mentorship programs and pair successor candidates with senior employees to provide candidates with ongoing guidance, deeper insights and career support. 

Communication is Key

Clear and concise communication makes the succession planning strategy much smoother. According to research conducted by Massachusetts Mutual Life Insurance Company, around 25% of employees in line to take over a key role in an organization did not know they had been chosen for the role. Consider what this might mean — an employee might believe they have no real future at your company and so might make plans elsewhere.

Be sure to inform each employee you have identified as a potential successor — especially in the case of leadership roles — that they have been ear­marked for a future role (without making an outright promise). Take this opportunity to determine if they are interested. While they might be content with their current position, knowing that you see real promise in them might make them feel valued, resulting in better employee retention.

Conclusion

A well-implemented succession plan will give your organization a sense of the investment you will need to make should backups for key positions be necessary. Whether it’s temporary or long-term, employees who are asked to assume greater responsibilities need support. Regularly checking in with employees will make you keenly aware of what they will need to be successful.

Remember, succession planning is not a one-off task. Organizations need to be agile to keep up with the fast-paced and ever-evolving world. You should regularly discuss and reevaluate your strategy with key stakeholders including front-line managers, your executive leadership team and HR leaders to make sure your plan is up to date.

PeopleScout U.S. Jobs Report Analysis – September 2020

Posted on by nfuqua

U.S. employers added 661,000 jobs in September, a slowdown from the previous month. Despite the growth, the jobs numbers still remain far below pre-pandemic levels. The unemployment rate fell to 7.9%. Year-over-year wage growth was at 4.7%.

U.S. Jobs Report September 2020 infographic

The Numbers

661,000: The U.S. economy added 661,000 jobs in September.

7.9%: The unemployment rate fell to 7.9%.

4.7%: Wages rose 4.7% over the past year.

The Good

September marked the fifth straight month of job growth, and the unemployment rate fell to 7.9% from nearly 15% in April. This brings the unemployment rate below the peak of the last recession. The largest gains came in the leisure and hospitality sector, which added 318,000 jobs, 200,000 of which came from bars and restaurants. MarketWatch also reports that workers are putting in more hours at work, which is good news.

The Bad

The recovery is slowing down. CNBC reports that the 661,000 jobs added to the economy in September fell short of the 800,000 expected in the Dow Jones estimate. This is also the first month of recovery where fewer than 1 million jobs were added. The New York Times reports that if the recovery continues at September’s pace, it will take 17 months to return to pre-pandemic employment levels.

The Wall Street Journal reports that the number of people reporting their layoffs as temporary has decreased, indicating that more layoffs are becoming permanent. This follows several large corporations announcing large numbers of planned layoffs. Though those numbers were not included in the September report, the news indicates that the recovery will continue to slow.

The Unknown

The September report leaves a lot unknown. This will be the last jobs report released before the 2020 U.S. election, where both President Donald Trump and democratic challenger former Vice President Joe Biden have promised to create millions of jobs. It’s not clear what, if any, impact the report will have on the election. The report was also released on the same morning when millions of Americans woke to learn that President Trump has been diagnosed with COVID-19.

Additionally, MarketWatch also reports that economists don’t agree on what will happen next. Some believe that the recovery will continue to slow and slide backward because of the end of federal aid and the start of the cold and flu season. Others believe the recovery will grow stronger as restrictions continue to lift and people find new ways to cope with the impact of the pandemic.

The Importance of Inclusion in Your Diversity Program

Posted on by jpatel

The seemingly never-ending obstacle course of 2020 has been filled with highs, lows and everything in between — from a landmark ruling for LGBTQ+ workers to an international awakening to systemic racism and a global pandemic that has impacted the lives of millions. As organizations around the world face a future more unpredictable than ever before, one thing remains certain: the business case for diversity and inclusion (D&I) is stronger than ever. 

