Scp tracking and reporting proposal
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TRACKING & REPORTING DATABASE PROPOSAL esented by Dionne Chingkoe & Karim H
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Transcript of Scp tracking and reporting proposal
TRACKING & REPORTING DATABASE PROPOSAL
Presented by Dionne Chingkoe & Karim Harji
The Problem
The Problem
INTRODUCTION
The Problem
The Problem
The ResultThe Result
INTRODUCTION
The Problem
The Problem
The Result
The Result
The Solution
The Solution
INTRODUCTION
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution in Action
The Solution in Action
INTRODUCTION
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
INTRODUCTION
OUR HISTORY
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in ActionDegree of Private Sector Engagement
Scale of Im
pact
HOW DID WE GET HERE?
“I think our bias at SCP has always been towards action and perhaps that's the most important aspect of our "how". Our belief is that we can learn more by "doing" than we can by "thinking”…we step back and ask ourselves…
"what did we learn from that action?”…and revise our theory of change to begin the next cycle again with more action.
Our bias to learn by doing, reflect honestly, and act often has fortunately led us
down a path where that allows us to build on our past successes and learnings. So my guess is that at some point there will be a Phase 4 based on the learnings we glean from this most recent plan of action, and the cycle will begin again.
- Bill The
ProblemThe
Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
WHAT’S NEXT?
?
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in ActionDegree of Private Sector Engagement
Scale of Im
pact
THE ROADBLOCKdata data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data data
THE CURRENT SYSTEM
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
THE STATED OBJECTIVES
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
THE STATED OBJECTIVES
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
NO LIGHT AT THE END OF THE TUNNEL
Don’t know if we are
achieving our mission
Don’t know if we are
achieving our mission
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
WE NEED A SOLUTION
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
The Solution
The Solution
THE BIG PICTURE VIEW
Inputs (Primary Data)
Outputs (Secondary Data)
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
IMPACT FROM TWO DIRECTIONS
Improving Processes
Tracking Success
THE AUDIENCE
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
THE PROCESS
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
THE PROCESS
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
Are we delivering candidates of sufficient quantity and quality? What is the degree of job readiness of candidates coming out of each specific agency? What is their probability of success in the hiring process?
How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
How do community hires compare to social hires in regards to advancement and performance?
What are the causes of failure at each stage of the hiring process and how can they be mitigated?
How can ChangeHR have the potential to tangibly redesign existing agency and employer processes? What impact could it have?
Is SCP achieving it’s mission and stated claims?
✓✓
✓✓
SIX QUESTIONS WE WANT TO ANSWER
✓✓
✓✓
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
✓✓
✓✓
Are we delivering candidates of sufficient quantity and quality? What is the degree of job readiness of candidates coming out of each specific agency? What is their probability of success in the hiring process?
How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
How do community hires compare to social hires in regards to advancement and performance?
What are the causes of failure at each stage of the hiring process and how can they be mitigated?
How can ChangeHR have the potential to tangibly redesign existing agency and employer processes? What impact could it have?
Is SCP achieving it’s mission and stated claims?
✓✓
✓✓
SIX QUESTIONS WE WANT TO ANSWER
✓✓
✓✓
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
✓✓
✓✓
Are we delivering candidates of sufficient quantity and quality? What is the degree of job readiness of candidates coming out of each specific agency? What is their probability of success in the hiring process?
How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
How do community hires compare to social hires in regards to advancement and performance?
What are the causes of failure at each stage of the hiring process and how can they be mitigated?
How can ChangeHR have the potential to tangibly redesign existing agency and employer processes? What impact could it have?
Is SCP achieving it’s mission and stated claims?
✓✓
✓✓
SIX QUESTIONS WE WANT TO ANSWER
✓✓
✓✓
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
✓✓
✓✓
Are we delivering candidates of sufficient quantity and quality? What is the degree of job readiness of candidates coming out of each specific agency? What is their probability of success in the hiring process?
How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
How do community hires compare to social hires in regards to advancement and performance?
What are the causes of failure at each stage of the hiring process and how can they be mitigated?
How can ChangeHR have the potential to tangibly redesign existing agency and employer processes? What impact could it have?
Is SCP achieving it’s mission and stated claims?
✓✓
✓✓
SIX QUESTIONS WE WANT TO ANSWER
✓✓
✓✓
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
✓✓
✓✓
Are we delivering candidates of sufficient quantity and quality? What is the degree of job readiness of candidates coming out of each specific agency? What is their probability of success in the hiring process?
How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
How do community hires compare to social hires in regards to advancement and performance?
What are the causes of failure at each stage of the hiring process and how can they be mitigated?
How can ChangeHR have the potential to tangibly redesign existing agency and employer processes? What impact could it have?
Is SCP achieving it’s mission and stated claims?
✓✓
✓✓
SIX QUESTIONS WE WANT TO ANSWER
✓✓
✓✓
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
✓✓
✓✓
Are we delivering candidates of sufficient quantity and quality? What is the degree of job readiness of candidates coming out of each specific agency? What is their probability of success in the hiring process?
How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
How do community hires compare to social hires in regards to advancement and performance?
