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Implementing Effective Recruitment Process Management for Long-term Partner Showed Significant Cost Savings and
Lower Attrition
The Client
A research-based company has become widely known for their early success with two products, one of which became the fourth
most profitable product launch in the industry’s history.
The Challenge
The company decided to self-market their product portfolio after receiving much commercial success. To do this they needed to build
a much larger sales force than the 50 representatives they had at the time. The company sought out PrincetonOne’s recruitment process
management services to help them make the growth adjustment. This was the start of what became a seven-year partnership with
PrincetonOne.
The Solution
Since 1998, PrincetonOne and the client have worked together on three major expansions and multiple launches that have grown the
company’s sales force from 50 representatives to its present 1,900. PrincetonOne team members have worked closely with the
company’s executives and management to determine exactly the types of candidates needed in order to meet their strategic goals.
PrincetonOne developed a talent acquisition plan that served as a solution for staffing challenges and was imperative to take the
company’s profits and visibility to the next level. PrincetonOne has placed candidates in a variety of positions from sales representatives
to district managers, regional business managers, regional directors and regional trainers.
Throughout the partnership, PrincetonOne has consistently kept track of the candidates who were placed with the company who
eventually became top performing sales representatives. This helped build a cultural and competency profile that future candidates
were measured against and ensured only the best received interviews. PrincetonOne also developed, implemented and managed a
customized communications strategy that kept candidates interested during a time of uncertainty.
Measurable Results
As with any major project, PrincetonOne was faced with some initial challenges. One instance occurred in 2003 during an expansion in
which the client needed to fill 309 positions within nine weeks. The goal was to have offers ready for 85 percent of the territories by
that time. The project started two weeks late and 200 territory changes occurred within the first two weeks. Despite these
circumstances, PrincetonOne was still able to fill 99 percent of the positions compared to an industry average of 80 percent. The project
was also finished two weeks earlier than planned and went on to become the fourth most successful launch in the industry’s history.
Since then, attrition has only accounted for four percent of the sales force, which is 67 percent below the industry standard. Finding
superior candidates who would stay with the company long-term was extremely important to the client, especially since experts
estimate the average cost of replacing an employee is one and a half times the worker’s salary. If the right candidates weren’t
placed, it could have resulted in a multi-million dollar loss.
The interview to offer ratio has consistently been 2 to 1 for all projects, which is compared to an industry average of 7 to 1. When
PrincetonOne worked with the client on one expansion, over half of the territories had two or more offers that went out to candidates.
This demonstrates how highly managers viewed the talent if they would present an offer to more than one person when only four
people interviewed.
2003-2004 Metrics
•Number of candidates screened increased by 38 percent
•Number of candidates assessed increased by 51 percent
•Fill rate increased by 5 percent
•Interview to offer ratio increased by 33 percent
2005 Metrics
•Number of candidates screened increased by 28 percent
•Number of candidates assessed increased by 6 percent
•Fill rate increased by 12 percent
•100 percent of goal for interview to offer ratio
Developing a Long-Term Solution
PrincetonOne has helped decrease the client’s recruiting costs by 49 percent since 2002. In addition to providing significant cost
reductions, PrincetonOne also served as a liaison between the human resources department and the sales department to ensure
balance between the two areas. PrincetonOne has even acted as a third party consultant over the years to provide outside expertise
on issues that arose and ensure the company was able to make the best possible decisions.
For further information, please contact:
Ryan Hoffman
Director of Business Development, PrincetonOne
(317) 352-3111
Ryan.Hoffman@PrincetonOne.com
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