In order to face unique challenges, organizations will need unique thinking, the kind that only comes with a truly diverse team — whether in age, gender, sexuality, race or otherwise. According to a report from the World Economic Forum, companies with above-average diversity scores report nearly 20% higher revenue due to innovation. Moreover, this article from The Conversation cites research from more than 300 Australian studies that conclusively shows how workplace racism has a direct, detrimental impact on performance, accounting for an estimated 3% loss in average annual gross domestic product. 

That said, the driving motivators for organizations to foster effective D&I programs should not be focused only on performance metrics, but rather the desire to make employees feel represented, understood, respected and cared for. While most companies are able to increase their level of diversity, they struggle with cultivating a culture in which those diverse voices are heard — leaving room for improvement in their inclusion efforts. 

D&I: Defined 

Diversity and inclusion in the workplace has been a hot topic for years, so why does it often seem like minimal meaningful change has occurred? Unfortunately, the downfall for many organizations is the misinterpretation that diversity and inclusion are synonymous. To avoid making this mistake, it is important to understand the difference between diversity and inclusion, to better understand why it’s time to shift focus to the latter. 

The definition for diversity is relatively straightforward, and simple enough for most organizations to achieve by tracking demographics and collecting concrete data to ensure they hire and promote people of varying backgrounds. 

However, the definition for inclusion is more difficult to effectively measure results against because every organization can interpret words like “including” and “accommodating” differently.  

According to Deloitte, “without a shared understanding of inclusion, people are prone to miscommunication, progress cannot be reliably evaluated, leaders can’t be held accountable and organizations default to counting diversity numbers.” 

Deloitte goes a step further by using its research to create a holistic definition comprised of four distinct yet connected elements:  

  • Fairness and respect: The starting point for effective inclusion is ensuring people are treated equitably and with respect — in both nondiscrimination and basic courtesy.  
  • Valued and belonging: People will feel included when they believe their authentic self is valued by others and they feel a sense of connectedness with their peers. 
  • Safe and open: Inclusion is experienced when people feel safe to speak up without any fear of embarrassment or retaliation. 
  • Empowered and growing: True inclusion happens when people feel empowered to grow in their role and do their best work — diversity of thinking can emerge.  

By looking at the depth of these definitions, it’s clear that building and maintaining an effective inclusion program requires considerably more time and effort than it does to reformat a hiring process to increase diversity. While diversity can be measured and those metrics can be used to set and achieve goals, inclusion calls for a continuous cultural reset.  

Inclusion Requires Action 

In a 2020 report by McKinsey & Company, data from three industries with the highest levels of executive-team diversity — financial services, technology and healthcare — showed that “while overall [employee] sentiment on diversity was 52% positive and 31% negative, sentiment on inclusion was markedly worse, at only 29% positive and 61% negative.” Furthermore, the levels of negative sentiment about equality and fairness of opportunity, key indicators of inclusion, were also particularly high — proving that even more diverse companies struggle with effective inclusion.  

So, what are some steps organizations can take toward fostering better inclusion? To gain some insight, LinkedIn asked Black talent leaders their thoughts on what talent acquisition teams can do to accelerate diversity and inclusion. Here are three of their tactics: 

Change how and where you look for talent  

This starts with having diverse recruiting teams. Having recruiters from a wide variety of backgrounds will help employers change the way they think about how and where they find talent — shifting their sourcing beyond the geographies, companies and schools they’ve become accustomed to. 

Make a “top-down investment” in diverse employees 

To build diversity into the succession plan, organizations should invest time, money, training and executive sponsorship into their diversity efforts, ensuring representation across the business. By hiring and promoting diverse talent, an organization sends a message of inclusion that ripples throughout the company and into the industry — positioning you as an inclusive workplace that recognizes the value of diverse talent. 

Leverage the power of remote work  

Continuing distributed work strategies beyond the current crisis will allow recruiting teams to source, engage and hire talent where they are. Organizations will no longer be limited to talent that lives in the same geographies as their physical offices, meaning they can expand their scope to locations that are historically diverse.  

