Corrective Services NSW e-Recruitment Detailed Case Study 20

Corrective Services NSW e-Recruitment Detailed Case Study 20

Corrective Services NSW e-Recruitment Detailed Case Study 20 April 2011 Corrective Services NSW Background Largest correctional system in Australia, providing detention, containment, community supervision and correctional services for NSW. Employs 7500 staff (excluding casual) and oversees 36 correctional centres. CSNSW was a pilot Agency for the DPC whole-of-government e-Recruitment system. CSNSW went live with Taleo e-Recruitment in October 2010. There were 1,345 recruitment actions against vacancies for 2009/10. Between 1 July 2010 and 14 April 2011, CSNSW has received in excess of 9,932 applications. Currently CSNSW has: 829 applicants to be tested. 276 applicants being progressed for medicals, criminal record checks or interviews. Since 1 September 2010, 101 correctional officers have been recruited and completed the 10 weeks training. Promotional Appeals are commonplace with 449 lodged with the IRC, 368 Disallowed and 5 Allowed. Data collected from CSNSW interviews 11&12 April 2011

Key Drivers for Adopting e-Recruitment Strategic Drivers Implementing e-Recruitment has been the catalyst for change within CSNSW for aligning the recruitment approach to industrial reforms with a greater emphasis on casual and temporary staff use. Part of the wider state initiative to implement a user friendly e-Recruitment system to replace paper based, poorly maintained legacy systems. Improved Efficiency & Recruitment Service Reduce costs and increase end-to-end recruitment efficiencies in the time to hire whilst supporting bulk recruitment campaigns and casual staff initiatives. Adopt a single recruitment source to support a standard, open and clear policy for job applications to attract a broader pool of high quality candidates. Align changes in CSNSW recruitment approach with a new system, e.g. re-branding recruitment, targeting younger age groups and different audiences to apply, demonstrating career paths etc. Conduct open recruitment with the ability for sharing eligibility lists across Agencies. Avoid potential probity concerns by implementing on line policies and practices to eliminate inappropriate access to recruitment information. Improved online testing of candidates. Data collected from CSNSW interviews 11&12 April 2011 What Our Staff Have Said Once trained

properly, people are willing to go with it Receiving applications on line is fantastic We are getting managers to come on board but with full cultural change there is still a way to go. Most people have a positive view after using the full system once The product has the capability to take the public sector to where it needs to be Before, we were searching through paper all the time. Voice of Corrective

Services NSW Dont overlay an eRecruitment system over your current manual policies & Practices There may be benefits in using Taleo but we need to change the CSNSW culture Love the DPC Extranet Reengineering the business should be done first Hiring managers need to take greater responsibility in Taleo Data collected from CSNSW interviews 11&12 April 2011 Project Governance

No specific mandate, but executive support was in place for the uptake of centralised e-Recruitment within CSNSW. Although no dedicated project manager was assigned, a senior manager was responsible to push the project forward. A structured plan was in place which has since been updated to align efforts appropriately. An e-Recruitment Sub Committee was established including representation of Assistant Commissioner, Director IC&T, continues to meet monthly and provides regular updates to the Assistant Commissioner, Office of the Commissioner & HR. The implementation activities were spread across the Recruitment team with staff vacancies filled with temps when and as needed with 8 positions remaining vacant. No status reports were provided to DPC as part of the implementation. Data collected from CSNSW interviews 11&12 April 2011 Benefits Faster time to fill Pre-screening questions saves considerable time. Facilitates sending correspondence quickly and easily, reduces time spent on the telephone. Improved transparency and accountability One online location for all data. Possible to see at a glance where candidates are in the process.

Candidates details cannot be lost. More effective selection practices Online panel shortlisting saves significant time and the stops the panel having to meet face to face. Generation of referee reports online saves time. Ability to apply online - moving with the times and removes having to enter applicant details onto a system. Reduced costs and improved quality of resources in Recruitment Reduced postage costs. No longer printing applications and sending by courier. Online letter generation saves time and makes the generation of letters easier. Data collected from CSNSW interviews 11&12 April 2011 CSNSW e-Recruitment System - Key Learnings The key learnings have been classified under these headings over the following slides: Operational Capability Change Management Functionality Data collected from CSNSW interviews 11&12 April 2011 Key Learnings - Operational

