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CFOS NOT ALIGNED WITH MARKETING Sept 20 [7]What is your staffing budget for 2012? More or less than last year? What are you planning to ask for in 2013 and why? Since all budgetary roads lead through the CFO’s office, it’s useful to understand that perspective on the workforce and on staffing’s activities. Here’s some recent research on that subject: This past July, CFO Research asked 213 senior finance executives about their future workforce plans. Compare the answers to what you know about your own CFO’s thinking: * How likely is it that full-time employment will increase in 2013? (59% said likely or certain) * How likely is it that part-time employment will increase? (54% said likely or certain) [8][jpeg] EXPENSING TIME TO START DELAYS Sept 12 [9]The delay between when candidates accept offers and when they take their seats ready for work is a good example of a “baked” recruiting process. Based on experience, most companies have reliable rules of thumb for what the delay should be for various job categories, along with a routine sequence of administrative actions that have to occur: file creation, payroll notification, desk space & furniture, orientation scheduling, technology set up, and so forth. These tasks are firmly “baked” into the hiring process and considered unavoidable. Because these tasks often overlap the new hire’s obligatory notice to his current employer, there’s no extra time “cost” other than what would have been lost anyway. So the delay is considered to be the inevitable tail end of the staffing process. For non-exempt hourly workers in mid-size companies (see chart), this delay averages about... [10][jpeg] CONTRACTING IMPROVES TIME TO HIRE Sept 7 [11]Contracting is a simple way to improve on time-to-hire performance by 20%. This doesn’t mean “contracting out,” which shifts work to outside suppliers. It means a small internal shift in the recruiting process through which the recruiter and the hiring manager mutually establish reasonable performance metrics. The process can be casual and informal or not. It can focus on individual requisitions or on groups of them. The added effort represents a small fraction of the overall hiring effort yet produces significant, measurable improvements in hiring manager satisfaction, department performance, and recruiter morale (illustration is from our new [12]Cost and Time Report)... [13][jpeg] OLD COST MODELS BREAK DOWN August 30 [14][png] What does “average” mean any more? It’s getting harder and harder to tell. Our new corporate staffing efficiency report - [15]Cost and Time Report - being released this coming weekend, is going to be controversial. What it says, in essence, is that CPH and TTF averages no longer tell us at a glance what we need to know about staffing efficiency. Considerable analysis is required. Take this chart, for example, which illustrates the time to hire range for employers seeking non-exempt hourly employees. The average TTH for this group is 6.4 weeks if you measure by company size but only 5.3 weeks if you measure by number of hires. And look at the range of data: significant results from 1 to 14 weeks. What’s going on here? [16][jpeg] [http://twitter.com/share?url=http%3A%2F%2Ficont.ac%2F1hqqq&text=CFOs+not+aligned+with+Recruiting&via=Staffingdotorg] [http://www.icontact-archive.com/YEDwjSNaO70kJquNWSaopxV9UYejjLDi?w=4#linkedinshare] [http://www.icontact-archive.com/YEDwjSNaO70kJquNWSaopxV9UYejjLDi?w=4#googleplusone] [17] For our UPDATE Subscribers only! Save $200 [18]Sign up for[19] Enterprise Membership 12 month series of reports. Includes new Cost and Time Report promo code SUB200 Popular Articles [20]Tying Capability to Profitability [21]HR Technology: Own or Lease? [22]Great Global Dream Requires Staffing Leadership [23][24]Follow us on Twitter [25][26]Contact us [27][jpeg] Published by Staffing.org 10 Burchard Lane, Rowayton, CT 06853 203-227-0186 Copyright © 2012 Staffing.org. All rights reserved. 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