These tactics may seem like large feats, and that’s because they are. Building an organization that is truly diverse and inclusive is a huge undertaking that takes time, effort and serious commitment. While you work on the organizational overhaul, keep in mind that there are also some smaller steps you can take along the way: 

  • Provide resources. Inclusion can’t be mandated; it requires the “changing of hearts and minds.” Organizations can do their part by encouraging open dialogue and providing educational resources, like this anti-racist reading list from DiversityInc. 
  • Break up cliques. We are naturally drawn toward others who are like us, which can often result in cliques. Create opportunities to position employees outside of their comfort zone and into work groups made up of people with various backgrounds. 
  • Form inclusive groups. Create a dedicated task force focused on updating policies that promote your company’s values. Project Include offers more suggestions for creating systemic inclusion here. 
  • Offer professional development. Offering development programs and mentorship opportunities to underrepresented employees who may have a steeper hill to climb can help them in their career ascent.  
  • Showcase diverse talent. Representation matters, and employees and candidates will understand how you value diverse talent when you celebrate and share their stories. 

A Continuous Journey 

It can be easy to get lost in the mindset that inclusion is a “one and done” activity. That mindset has a certain allure, because it would mean we could all rest assured knowing we’ve created a workforce that is 100% diverse and effectively inclusive. In reality, inclusion is a continuous journey that requires a concerted effort, focus and determination to effect meaningful change. You can think of it like a long road trip — one that requires multiple checkpoints, refuels and stops to check you’re still going in the right direction. To ensure you’re always on the correct path, it can be helpful to perform a regular inclusion audit that asks: 

  • Does the organization have a continuous representation of diverse talent? 
  • Is diverse talent represented in leadership roles? 
  • Is there room to remove bias in the hiring process? Promotion process? 
  • Are we listening to employee concerns? 
  • Are we regularly surveying employee sentiment on D&I? 
  • Do we know what’s working? What isn’t? 
  • Have we asked employees what they want and need? 

It’s clear that simply hiring diverse talent is not enough. While it’s a start, it’s only part of the solution. Workplace experience and true inclusion is what will help employees feel represented and valued, leading to diverse hires that stay, grow and thrive. The road ahead is a long one, but by implementing the strategies outlined in this article, your organization will be well on its way toward a better diverse and inclusive workplace. 

PeopleScout U.S. Jobs Report Analysis – August 2020

Posted on by nfuqua

U.S. employers added 1.4 million jobs in August, a slowdown from the previous month. Despite the growth, the jobs numbers still remain far below pre-pandemic levels. The unemployment rate fell to 8.4%. Year-over-year wage growth was at 4.7%.

u.s. jobs report

The Numbers

1.4 million: The U.S. economy added 1.4 million jobs in August.

8.4%: The unemployment rate fell to 8.4%.

4.7%: Wages rose 4.7% over the past year.

The Good

August marked the fourth straight month of job growth, and the unemployment rate fell to 8.4% from nearly 15% in April. This brings the unemployment rate below the peak of the last recession. The New York Times reports that women have made the strongest recovery; however, women took the heaviest hit earlier in the year. The labor participation rate rose to 61.7%, up from last month’s 61.4%, but still below February’s 63.4%.

The Bad

While the continued recovery is good news, it is slowing down. The survey was also taken early in the month of August, before economists say they saw worrying signs in the economy and only shortly after enhanced economic benefits expired. NBC reports that job postings have dropped by 9%, and several large companies have announced additional layoffs or furloughs.

The Unknown

As the recovery slows down, economists are concerned about what is next. The Wall Street Journal reports that the additional waves of layoffs announced by some large employers in August demonstrate that some companies had prepared for only a short-term shut down. Now, as the pandemic continues, leaders need to make additional adjustments.

There is also still uncertainty over a second coronavirus relief bill. More than one month after many elements of the previous bill expired, Congress has yet to agree on how much and what types of aid should be provided.

COVID-19 Series: Preparing for Recovery and Hiring in Uncertain Times

Posted on by nfuqua

As organizations around the globe confront the challenges presented by the coronavirus (COVID-19) outbreak, even the most seasoned talent leaders find themselves in uncharted territory. We’re talking to our experts here at PeopleScout about the issues that are most pressing during this uncertain time.