CSNSW has undertaken a phased implementation approach, focussed on predetermined areas that have adopted varying levels of systems functionality to satisfactorily address capability and environmental issues. CSNSW has selectively chosen which areas and their level of functionality use within the organisation to implement e-Recruitment, based on which areas were ready for it. Further benefits will be achieved once wider use of the system functionality is in place. The DPC led demonstrations of the system for configuration were useful, but too short. CSNSW spent considerable time updating position descriptions in line with the DPC capability framework, which was later dropped, requiring re-work. Approximately half of the positions within CSNSW are covered by generic position descriptions. Position descriptions are held and managed within the HR system (Ellipse). Selection criteria have been reduced to a standard number of 6 per position and these are used as the pre-screening questions. The CSNSW Recruitment team is supporting managers in their use of the system rather than managers using the DPC support centre. A number of items have to be completed by the support centre when local control would save time, e.g. setting up new users, panel members, adding offer letters etc. The support centre is open in normal office hours only, which presents problems for candidates that experience problems applying outside this time. The process for password resetting was reported as painful by some hiring managers. Sometimes advertising only on Jobs.NSW does not get a satisfactory response, particularly in rural areas, therefore printed adverts are still used in some cases. A small number (2-3 per week) of applications are still received on paper, fax or delivered by hand some are also accepted past the closing date/time. Convenors review applications online. Some complete the shortlisting using e-Recruitment and others use a spreadsheet. Some duplicate paper based manual processes are being undertaken in parallel to using the e-Recruitment system. This creates more work in some areas (e.g. correspondence sent to candidates is also filed in the Trim document management system and a paper copy is also held on the file). Requests for new system reports were made over 8 months ago with no updates or responses received.

The Recruitment team has succession planning in place, should key project team members leave. Data collected from CSNSW interviews 11&12 April 2011 Key Learnings - Capability The DPC training received mixed reviews from the CSNSW Recruitment team; courses were considered too short and staff felt they had not had enough exposure to the system through training. Also it was noted that the trainers were new and therefore had not acquired an in depth product knowledge by that time. Two super users were trained for CSNSW. Recruiting managers have not received training but plans are in place to address this through the CSNSW Academy re-launching the Merit Selection training course. The DPC extranet was used in the initial stages by the Recruitment team but this has been used less recently. The extranet was originally well received by CSNSW staff. Managers are not generally aware of the extranet. A simple FAQ on the CSNSW intranet would help managers use the system, as not all CSNSW staff have internet access. Current (1 page) guidance to mangers on how to shortlist is not comprehensive enough. The DPC implementation team were very supportive as well as facilitating the user groups which were very useful and allowed the opportunities to network with peer Agencies (e.g. CSNSW adopted the Workcover Convenors handbook).

CSNSW HR department expects that with the challenges of adopting a new system, some recruitment staff will want to move on. Convenors do not always provide panels at the requisition stage which can delay the process later on. A minority of applicants have also reported they do not like the system, although (generally) younger candidates have fewer issues with the system. A DPC provided consultant with product knowledge was used and provided onsite functional advice this was useful because of their depth of product knowledge. Data collected from CSNSW interviews 11&12 April 2011 Key Learnings Change Management A phased implementation approach across the organisation has taken place to manage the varying environment. A mandate might have helped with adoption. Changing behaviours of managers is always a challenge within CSNSW and business processes were not entirely re-engineered up front, meaning this activity is still outstanding. A working group to optimise system use and implement cultural change is in place. Work is underway to make recruiting managers responsible for updating the system, supported with a guidance document. Realisation of further benefits will be possible when more of the functionality is used within CSNSW. Recruitment staff are concerned about keeping notes online due to a high number of appeals that are

received. Some of the Recruitment team see the selection report as their responsibility and not that of the hiring manager/convenor. A concern exists that without guidance and a future operating model, the recruitment team might perceive the move to managers using the system as a threat to their jobs. Data collected from CSNSW interviews 11&12 April 2011 Key Learnings - Functionality Requisitions are not created online by hiring managers, but created by Recruitment once a business case is received from a hiring manager. Templates are not generally used with only four in place. For bulk recruitment, candidates cannot be sorted by the date applications are received. Candidate applications and attachments are not held together in the system and require navigation to view both when shortlisting. Allowing candidates to attach documents means they can avoid completing the online pre-screening questions, meaning inconsistent applications when applying. Some candidate attachments are not able to be opened within e-Recruitment. Further the CSNSW recruitment team is not able to scan and attach copies of qualifications, e.g. psychologists qualifications. Pre-screening questions allow the candidate to complete an application when they clearly will not be considered, e.g. if they are not a citizen/have residency.

