Redesigning the recruiting and selection process

Proximus, known as Belgium’s largest telecommunications company, requested a thorough improvement of its employee onboarding processes with a focus on the experience on both the candidates as well as the recruiting managers and other internal stakeholders. The client specifically requested to support the current situation with objective data and a qualitative and quantitative analysis. Process mining was quickly identified as the approach yielding a significant potential to reach the desired objectives in a fast and qualitative supported way.

Jonathan Aelterman

“The very first experience within a company happens at onboarding. This is why it’s of the utmost importance to strive toward an experience that exceeds expectations such that future employees are feeling welcomed and are able to start with great motivation. Leveraging the analysis of Möbius of our data and the usage of process mining, we were able to gain objective insights to opportunities to improve our process.”

Britt Wellens, operational excellence Lead Proximus

Strategic moment 

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 posts 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 as 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 pillars.


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 representative profiles in the process including the hiring manager, HR partners, recruiting officer, the administrative support and the candidate. Interactive inspiration session surrounding the philosophy of six sigma set the stage, with all stakeholders aligned and eager to start. Thanks to process modelling software, we visualized the full recruiting and selection process, including the target audience and ongoing recruiting initiatives. We mapped this out based on interviews, Gemba walks, desk research and sessions with different profiles. Together with the candidates, the customer journey was laid out.

From an objective point of view, a thorough data analysis was carried out. On one hand manual, to give insights on the number of, turnaround times and workload associated with each activity. On the other hand automatic with process mining. We had multiple advantage with the latter: it gave us a swift analysis in all cases (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 the possibility to orderly display information via dashboard for each recruitment were additional advantages.

From the above mentioned data analysis, we gained the following insights:

  • The average time the recruiter spends to find a right candidate, depending on the selection steps followed
  • Which types vacancies usually resulted in an assessment at where in the process this assessment took place
  • Which selection steps excluded the most or least amount of candidates

Together with the taskforce, we further build on the insights given from the totality of information. We identified weak points, points of ambiguity and opportunities. We highlighted non-value added steps and imagined implementing digital possibilities to the process. This allowed us to design a new process that meets the future needs of the organization on efficiency, digitalization and satisfaction.


At the end of the initiative we were able to present the following results:

  • An excellent process of the future
    • Lower workload for the stakeholder at Proximus
    • Excellent service for the hiring manager
    • An outstanding experience for the candidate
    • A turnaround time shortened by 37%
  • 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