What are the causes of failure at each stage of the hiring process and how can they be mitigated?
How can ChangeHR have the potential to tangibly redesign existing agency and employer processes? What impact could it have?
Is SCP achieving it’s mission and stated claims?
✓✓
✓✓
SIX QUESTIONS WE WANT TO ANSWER
✓✓
✓✓
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
✓✓
✓✓
Are we delivering candidates of sufficient quantity and quality? What is the degree of job readiness of candidates coming out of each specific agency? What is their probability of success in the hiring process?
How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
How do community hires compare to social hires in regards to advancement and performance?
What are the causes of failure at each stage of the hiring process and how can they be mitigated?
How can ChangeHR have the potential to tangibly redesign existing agency and employer processes? What impact could it have?
Is SCP achieving it’s mission and stated claims?
✓✓
✓✓
SIX QUESTIONS WE WANT TO ANSWER
✓✓
✓✓
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
✓✓
✓✓
THE PROCESS
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
✓✓
TAKE QUESTION 2 AS AN EXAMPLE
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
THE PROCESS
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
✓✓
TAKE QUESTION 2 AS AN EXAMPLE
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
THE PROCESS
The Solution
The Solution
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
STAGE 1Executive Sponsor
Project Leads
Project Support Team (Hiring Manager, HR, Operations, Recruitment
Step 1: Executive buy-in is generated from a given private sector company. The project team is built by identifying the executive sponsor, key contacts in HR, recruitment, operations, and among the hiring managers.
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
STAGE 1Executive Sponsor
Project Leads
Project Support Team (Hiring Manager, HR, Operations, Recruitment
Step 1: Executive buy-in is generated from a given private sector company. The project team is built by identifying the executive sponsor, key contacts in HR, recruitment, operations, and among the hiring managers.
Step 2: SCP and Project Team sit down to understand the overall HR process
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
STAGE 1Executive Sponsor
Project Leads
Project Support Team (Hiring Manager, HR, Operations, Recruitment
Step 1: Executive buy-in is generated from a given private sector company. The project team is built by identifying the executive sponsor, key contacts in HR, recruitment, operations, and among the hiring managers.
Step 2: SCP and Project Team sit down to understand the overall HR process
Step 3: Employment opportunities that fit the hiring criteria are identified. Specific divisions and positions for the pilot project are isolated.
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
STAGE 1Executive Sponsor
Project Leads
Project Support Team (Hiring Manager, HR, Operations, Recruitment
Step 1: Executive buy-in is generated from a given private sector company. The project team is built by identifying the executive sponsor, key contacts in HR, recruitment, operations, and among the hiring managers.
Step 2: SCP and Project Team sit down to understand the overall HR process
Step 3: Employment opportunities that fit the hiring criteria are identified. Specific divisions and positions for the pilot project are isolated.
Requirements for position:-Criteria-Qualifications-Profiles of Existing Employees
Detailed Job description
Employer MOU and control group
Finalized number of positions and timelines
Step 4: Specific position information is gathered and formalized into a detailed job description.
PRIMARY INPUTSEmployerEmployer BranchBranch
Job PostingJob Posting
AgencyAgency CandidateCandidate
Job-Ready CandidateJob-Ready Candidate
Hiring RoundHiring Round
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
Hired Employee
Hired Employee
SAMPLE INPUTS
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in ActionPrimary Inputs each with drop-down menus
SAMPLE FORMS
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
Employee (Employee ID, Job Posting ID, Candidate ID, Start Date…)
SAMPLE TABLES
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
Database with pre-
programmed formulas
Database with pre-
programmed formulas
Question 6 - Desired Outputs 2010 2011 2012 2013… 2020
% of hires that retain employment through third month 10% 10% 20% 30% 50%
% of hires still retained at 12 month 5% 5% 10% 15% 25%
% of hires positioned to career ladder 10% 10% 20% 30% 40%
# of total employers engaged as % of Fortune 500 companies 0% 1% 2% 20% 80%
# of placements per employer 5 10 20 30 50
# of total placements 100 400 1200 2500 40000
# of total community hires involved 200 800 2400 5000 80000% of involved employers with no incentive required 20% 30% 40% 50% 100%
% that exit to equal or better opportunity 20% 30% 40% 50% 100%
% of agencies interested in deeper invovlement with SCP 5% 5% 10% 30% 70%
SAMPLE OUTPUT FORMSQuestion 2 – Desired Outputs
2010 2011 2012 2013… 2020
Average % starting wage increase from last job
Employer A 2% 5% 10% 15% 15%
Employer B 5% 10% 20% 20% 20%
% wage increase over the progression of job
Employer A 2% 5% 10% 15% 20%
Employer B 5% 10% 20% 25% 30%Avg social hire starting wage at each employer location
Employer A $12 $12 $12 $15 $15
Employer B $18 $18 $18 $18 $18
Type of benefits received None Partial Partial Full FullNumber of instances training valued over $XX received 0 1 1 2 2% change in number of people above welfare line at 12mo point 5% 5% 10% 20% 40%
Internal Promotion rate 30% 30% 20% 20% 5%
Employee's relative satisfaction compared to old job 3 3 3 4 4% of hires that believe there is an opportunity to advance/ career ladder 5% 10% 20% 30% 40%Performance ratings on:
Technical skills required for the job 1 2 2 3 4
Soft skills required for this role 2 2 3 3 4
Related/relevant experience 1 2 3 3 3
Fit with Corporate Culture 1 2 2 3 3
% of initial hires moving to FTE status 20% 30% 40% 50% 60%
Time to first wage increase 2 yr 1 yr 1 yr 9 mo 9 mo% of hires earning greater than minimum wage 50% 50% 60% 60% 65%
SAMPLE OUTPUT FORMSFunnel Ratio (interviewed to hired) from each agency:
Agency A 20% 30% 40% 50% 70%
Agency B 5% 5% 10% 20% 40%
Agency C 30% 30% 20% 20% 5%
The Problem
The Problem
The Result
The Result
The Solution
in Action
The Solution
in Action
The Solution
The Solution
THE PROCESS
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
The Solution
The Solution
AT THE JUNCTIONS
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
The Solution
The Solution
• Are these questions of equal relevance?• Have the perspectives of all relevant audiences been addressed?• Are all of these questions reliable and valid?• Are all of them relevant to us and our stakeholders?• Are any of them of higher priority than others?• Is there anything extraneous?
