INSTRUMENTS FOR RECRUITMENT AND ONBOARDING OF EMPLOYEES FROM BELARUS IN THE CDEK FRANCHISE DIVISION
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INTRODUCTION 4
CHAPTER 1. OVERVIEW OF EXISTING APPROACHES TOWARDS
RECRUITMENT AND ONBOARDING 10
1.1 E-recruitment 10
1.2 Onboarding 11
CHAPTER 2. DESCRIPTION OF THE COMPANY AND THE CURRENT APPROACH TO RECRUITMENT AND ONBOARDING 16
2.1 CDEK franchise division characteristics 16
2.2 Current situation in recruitment and onboarding in CDEK franchise division 19
2.2.1 Thematic Analysis of interview with the owners of the CDEK franchise division in order to review the current situation regarding recruitment and onboarding 23
CHAPTER 3. PROPOSED INSTRUMENTS FOR RECRUITMENT AND ONBOARDING OF EMPLOYEES FROM BELARUS 26
3.1 Role profiling as a preparatory stage for instruments for recruitment and onboarding of employees from Belarus 26
3.2 Auto-analysis of responses on HeadHunter 31
3.3 Telegram Text Bot 34
3.4 Voice bot for the first stage of the interview 40
3.5 The onboarding process 41
3.6 Resources required for implementation 44
3.7 Implementation implications for conversion, timing, financial outcomes, cohesiveness of working processes 46
3.7.1 Survey newcomers for application feedback 46
3.7.2 Thematic analysis of interview with CDEK franchise division owners for application feedback 47
2.7.3 Implementation implications: 50
CONCLUSION 54
LIST OF REFERENCE 56
APPENDIX 59
CHAPTER 1. OVERVIEW OF EXISTING APPROACHES TOWARDS
RECRUITMENT AND ONBOARDING 10
1.1 E-recruitment 10
1.2 Onboarding 11
CHAPTER 2. DESCRIPTION OF THE COMPANY AND THE CURRENT APPROACH TO RECRUITMENT AND ONBOARDING 16
2.1 CDEK franchise division characteristics 16
2.2 Current situation in recruitment and onboarding in CDEK franchise division 19
2.2.1 Thematic Analysis of interview with the owners of the CDEK franchise division in order to review the current situation regarding recruitment and onboarding 23
CHAPTER 3. PROPOSED INSTRUMENTS FOR RECRUITMENT AND ONBOARDING OF EMPLOYEES FROM BELARUS 26
3.1 Role profiling as a preparatory stage for instruments for recruitment and onboarding of employees from Belarus 26
3.2 Auto-analysis of responses on HeadHunter 31
3.3 Telegram Text Bot 34
3.4 Voice bot for the first stage of the interview 40
3.5 The onboarding process 41
3.6 Resources required for implementation 44
3.7 Implementation implications for conversion, timing, financial outcomes, cohesiveness of working processes 46
3.7.1 Survey newcomers for application feedback 46
3.7.2 Thematic analysis of interview with CDEK franchise division owners for application feedback 47
2.7.3 Implementation implications: 50
CONCLUSION 54
LIST OF REFERENCE 56
APPENDIX 59
Currently, in CDEK franchise division, there is a problem of lack of instruments for recruitment and onboarding of employees from Belarus. Personnel search and replacement process takes 2 months, so it is impossible to quickly adapt to changes in the team and in work in general. Especially when it is necessary to quickly replace an employee due to resignation or changes in business processes. The absence of instruments for quick replacement of personnel creates an uneven distribution of workload on the remaining employees, which ultimately affects the efficiency and productivity.
The lack of instruments for introducing new employees to the workflow (onboarding) creates problems. Newcomers do not understand the internal rules of our CDEK franchise division, do not understand how they need to carry out procedures and internal programs, such as ЭК5 (a program for viewing information about clients, services, and employees). They ask many questions due to misunderstanding of instructions and processes. Because of this, the process of recruitment and onboarding of employees into the work environment stretches to 2 months, which is inefficient in terms of time and resource utilization for both CDEK franchise division and newcomers.