All users stated there is a bug which means the shortlisting report has to be run twice every time. This has remained unresolved for over 8 months. Various parts of the system are not being fully utilised, predominantly by hiring managers, however plans are in place to address this with a pilot and rollout during 2011. Some users have set up their own specific workflow. E-quest, a gateway to other websites is not being used and requires a form to be filled out instead. Data collected from CSNSW interviews 11&12 April 2011 Key Learnings Functionality (contd) Interview scheduling is not being used for organising interviews for small numbers of interviews (less than 10) because it takes too long to set up and requires approval by DPC. The selection report is not currently being used as it contains all dialogue rather than just the final, pertinent points to the recommendation. No links or interfaces to Ellipse, Trim or to criminal record checks and annual conduct and performance reports are in place. Various approvals are completed online during the recruitment process, however manual approval, which appears to be top heavy to complete appointments remain. Once this is replaced by the online process further time savings will be achieved. The majority of offer letters are sent from the e-Recruitment system. All unsuccessful letters are sent from the e-Recruitment system. A wider range of offer letters are also being developed to reduce manual

alterations. Unfortunately correspondence for bulk recruitment can only be sent to 20 candidates at a time which is time consuming. Additionally only 1 offer letter can be sent at a time. If an offer letter is rejected by the Recruitment Manager through the approvals process, the panel members receive a reject email and often think a candidate has rejected the offer. It would be valuable if status update emails could be sent to candidates to tell them where their application is, e.g. still being assessed. Most users stated they had issues with Reporting & Analytics within the system, in terms of a lack of user friendliness and reports not meeting local requirements. A key example would be a report detailing caseload which lists all open requisitions and current statuses this would be invaluable and would replace multiple spreadsheets. Data collected from CSNSW interviews 11&12 April 2011 Future Opportunities Operational Move to a more strategic approach using strategic workforce planning techniques to replace the existing reactive recruitment process. Ongoing business process re-engineering to fit with wider adoption of the e-Recruitment system. A move to shift the CSNSW recruitment team from an administrative function to client managers. As the Recruitment teams time is freed up as a result of further adoption of system functionality, efforts can be diverted to delivering a more strategic approach, building on the achievements to date around strategic recruitment and building the brand (e.g. through university career days, road shows etc). Move to adopting a totally automated recruitment process within 12 months. e-Recruitment to replace Trim for recording CSNSW recruitment correspondence. Capability

The CSNSW Academy to produce a revised mandatory Merit Selection course for panel members. This will incorporate the use of e-Recruitment in order to be prequalified as a convenor and / or panel member. Promote the full access to the DPC Extranet to all users. Enhanced DPC training support for Agencies to support optimisation. Change Management Established a CSNSW working group (from February 2011) to include Recruitment, IC&T, Team Leaders and Career Unit to manage the optimisation of e-Recruitment and guide future developments etc. Opportunity to improve communications in relation to the system, purpose, expected use, where to go for support and education etc. Review of business processes, practices and the role of the recruiting managers. Development of comprehensive marketing and communications plan to include information sessions, user groups, functionality demonstrations, user guides, tools and tips at all levels within CSNSW and government. Data collected from CSNSW interviews 11&12 April 2011 Future Opportunities Functionality Develop and install a suite of CSNSW templates to achieve greater efficiencies through standardisation. Pre-screening questions could stop candidates applying if they do not meet basic requirements, e.g. being a citizen/having residency. And the use of pre-screening weighting would also assist with short listing and priority candidates.

Simplify interview scheduling to make it easier to use. This will mean it is used for smaller recruitment activities (e.g. 6 or fewer candidates). Expand the interview scheduling feature to be able to manage interviews across multiple locations. Consider integrating criminal record checks and medical checks with e-Recruitment. Implement CSNSW priority areas for further adoption (online psychometric testing, eligibility lists, talent pools). Consider updating the online selection report to only include pertinent notes to the final recommendation, and not notes and correspondence. The entry of all details and correspondence via e-Recruitment is expected to avoid having to copy and attach details to Trim and maintain a paper record for all recruitments. Utilisation of the online approvals for appointment with a link to HR systems for sending new stater details would be invaluable. Development of an email update functionality to advise candidates where their application is in the process , e.g. still being assessed and the added opportunity for offers and acceptances online. CSNSW to increase the utilisation of e-Recruitment reporting modules with further enhancements to meet CSNSW operational requirements e.g. statistical data/ sort criteria / report by panel member / which panels they have participated in, etc. Data collected from CSNSW interviews 11&12 April 2011

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