AT THE JUNCTIONS
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
The Solution
The Solution
• Which variables can we control?• How do we define certain terms like “job-readiness?”•How do we track employer provided supports?•Can all of the metrics we have chosen act as accurate means of measurement? •Have they been used and validated elsewhere?•Are the metrics we have chosen the most direct means of measuring?•Are any of them redundant?
AT THE JUNCTIONS
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
The Solution
The Solution
•Do each of the formulas properly measure the metrics we have outlined?• How precisely do we need to track variables? Should data be collected in an aggregate form or on an individual basis?
AT THE JUNCTIONS
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
The Solution
The Solution
• Which variables can we control?• How do we track temporary and permanent jobs differently?• How do we treat franchise and ChangeHR reporting differently?• How do we know the control group is comparable?• Is there a way to con
AT THE JUNCTIONS
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
The Solution
The Solution
•What type of people/skills do we need on board internally?•How much are we willing to spend in terms of dollars and time?•Do we need two different databases or just one comprehensive one?•Which players need to cooperate for us to collect data accurately?•Where could inaccuracies occur?
AT THE JUNCTIONS
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
The Solution
The Solution
• What does the timeline for implementation look like?
SKILLS AND PEOPLE NEEDED
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
The Solution
The Solution
• Externally contracted individual or company with expertise in database development and information systems
• MIS student or an external temporary hire looking for experience but is knowledgeable about database development
• Internal staff member with significant work time allocated towards this project and with access to external expertise.
THANK YOU
QUESTIONS?
YOU’RE PROBABLY
WONDERING WHAT THIS
BLACK BOX IS
SAMPLE OUTPUT FORMS
1
S: To prove that this is a better recruitment channel than the traditional channel
G: To find out which agencies are most effective and which demographic is most difficult to help
A: To find out how they can be more effective with their processes and screening methods
E:
2
S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved.G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizensA:
E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires
3
S: To create a business case for Change HR by proving that community hires are an untapped group with high potential
G: To find out if community hires can be converted to equally performing members of workplacesA:
E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives
4
S: To understand how to vary inputs and partners as necessaryG: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected.
A: To strive for better performance by fixing weak links in the hiring processE: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices.
5
S: To test the feasibility of the ChangeHR concept via pilotsG: To see the cost saving potential of SCP's proposalsA:
E: To improve recruitment processes and gaine access to an untapped pool of potential hires
6
S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change.G: To have concrete data on which to make funding reallocation decisions. A:
E: To have economic incentives backing up and integrated community hiring initiative.
WHO IS INTERESTED AND WHY?
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
Are we delivering candidates of sufficient quantity and quality? What is the degree of job readiness of candidates coming out of each specific agency? What is their probability of success in the hiring process?
1?
1
S: To prove that this is a better recruitment channel than the traditional channel
G: To find out which agencies are most effective and which demographic is most difficult to help
A: To find out how they can be more effective with their processes and screening methods
E:
2
S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved.G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizensA:
E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires
3
S: To create a business case for Change HR by proving that community hires are an untapped group with high potential
G: To find out if community hires can be converted to equally performing members of workplacesA:
E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives
4
S: To understand how to vary inputs and partners as necessaryG: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected.
A: To strive for better performance by fixing weak links in the hiring processE: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices.
5
S: To test the feasibility of the ChangeHR concept via pilotsG: To see the cost saving potential of SCP's proposalsA:
E: To improve recruitment processes and gaine access to an untapped pool of potential hires
6
S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change.G: To have concrete data on which to make funding reallocation decisions. A:
E: To have economic incentives backing up and integrated community hiring initiative.
WHO IS INTERESTED AND WHY?