The problems that the CDEK franchise division currently has are:
1. Low Conversion on HeadHunter from Viewing Vacancies to Responses as of October 25, 2023. For example:
- 202 views, 11 responses, conversion rate is 5.4%
- 705 views, 56 responses, conversion rate is 7.9%
- 1269 views, 118 responses, conversion rate is 9.2%
2. Spending 94132 rubles per month on employee search to fill one type of vacancy.
3. The process of finding one employee who fits principles takes 2 months.
4. New employees make a large number of mistakes, and for these mistakes, we incur a penalty of 300000 rubles per month. The main rule that new employees violate is: Simultaneous work under the CDEK franchise agreement and with any other courier company (including through affiliated entities) based on contracts for remunerated services or the placement of an office of another transportation/logistics/courier company at the same address as the CDEK division office is not allowed. Violation of this rule may be grounds for termination of the franchise agreement and imposition of penalty sanctions in the amount of 150000 rubles in favor of the managing company of CDEK.
5. The onboarding process takes 1 month (22 working days) because each time to replace an employee, the department team leads must call the newcomers and explain the information.
Goal
The goal of this consulting project is to develop and implement instruments for recruitment and onboarding of employees from Belarus in the CDEK franchise division as well as to evaluate the outcomes of implementation.
Objectives
To accomplish this purpose, the following responsibilities were assigned:
1. Review CDEK franchise division activities.
2. Review the current situation regarding recruitment and onboarding in the CDEK franchise division, including interview with the owners of the CDEK franchise division and survey of the current employees for feedback about the onboarding process they had.
3. Overview of existing approaches towards recruitment and onboarding.
4. Develop new instruments for recruitment and onboarding.
5. Apply new instruments for recruitment and onboarding.
6. Survey newcomers for application feedback.
7. Interview with CDEK franchise division owners for application feedback.
8. Evaluate implementation implications for conversion, timing, financial outcomes, cohesiveness of working processes
Object and subject
Object is the CDEK franchise division. Subjects are instruments for recruitment and onboarding of employees from Belarus in the CDEK franchise division...
The lack of instruments for introducing new employees to the workflow (onboarding) creates problems. Newcomers do not understand the internal rules of our CDEK franchise division, do not understand how they need to carry out procedures and internal programs, such as ЭК5 (a program for viewing information about clients, services, and employees). They ask many questions due to misunderstanding of instructions and processes. Because of this, the process of recruitment and onboarding of employees into the work environment stretches to 2 months, which is inefficient in terms of time and resource utilization for both CDEK franchise division and newcomers.
The problems that the CDEK franchise division currently has are:
1. Low Conversion on HeadHunter from Viewing Vacancies to Responses as of October 25, 2023. For example:
- 202 views, 11 responses, conversion rate is 5.4%
- 705 views, 56 responses, conversion rate is 7.9%
- 1269 views, 118 responses, conversion rate is 9.2%
2. Spending 94132 rubles per month on employee search to fill one type of vacancy.
3. The process of finding one employee who fits principles takes 2 months.
4. New employees make a large number of mistakes, and for these mistakes, we incur a penalty of 300000 rubles per month. The main rule that new employees violate is: Simultaneous work under the CDEK franchise agreement and with any other courier company (including through affiliated entities) based on contracts for remunerated services or the placement of an office of another transportation/logistics/courier company at the same address as the CDEK division office is not allowed. Violation of this rule may be grounds for termination of the franchise agreement and imposition of penalty sanctions in the amount of 150000 rubles in favor of the managing company of CDEK.
5. The onboarding process takes 1 month (22 working days) because each time to replace an employee, the department team leads must call the newcomers and explain the information.
Goal
The goal of this consulting project is to develop and implement instruments for recruitment and onboarding of employees from Belarus in the CDEK franchise division as well as to evaluate the outcomes of implementation.
Objectives
To accomplish this purpose, the following responsibilities were assigned:
1. Review CDEK franchise division activities.
2. Review the current situation regarding recruitment and onboarding in the CDEK franchise division, including interview with the owners of the CDEK franchise division and survey of the current employees for feedback about the onboarding process they had.