We are focused on the safety of our employees and clients, friends, families and loved ones. However, it is important for many organizations to keep their talent acquisition functions moving – whether to provide essential services or to serve our communities by providing jobs.

In this episode, we talk about preparing for recovery. We don’t know exactly what the economic recovery will look like, but we do know that employers are facing a very different talent landscape than before the pandemic – and many have leaner talent acquisition teams.

Joining the podcast for this discussion is PeopleScout Client Portfolio Leader Chris Gould.

PeopleScout U.S. Jobs Report Analysis – July 2020

Posted on by nfuqua

U.S. employers added 1.8 million jobs in July, a slowdown from the previous month. Despite the growth, the jobs numbers still remain far below pre-pandemic levels. The unemployment rate fell to 10.2%. Year-over-year wage growth was at 4.8%.

July 2020 u.s. jobs report infographic

The Numbers

1.8 million: The U.S. economy added 1.8 million jobs in July.

10.2%: The unemployment rate fell to 10.2%.

4.8%: Wages rose 4.8% over the past year.

The Good

July marked the third straight month of job growth, and the unemployment rate fell to 10.2% from nearly 15% in April. The biggest private-sector gains were in leisure and hospitality, retail, education and health services and professional services. The Wall Street Journal reports that the number of people who are temporarily laid-off has continued to fall, indicating that more employers are bringing workers back.

The Bad

While the job gains are good news, July’s growth lagged significantly behind the 4.8 million jobs added in June, suggesting the recovery is slowing. Additionally, the gains over the past three months only account for less than half of those lost to the pandemic. Currently, 16.3 million people are still unemployed and looking for work. The Washington Post reports that hiring slowed as coronavirus infections began to rise again, and the economic recovery was weakest in the states with the highest numbers of new coronavirus infections.

The Unknown

Several factors could have a significant impact on the economy. First, the U.S. has had more than 5 million confirmed cases of the virus, with around 50,000 added each day. The New York Times reports that the longer the crisis continues, the greater the impact will be for businesses, especially small businesses.

Also, the additional $600 in unemployment payments expired at the end of July, and congress has yet to agree on an additional relief package. It’s not clear yet how much those payments were boosting the economy and what the impact of losing them will be.

COVID-19 Series: What Work Means Now

Posted on by nfuqua

As organizations around the globe confront the challenges presented by the coronavirus (COVID-19) outbreak, even the most seasoned talent leaders find themselves in uncharted territory. We’re talking to our experts here at PeopleScout about the issues that are most pressing during this uncertain time.

We are focused on the safety of our employees and clients, friends, families and loved ones. However, it is important for many organizations to keep their talent acquisition functions moving – whether to provide essential services or to serve our communities by providing jobs. Many organizations are also now adapting to a newly virtual workforce.

In that spirit, this podcast shares insights from a wide-ranging conversation from our UK team about the impact of COVID-19 on recruiting and hiring. The pandemic is impacting everything from how we conduct interviews to how candidates view recruitment marketing.

In this conversation, you’ll hear from Simon Wright, managing partner, Robert Peasnell, deputy managing director and Vanessa Hawes, senior employer brand and communications strategist.

[On-Demand] What Work Means Now: How to Attract and Retain Talent

Posted on by akessler

What Work Means Now: How to Attract and Retain Talent

Join Simon Wright, Managing Partner for this on demand webinar, What “Work” Means Now: How to Attract and Retain the Talent.

In this webinar,  we look to the future and discuss the next normal and what is means for you:

  • What changes can we expect to see to the world of work?
  • What will this mean for the relationship between employers and both current and potential colleagues?
  • What will the impact be on the ability for organizations to attract and retain talent moving forward?

COVID-19 Series: The Future of Work and A Global Look at the Role of HR

Posted on by nfuqua

As organizations around the globe confront the challenges presented by the coronavirus (COVID-19) outbreak, even the most seasoned talent leaders find themselves in uncharted territory. We’re talking to our experts here at PeopleScout about the issues that are most pressing during this uncertain time.