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
1
S: To prove that this is a better recruitment channel than the traditional channel
G: To find out which agencies are most effective and which demographic is most difficult to help
A: To find out how they can be more effective with their processes and screening methods
E:
2
S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved.G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizensA:
E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires
3
S: To create a business case for Change HR by proving that community hires are an untapped group with high potential
G: To find out if community hires can be converted to equally performing members of workplacesA:
E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives
4
S: To understand how to vary inputs and partners as necessaryG: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected.
A: To strive for better performance by fixing weak links in the hiring processE: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices.
5
S: To test the feasibility of the ChangeHR concept via pilotsG: To see the cost saving potential of SCP's proposalsA:
E: To improve recruitment processes and gaine access to an untapped pool of potential hires
6
S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change.G: To have concrete data on which to make funding reallocation decisions. A:
E: To have economic incentives backing up and integrated community hiring initiative.
WHO IS INTERESTED AND WHY?
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
2?
1
S: To prove that this is a better recruitment channel than the traditional channel
G: To find out which agencies are most effective and which demographic is most difficult to help
A: To find out how they can be more effective with their processes and screening methods
E:
2
S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved.G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizensA:
E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires
3
S: To create a business case for Change HR by proving that community hires are an untapped group with high potential
G: To find out if community hires can be converted to equally performing members of workplacesA:
E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives
4
S: To understand how to vary inputs and partners as necessaryG: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected.
A: To strive for better performance by fixing weak links in the hiring processE: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices.
5
S: To test the feasibility of the ChangeHR concept via pilotsG: To see the cost saving potential of SCP's proposalsA:
E: To improve recruitment processes and gaine access to an untapped pool of potential hires
6
S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change.G: To have concrete data on which to make funding reallocation decisions. A:
E: To have economic incentives backing up and integrated community hiring initiative.
WHO IS INTERESTED AND WHY?
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
1
S: To prove that this is a better recruitment channel than the traditional channel
G: To find out which agencies are most effective and which demographic is most difficult to help
A: To find out how they can be more effective with their processes and screening methods
E:
2
S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved.G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizensA:
E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires
3
S: To create a business case for Change HR by proving that community hires are an untapped group with high potential
G: To find out if community hires can be converted to equally performing members of workplacesA:
E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives
4
S: To understand how to vary inputs and partners as necessaryG: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected.
A: To strive for better performance by fixing weak links in the hiring processE: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices.
5
S: To test the feasibility of the ChangeHR concept via pilotsG: To see the cost saving potential of SCP's proposalsA:
E: To improve recruitment processes and gaine access to an untapped pool of potential hires
6
S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change.G: To have concrete data on which to make funding reallocation decisions. A:
E: To have economic incentives backing up and integrated community hiring initiative.
WHO IS INTERESTED AND WHY?
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
How do community hires compare to social hires in regards to advancement and performance?3
?
1
S: To prove that this is a better recruitment channel than the traditional channel
G: To find out which agencies are most effective and which demographic is most difficult to help
A: To find out how they can be more effective with their processes and screening methods
E:
2
S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved.G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizensA:
E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires
3
S: To create a business case for Change HR by proving that community hires are an untapped group with high potential
G: To find out if community hires can be converted to equally performing members of workplacesA:
E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives
4
S: To understand how to vary inputs and partners as necessaryG: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected.
A: To strive for better performance by fixing weak links in the hiring processE: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices.
5
S: To test the feasibility of the ChangeHR concept via pilotsG: To see the cost saving potential of SCP's proposalsA:
E: To improve recruitment processes and gaine access to an untapped pool of potential hires
6
S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change.G: To have concrete data on which to make funding reallocation decisions. A:
E: To have economic incentives backing up and integrated community hiring initiative.
WHO IS INTERESTED AND WHY?
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
1
S: To prove that this is a better recruitment channel than the traditional channel
G: To find out which agencies are most effective and which demographic is most difficult to help
A: To find out how they can be more effective with their processes and screening methods
E:
2
S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved.G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizensA:
E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires
3
S: To create a business case for Change HR by proving that community hires are an untapped group with high potential
G: To find out if community hires can be converted to equally performing members of workplacesA:
E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives
4
S: To understand how to vary inputs and partners as necessaryG: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected.
A: To strive for better performance by fixing weak links in the hiring processE: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices.
5
S: To test the feasibility of the ChangeHR concept via pilotsG: To see the cost saving potential of SCP's proposalsA:
E: To improve recruitment processes and gaine access to an untapped pool of potential hires
6
S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change.G: To have concrete data on which to make funding reallocation decisions. A:
E: To have economic incentives backing up and integrated community hiring initiative.
WHO IS INTERESTED AND WHY?
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
What are the causes of failure at each stage of the hiring process and how can they be mitigated?4
?
1
S: To prove that this is a better recruitment channel than the traditional channel
G: To find out which agencies are most effective and which demographic is most difficult to help
A: To find out how they can be more effective with their processes and screening methods
E:
2
S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved.G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizensA:
E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires
3
S: To create a business case for Change HR by proving that community hires are an untapped group with high potential
G: To find out if community hires can be converted to equally performing members of workplacesA:
E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives
4
S: To understand how to vary inputs and partners as necessaryG: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected.
