Hire-ahead Program
Project Description
The main goal of this project was to reduce the staffing deficit. ENGIE Insight hired three different entry-level positions. Historically, all new employees joined their teams and learned most of the production skills on the job by shadowing a subject matter expert. After a sufficient number of new employees were hired for the same role, training was delivered, oftentimes months after the hire date. The hiring and training practices changed several times, but the staffing deficit did not decrease. Ultimately, the project resulted in a 50% reduction in the staffing deficit.
My Role
As an Instructional Designer on the project, my main objective was to improve the hiring and training practices and create a solution that could effectively reduce the staffing deficit, minimize the time between training and actual production, and produce performance-ready employees. I collaborated with the talent acquisition and hiring teams to implement a more structured hiring process, including scheduled interviews, fixed hiring dates, and a standard evaluation criteria. This resulted in a reduction of the hiring time from over 6 weeks to just 3 weeks.
Furthermore, I ensured proper planning and scheduling of the training courses by forecasting the training schedule at least a quarter in advance. This provided the managers the necessary visibility to plan their staffing and training needs effectively. I also streamlined the enrollment process, replacing the previous manual email-based process with a standard Smartsheet form, making the roster and course information easily accessible to all stakeholders.
As a result of these efforts, the staffing deficit was reduced by 50%, and employees were better prepared and more productive immediately following their onboarding training.
Outcomes
Some of the major outcomes accomplished for this project include:
Staffing deficit reduction: reduced the staffing deficit by 50% and length it took to hire a new employee from 6 weeks to 3 weeks.
Standardization: designed standard interview scorecards, fixed hiring and training schedules, and formal onboarding experience.
Saved time: supervisors' hiring times reduced by 66%; saved an average of three days for supervisors for administrative work.
Design Summary
I applied the following standards to this project. I used this work sample as one of three work samples to successfully earn the Certified Performance Technologist (CPT) certificate.
Focus on Results or Outcomes
Take a Systemic View
Add Value
Work in Partnership with Clients and Stakeholders
Determine Need or Opportunity
Determine Cause
Design Solutions including Implementation and Evaluation
Ensure Solutions' Conformity and Feasibility
Implement Solutions
Evaluate Results and Impact
Please view my CPT application, which includes detailed descriptions of how I achieved each of these standards.
CPT Project #1 Application.pdfNote: if viewing on a mobile device, it is recommended to open the attachment in a separate browser tab.
Design Assets
This section includes some of the major assets that I designed for this project.
Interview Scorecard: this served as the standard scorecard for the fixed (not ad hoc) panel interview process.
Fixed Interview v2.0.pdfProcess Map: I designed this process map using Visio to illustrate the current state hiring process. This asset helped with designing a new process.
EIS On-Boarding Current State v3.1.pdfMaster Manual: a newly designed new hire orientation was part of this solution. The manual describes the activities for this learning experience.
NHO LG v1.3.pdf