We are focused on the safety of our employees and clients, friends, families and loved ones. However, it is important for many organizations to keep their global talent acquisition functions moving – whether to provide essential services or to serve our communities by providing jobs. Many organizations are also now adapting to a newly virtual workforce.

In that spirit, this podcast shares insights from three of our leaders here at PeopleScout about how the COVID-19 pandemic is impacting the future of work, and what HR leaders should be thinking about right now.

You’ll hear from Jennifer Mattocks, PeopleScout’s managing director of the Americas; Robert Peasnell, deputy managing director of the United Kingdom; and Guy Bryant-Fenn, managing director of Australia and New Zealand.

Virgin Media: A Virtual Approach to Call Center Recruiting

Posted on by akessler
Virgin Media: A Virtual Approach to Call Center Recruiting

Virgin Media: A Virtual Approach to Call Center Recruiting

Virgin Media was receiving high customer call volumes and needed to hire 500 new customer service roles across the UK. During the COVID-10 lockdown. In just two months. Enter PeopleScout and our fully virtual RPO solution.

5,500 Applications Delivered
1,800 Virtual Interviews Assessed
300 Offers Made

Situation

As the UK entered lockdown due to the COVID-19 pandemic, enquiries to Virgin Media contact centers—including customer video calls—increased by up to 95% during daytime hours. To maintain excellent service and keep customers connected during this critical time, Virgin Media created more than 500 new contact center jobs in the UK based in Birmingham, Sheffield, Manchester and Teesside.

All 500 new hires needed to start in just two months, with the added complication of taking into account social distancing measures. Due to lockdown, candidates could not attend assessment centers or interviews onsite.

Plus, contact center managers did not have capacity to interview so many candidates while maintaining stringent service levels, and right-to-work onboarding checks could not go ahead as normal with an in-person visual review of original documentation.

Additionally, Virgin Media introduced a number of measures to ensure its people remained as safe as possible while continuing to help answer customer queries. This included providing remote working capabilities, where possible, and flexible working patterns.

All of this experience needed to be brought-to-life for candidates at the outset of their application to ensure swift hiring of the right caliber people. Virgin Media engaged PeopleScout for recruitment process outsourcing (RPO) and tech-charge talent assessment solution.

Solution

With a tight turnaround in play, we formed an agile working group which met twice daily to track project implementation and delivery progress. This rigorous schedule resulted in the deisgn and implementation of a new virtual hiring process in less than two weeks. This new fast-tracked application and assessment process used video interviews, dramatically reducing the processing time and allowing new staff to be selected within days and start within weeks.

To generate applications, we built a new page on the Virgin Media careers site and created an enhanced attraction plan to drive applicants there. We diverted existing candidates (whose roles had been cancelled) into the new process. To improve quality of applications and speed-up hiring, The microsite was built with two areas: a hints and tips page and a page illustrating the overall application process.

Recruiting capacity was scaled up, utilizing our global delivery centers to score over 5,000 application and nearly 2,000 video interviews and to support onboarding of successful candidates without delay.

Results

Within two weeks of launch, PeopleScout’s RPO team had:

  • Designed a virtual interview process from scratch
  • Delivered 5,500 new applications
  • Conducted over 1,800 online video interviews
  • Instigated 400 final stage qualification calls
  • Made nearly 300 offers within 4 weeks of kickoff
  • 95% of qualified candidates approved for hire during the Hiring Manager audit step

At a Glance

  • COMPANY
    Virgin Media
  • INDUSTRY
    Telecommunications
  • PEOPLESCOUT SOLUTIONS
    Recruitment Process Outsourcing
  • ANNUAL HIRES
    500 new call center hire
  • ABOUT VIRGIN MEDIA
    Virgin Media is a telecommunications, providing telephone, television and internet services in the United Kingdom. It is owned by Virgin Media O2.
Let’s Connect

“We have built a strong and effective partnership with PeopleScout, shown through the complexities brought about by the pandemic and then a large merger.”

Client feedback