A: To strive for better performance by fixing weak links in the hiring processE: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices.
5
S: To test the feasibility of the ChangeHR concept via pilotsG: To see the cost saving potential of SCP's proposalsA:
E: To improve recruitment processes and gaine access to an untapped pool of potential hires
6
S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change.G: To have concrete data on which to make funding reallocation decisions. A:
E: To have economic incentives backing up and integrated community hiring initiative.
WHO IS INTERESTED AND WHY?
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
1
S: To prove that this is a better recruitment channel than the traditional channel
G: To find out which agencies are most effective and which demographic is most difficult to help
A: To find out how they can be more effective with their processes and screening methods
E:
2
S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved.G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizensA:
E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires
3
S: To create a business case for Change HR by proving that community hires are an untapped group with high potential
G: To find out if community hires can be converted to equally performing members of workplacesA:
E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives
4
S: To understand how to vary inputs and partners as necessaryG: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected.
A: To strive for better performance by fixing weak links in the hiring processE: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices.
5
S: To test the feasibility of the ChangeHR concept via pilotsG: To see the cost saving potential of SCP's proposalsA:
E: To improve recruitment processes and gaine access to an untapped pool of potential hires
6
S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change.G: To have concrete data on which to make funding reallocation decisions. A:
E: To have economic incentives backing up and integrated community hiring initiative.
WHO IS INTERESTED AND WHY?
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
How can ChangeHR have the potential to tangibly redesign existing agency and employer processes? What impact could it have?5
?
1
S: To prove that this is a better recruitment channel than the traditional channel
G: To find out which agencies are most effective and which demographic is most difficult to help
A: To find out how they can be more effective with their processes and screening methods
E:
2
S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved.G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizensA:
E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires
3
S: To create a business case for Change HR by proving that community hires are an untapped group with high potential
G: To find out if community hires can be converted to equally performing members of workplacesA:
E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives
4
S: To understand how to vary inputs and partners as necessaryG: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected.
A: To strive for better performance by fixing weak links in the hiring processE: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices.
5
S: To test the feasibility of the ChangeHR concept via pilotsG: To see the cost saving potential of SCP's proposalsA:
E: To improve recruitment processes and gaine access to an untapped pool of potential hires
6
S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change.G: To have concrete data on which to make funding reallocation decisions. A:
E: To have economic incentives backing up and integrated community hiring initiative.
WHO IS INTERESTED AND WHY?
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
1
S: To prove that this is a better recruitment channel than the traditional channel
G: To find out which agencies are most effective and which demographic is most difficult to help
A: To find out how they can be more effective with their processes and screening methods
E:
2
S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved.G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizensA:
E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires
3
S: To create a business case for Change HR by proving that community hires are an untapped group with high potential
G: To find out if community hires can be converted to equally performing members of workplacesA:
E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives
4
S: To understand how to vary inputs and partners as necessaryG: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected.
A: To strive for better performance by fixing weak links in the hiring processE: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices.
5
S: To test the feasibility of the ChangeHR concept via pilotsG: To see the cost saving potential of SCP's proposalsA:
E: To improve recruitment processes and gaine access to an untapped pool of potential hires
6
S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change.G: To have concrete data on which to make funding reallocation decisions. A:
E: To have economic incentives backing up and integrated community hiring initiative.
WHO IS INTERESTED AND WHY?
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
Is SCP achieving it’s mission and stated claims?6?
1
S: To prove that this is a better recruitment channel than the traditional channel
G: To find out which agencies are most effective and which demographic is most difficult to help
A: To find out how they can be more effective with their processes and screening methods
E:
2
S: To find out which employers are more appropriate environments for community hires and where community hires are given opportunities to develop meaningful careers. To prove that community hire welfare is being improved.G: To see that this could be a means of achieving indirect cost savings by decreasing the volume of people relying on social assistance and my increasing the number of tax-paying citizensA:
E: To find out how HR practices can be improved and to determine how community hires are performing relative to traditional hires
3
S: To create a business case for Change HR by proving that community hires are an untapped group with high potential
G: To find out if community hires can be converted to equally performing members of workplacesA:
E: To have a foundation on which to make future hiring decisions and to see if there is potential for new CSR initiatives
4
S: To understand how to vary inputs and partners as necessaryG: To understand if government allocations are being used effectively and which parts of the hiring channel need more improvement. To see where resources should be redirected.
A: To strive for better performance by fixing weak links in the hiring processE: To understand which demographics are appropriate for the workplace and how to provide adequate support services to better incorporate community hiring practices.
5
S: To test the feasibility of the ChangeHR concept via pilotsG: To see the cost saving potential of SCP's proposalsA:
E: To improve recruitment processes and gaine access to an untapped pool of potential hires
6
S: To provide concrete evidence that will engage larger players and fuel future growth. To have tangible evidence for SCP's core theory of change.G: To have concrete data on which to make funding reallocation decisions. A:
E: To have economic incentives backing up and integrated community hiring initiative.
