Proximus, known as Belgium’s largest telecommunications company, requested a thorough improvement of its employee onboarding with a focus on both the candidate as recruiting manager. Proximus specifically requested to assess the current recruitment and selection processes with objective data (qualitative and quantitative). Process mining was quickly identified as the approach yielding a significant potential to reach the desired project objectives in a fast and qualitative way and to perform the redesigning.
Proximus is responsible to fill in a considerable amount of vacancies each year. The amount of candidates applying for these vacancies has a wide variation, ranging from young graduates to digital experts to internal employees applying for other functions within Proximus. The modus operandi in the job center, responsible for the selection and recruitment of these candidates, is similarly organized. Möbius was requested to redesign the process with both the satisfaction of the candidate and the internal efficiency in mind. Turnaround time (time between the moment the opening of a vacancy and the moment it’s filled in) and the quality of the process is crucial for both parties.
We opted for an integral and inclusive approach, with specific attention for the principles of Lean Six sigma optimization. To achieve this, a taskforce was set-up with the hiring manager, HR partners, recruiting officer, the administrative support and the candidate. An interactive inspiration session on the philosophy of six sigma set the stage. Thanks to process modelling software, we visualized the full recruitment and selection process. We enriched this data with qualitatieve insights via interviews, Gemba walks and desk research. Together with the candidates, the customer journey was laid out.
A thorough data analysis was carried out. We gathered insights on the number of, turnaround times and workload associated with each activity. Process mining gave us a swift analysis of all cases (a case being the selection process that each candidate goes through, 22,300 in total) and gave insights in the succession of each step, turnaround times and possible exceptions cases. The excellent visualization and possibility to orderly display information via dashboard for each ype of recruitment were additional advantages.
We gained the following insights:
- The average time the recruiter spends to find a right candidate
- Which type of vacancies usually resulted in an assessment and where in the process this assessment took place
- Which selection steps excluded the most or least amount of candidates
Together with the taskforce we identified weak points, points of ambiguity and opportunities. We highlighted non-value added steps and imagined implementing digital tools. This allowed us to design a new recruitment and selection process that meets the future needs of the organization on efficiency, digitalization and satisfaction.
By the end of this project we were able to present the following results:
- An improved process for the future
- Lower workload for the stakeholders at Proximus
- Excellent service for the hiring manager
- An outstanding experience for the candidate
- A turnaround time shortened by 37%
- A lower amount of stakeholders involved in the process, with clearly defined Roles and Responsibilities
- Automation of non-value added tasks wherever possible, giving the ability to employees to focus on the value added tasks
- Integration of digital innovation, such as AI-matching, digital testing and Robotic Process Automation
- A dashboard visualizing the results from process mining in an orderly fashion