WHO IS INTERESTED AND WHY?
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
WHAT TO MEASURE
WHAT WILL THIS LOOK LIKE?
Inputs (Primary Data)
Outputs (Secondary Data)
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
Are we delivering candidates of sufficient quantity and quality? What is the degree of job readiness of candidates coming out of each specific agency? What is their probability of success in the hiring process?
How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
How do community hires compare to social hires in regards to advancement and performance?
What are the causes of failure at each stage of the hiring process and how can they be mitigated?
How can ChangeHR have the potential to tangibly redesign existing agency and employer processes? What impact could it have?
Is SCP achieving it’s mission and stated claims?
✓✓
✓✓
SIX QUESTIONS WE WANT TO ANSWER
✓✓
✓✓
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
✓✓
✓✓
Question 1 – Desired Outputs 2010 2011 2012 2013… 2020
Funnel Ratio (screened to interviewed) from each agency: Agency A 20% 30% 40% 50% 70%Agency B 10% 15% 20% 25% 30%Agency C 30% 20% 5% 5% 1%Funnel Ratio (interviewed to hired) from each agency: Agency A 20% 30% 40% 50% 70%Agency B 5% 5% 10% 20% 40%Agency C 30% 30% 20% 20% 5%
Funnel Ratio (screened to hired) from each agency: Agency A 4% 9% 16% 25% 49%Agency B 1% 1% 2% 5% 12%Agency C 9% 6% 1% 1% 0%Employer Satisfaction of candidates from each agency relative to other social hires 2 3 3 3 3
Employer Satisfaction relative to regular hires 2 3 3 4 4Funnel Ratio (screened to hired) from each demographic: Single Mothers 20% 30% 40% 50% 60%New Canadians 5% 5% 10% 20% 40%Disabled 20% 30% 40% 50% 60%At-Risk Youth 10% 30% 50% 80% 80%% of Candidates qualified for hiring criteria 30% 40% 50% 60% 80%
Avg # of training hours received from each agency 5 5 10 15 20
% of candidates that stay in training process till end 40% 50% 60% 70% 100%
SAMPLE OUTPUT FORMS
Are we delivering candidates of sufficient quantity and quality? What is the degree of job readiness of candidates coming out of each specific agency? What is their probability of success in the hiring process?
How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
How do community hires compare to social hires in regards to advancement and performance?
What are the causes of failure at each stage of the hiring process and how can they be mitigated?
How can ChangeHR have the potential to tangibly redesign existing agency and employer processes? What impact could it have?
Is SCP achieving it’s mission and stated claims?
✓✓
✓✓
SIX QUESTIONS WE WANT TO ANSWER
✓✓
✓✓
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
✓✓
✓✓
Are we delivering candidates of sufficient quantity and quality? What is the degree of job readiness of candidates coming out of each specific agency? What is their probability of success in the hiring process?
How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
How do community hires compare to social hires in regards to advancement and performance?
What are the causes of failure at each stage of the hiring process and how can they be mitigated?
How can ChangeHR have the potential to tangibly redesign existing agency and employer processes? What impact could it have?
Is SCP achieving it’s mission and stated claims?
✓✓
✓✓
SIX QUESTIONS WE WANT TO ANSWER
✓✓
✓✓
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
✓✓
✓✓
SAMPLE OUTPUT FORMSQuestion 3 - Desired Outputs 2010 2011 2012 2013… 2020
Relative Performance:
Technical skills required for the job 1 2 2 3 4
Soft skills required for this role 2 2 3 3 4
Related/relevant experience 1 2 3 3 3
Fit with Corporate Culture 1 2 2 3 3
Relative Wage Rate 1 2 3 3 3
Relative Internal Promotion Rate 1 2 3 3 3
Relative % duration of employment 20% 30% 50% 50% 100%
Relative Wage Rate 60% 80% 80% 100% 100%
% makeup of level job class 5% 5% 10% 20% 40%
Entry Level 10% 10% 20% 30% 50%
Team Leads 2% 5% 5% 10% 10%
Management 0% 0% 1% 2% 5%
Are we delivering candidates of sufficient quantity and quality? What is the degree of job readiness of candidates coming out of each specific agency? What is their probability of success in the hiring process?
How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
How do community hires compare to social hires in regards to advancement and performance?
What are the causes of failure at each stage of the hiring process and how can they be mitigated?
How can ChangeHR have the potential to tangibly redesign existing agency and employer processes? What impact could it have?
Is SCP achieving it’s mission and stated claims?
✓✓
✓✓
SIX QUESTIONS WE WANT TO ANSWER
✓✓
✓✓
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
✓✓
✓✓
SAMPLE OUTPUT FORMSQuestion 4 - Desired Outputs 2010 2011 2012 2013… 2020
% breakdown of nature of exit:
Positive 30% 40% 50% 60% 70%
Neutral 30% 30% 30% 30% 20%
Negative 40% 30% 20% 10% 10%
% breakdown of placement type post exit:
Unemployed or more Unfavourable Opportunity 50% 40% 30% 20% 10%
Equal or more Favourable opportunity 50% 60% 70% 80% 90%
% of reasoning behind exit
Personal 30% 30% 30% 30% 30%
Unvoluntary 40% 30% 20% 10% 10%
Alternate Opportunity 30% 40% 50% 60% 60%
% rejected that would be invited back to try again
Employer A 10% 10% 10% 20% 20%
Employer B 5% 5% 10% 20% 20%
Are we delivering candidates of sufficient quantity and quality? What is the degree of job readiness of candidates coming out of each specific agency? What is their probability of success in the hiring process?
How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
How do community hires compare to social hires in regards to advancement and performance?
What are the causes of failure at each stage of the hiring process and how can they be mitigated?
How can ChangeHR have the potential to tangibly redesign existing agency and employer processes? What impact could it have?
Is SCP achieving it’s mission and stated claims?
✓✓
✓✓
SIX QUESTIONS WE WANT TO ANSWER
✓✓
✓✓
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
✓✓
✓✓
SAMPLE OUTPUT FORMS
Question 5 - Desired Outputs 2010 2011 2012 2013… 2020
Average Time to Placement 3mo 1mo 1mo 1mo 2 weeks
% growth in placement volume 30% 40% 50% 60% 70%
cost ratio of training, placement, retention support 50:40:10 50:35:15 55:30:15 60:20:20 60:10:30
% change in average recruitment cost per hire 0% 2% 3% 5% 10%
% employers willing to intergrate social hiring 0% 0% 5% 10% 80%
% willing to pay similar sourcing and retention fees 0% 0% 5% 10% 80%
% of candidates that are social hires 0% 2% 5% 10% 20%
% decrease in time before exiting welfare line as compared to without SCP 0% 10% 30% 30% 30%
% of employers with intent to increase social hire volumes 5% 5% 10% 30% 70%
% of agencies interested in deeper invovlement with SCP 5% 5% 10% 30% 70%
Are we delivering candidates of sufficient quantity and quality? What is the degree of job readiness of candidates coming out of each specific agency? What is their probability of success in the hiring process?
How are hired candidates progressing in the workplace? What factors contribute to long-term employment and advancement? Is meaningful impact on employee welfare being made?
How do community hires compare to social hires in regards to advancement and performance?
What are the causes of failure at each stage of the hiring process and how can they be mitigated?
How can ChangeHR have the potential to tangibly redesign existing agency and employer processes? What impact could it have?
Is SCP achieving it’s mission and stated claims?
✓✓
✓✓
SIX QUESTIONS WE WANT TO ANSWER
✓✓
✓✓
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
✓✓
✓✓
SAMPLE OUTPUT FORMS
Question 6 - Desired Outputs 2010 2011 2012 2013… 2020
% of hires that retain employment through third month 10% 10% 20% 30% 50%
% of hires still retained at 12 month 5% 5% 10% 15% 25%
% of hires positioned to career ladder 10% 10% 20% 30% 40%
# of total employers engaged as % of Fortune 500 companies 0% 1% 2% 20% 80%
# of placements per employer 5 10 20 30 50
# of total placements 100 400 1200 2500 40000
# of total community hires involved 200 800 2400 5000 80000
% of involved employers with no incentive required 20% 30% 40% 50% 100%
% that exit to equal or better opportunity 20% 30% 40% 50% 100%
% of agencies interested in deeper invovlement with SCP 5% 5% 10% 30% 70%
STAGE 1Executive Sponsor
Project Leads
Project Support Team (Hiring Manager, HR, Operations, Recruitment
Step 1: Executive buy-in is generated from a given private sector company. The project team is built by identifying the executive sponsor, key contacts in HR, recruitment, operations, and among the hiring managers.
STAGE 1Executive Sponsor
Project Leads
Project Support Team (Hiring Manager, HR, Operations, Recruitment
Step 1: Executive buy-in is generated from a given private sector company. The project team is built by identifying the executive sponsor, key contacts in HR, recruitment, operations, and among the hiring managers.
Step 2: SCP and Project Team sit down to understand the overall HR process
STAGE 1Executive Sponsor
Project Leads
Project Support Team (Hiring Manager, HR, Operations, Recruitment
Step 1: Executive buy-in is generated from a given private sector company. The project team is built by identifying the executive sponsor, key contacts in HR, recruitment, operations, and among the hiring managers.
Step 2: SCP and Project Team sit down to understand the overall HR process
Step 3: Employment opportunities that fit the hiring criteria are identified. Specific divisions and positions for the pilot project are isolated.
STAGE 1Executive Sponsor
Project Leads
Project Support Team (Hiring Manager, HR, Operations, Recruitment
Step 1: Executive buy-in is generated from a given private sector company. The project team is built by identifying the executive sponsor, key contacts in HR, recruitment, operations, and among the hiring managers.
Step 2: SCP and Project Team sit down to understand the overall HR process
Step 3: Employment opportunities that fit the hiring criteria are identified. Specific divisions and positions for the pilot project are isolated.
Requirements for position:-Criteria-Qualifications-Profiles of Existing Employees
Detailed Job description
Employer MOU and control group
Finalized number of positions and timelines
Step 4: Specific position information is gathered and formalized into a detailed job description.
STAGE 2Step 1: SCP conducts due diligence on various agencies to understand the agency landscape and pick out potential agency partners.
Step 2: SCP and the employer meet to discuss the agency landscape and to choose a final agency partner.
Step 3: Staff at the final agency partner and SCP meet and an MOU is signed.
Step 5: Relevant representatives from SCP, the agency, and the employer meet to approve a project plan and approach. Weekly meetings are set.
SCP conducts an intensive Due Diligence process with standardized evaluations of people, process and capacity at the pre-hire, hire, and post-hire stages.
Agency Staff
Presentation made to employer
Final Project Plan
STAGE 2Step 1: SCP conducts due diligence on various agencies to understand the agency landscape and pick out potential agency partners.
SCP conducts an intensive Due Diligence process with standardized evaluations of people, process and capacity at the pre-hire, hire, and post-hire stages.
STAGE 2Step 1: SCP conducts due diligence on various agencies to understand the agency landscape and pick out potential agency partners.
Step 2: SCP and the employer meet to discuss the agency landscape and to choose a final agency partner.
SCP conducts an intensive Due Diligence process with standardized evaluations of people, process and capacity at the pre-hire, hire, and post-hire stages.
Agency Staff
Presentation made to employer
STAGE 2Step 1: SCP conducts due diligence on various agencies to understand the agency landscape and pick out potential agency partners.
Step 2: SCP and the employer meet to discuss the agency landscape and to choose a final agency partner.
Step 3: Staff at the final agency partner and SCP meet and an MOU is signed.
SCP conducts an intensive Due Diligence process with standardized evaluations of people, process and capacity at the pre-hire, hire, and post-hire stages.
Agency Staff
Presentation made to employer
STAGE 3Step 1: Pre-screening requirements are identified and the number of potential positions in a given job posting is determined.
For a given job opportunity, know:-Pre-screening requirements-Factors influencing success-Customized job posting (if required)
Potential positions
STAGE 3Step 1: Pre-screening requirements are identified and the number of potential positions in a given job posting is determined.
Step 2: Agency staff identify channels from which to select candidates. They also determine what factors are necessary for candidates by benchmarking historical data and prerequisites.
For a given job opportunity, know:-Pre-screening requirements-Factors influencing success-Customized job posting (if required)
Potential positions
STAGE 3Step 1: Pre-screening requirements are identified and the number of potential positions in a given job posting is determined.
Step 2: Agency staff identify channels from which to select candidates. They also determine what factors are necessary for candidates by benchmarking historical data and prerequisites.
Step 3: Agency staff hold information sessions, provide customized skills training, and optional testing to prepare a job-ready pool of social hires.
For a given job opportunity, know:-Pre-screening requirements-Factors influencing success-Customized job posting (if required)
Potential positions
Information session
Customized skills training
Optional Testing
Job-ready Candidates
Conducted by Agency staff
STAGE 4Step 1: Resumes of Job-ready candidate pool are sent to the prospective employer.
Potential positions
Job-ready Candidates
Resumes sent
STAGE 4Step 1: Resumes of Job-ready candidate pool are sent to the prospective employer.
Step 2: Select Job-ready candidates are granted interviews. Potential positions
Job-ready Candidates
Resumes sent
Interviews Granted
STAGE 4Step 1: Resumes of Job-ready candidate pool are sent to the prospective employer.
Step 2: Select Job-ready candidates are granted interviews.
Step 3: Select interviewees are hired by the prospective employer.
Potential positions
Job-ready Candidates
Resumes sent
Interviews Granted
Successful community hire candidates
STAGE 4Step 1: Resumes of Job-ready candidate pool are sent to the prospective employer.
Step 2: Select Job-ready candidates are granted interviews.
Step 3: Select interviewees are hired by the prospective employer.
Potential positions
Job-ready Candidates
Resumes sent
Interviews Granted
Feedback ConductedEmployer grants
feedback to agency about the social hires.
Successful community hire candidates
Step 4: Feedback is conducted between various parties.
Agency grants SCP feedback on the hiring process
STAGE 5Community hire progress is tracked at predetermined time-points for the duration of employment in relation to a control group.
Successful community hire candidates
On-boarding Training
Control group trajectory
Community hire trajectory
STAGE 6A quarterly strategic review takes place between SCP, the employer, and the agency partner.
PRIMARY INPUTSEmployerEmployer BranchBranch
Job PostingJob Posting
AgencyAgency Marginalized Individuals
Marginalized Individuals
Job-Ready CandidateJob-Ready Candidate
ApplicationApplication InterviewInterview Hired Employee
Hired Employee
The Problem
The Problem
The Result
The Result
The Solution
The Solution
The Solution
in Action
The Solution
in Action
THE DIAGNOSIS
“ The site while at present while functional, is far from realizing its potential as a valuable marketing and
more importantly, informational outlet for SCP due to the blandness of its layout, typography, and overall visual appearance as well as its outdated content; however, the
sites restructuring neither needs to be all-encompassing or immediate”
THE APPROACH
OPTIONS
TIME COMMITMENT