3. Overview of existing approaches towards recruitment and onboarding.
4. Develop new instruments for recruitment and onboarding.
5. Apply new instruments for recruitment and onboarding.
6. Survey newcomers for application feedback.
7. Interview with CDEK franchise division owners for application feedback.
8. Evaluate implementation implications for conversion, timing, financial outcomes, cohesiveness of working processes
Object and subject
Object is the CDEK franchise division. Subjects are instruments for recruitment and onboarding of employees from Belarus in the CDEK franchise division...
The goal of this consulting project was to develop and implement instruments for recruitment and onboarding of employees from Belarus in the CDEK franchise division as well as to evaluate the outcomes of implementation.
This goal was achieved through reviewing CDEK franchise division activities, reviewing the current situation regarding recruitment and onboarding in the CDEK franchise division, including interviews with the owners of this franchise division and surveys of current employees for feedback about the onboarding process they had, overviewing existing approaches towards recruitment and onboarding, developing and applying new instruments for recruitment and onboarding, surveying newcomers for application feedback, interviewing CDEK franchise division owners for application feedback, and evaluating implementation implications for conversion, timing, financial outcomes, and cohesiveness of working processes.
A review of CDEK franchise division activities and current recruitment and onboarding practices was conducted. This involved interviews with the owners of the CDEK franchise division and surveys of current employees to gather feedback about their onboarding experiences. This initial review highlighted problems such as high costs, inefficiency, and lack of structure in the recruitment and onboarding processes. To solve these problems, existing approaches were overviewed towards recruitment and onboarding. The insights gained from this overview informed the development and implementation of new instruments, including a Telegram text bot, voice bot for the first stage of interviews and onboarding process.
The new instruments were then developed and applied to the recruitment and onboarding processes. The Telegram text bot is used to conduct initial candidate assessments, the voice bot is the first stage of interviews, and onboarding process was made with training, which lasts for 5 working days and adaptation period, which lasts for 10 working days (2 weeks).
The evaluation of these new instruments showed improvements in several key areas. Conversion rates from vacancy views to candidate responses increased from 5-9% to 18-26%. The cost of recruiting one employee was reduced from 94132 rubles per month to one-time expenses for implementation of 75000 rubles and fixed costs for implementation of 7132 rubles, demonstrating decrease in costs. The time taken to hire suitable candidates decreased from 2 months to 1 week, allowing to adapt more swiftly to staffing needs. The onboarding process was also streamlined from 1 month (22 working days) to 15 working days, comprising a 5-day training period and a 10-day adaptation period. This new process not only reduced the onboarding time but also improved, as evidenced by the elimination of costly mistakes previously made by newcomers. The penalty costs, which amounted to 300000 rubles per month due to these mistakes, now penalty costs are 0 rubles.
Feedback from newcomers indicated high satisfaction with the new processes. The ease of using the Telegram text bot received an average rating of 4.86 out of 5, and the voice bot received an average rating of 4.96 out of 5. Additionally, 96% of new employees reported receiving sufficient support from team leads and managers during their first month.
Interviews with the owners of the CDEK franchise division confirmed the positive impact of the new instruments. They noted improvements in cost and time of the recruitment and onboarding processes.
The implementation of the new recruitment and onboarding instruments resulted in improvements in efficiency and cost reduction. These changes optimized the HR functions within the CDEK franchise division, enhanced employee satisfaction and reduced operational risks associated with onboarding mistakes from newcomers.
This goal was achieved through reviewing CDEK franchise division activities, reviewing the current situation regarding recruitment and onboarding in the CDEK franchise division, including interviews with the owners of this franchise division and surveys of current employees for feedback about the onboarding process they had, overviewing existing approaches towards recruitment and onboarding, developing and applying new instruments for recruitment and onboarding, surveying newcomers for application feedback, interviewing CDEK franchise division owners for application feedback, and evaluating implementation implications for conversion, timing, financial outcomes, and cohesiveness of working processes.
A review of CDEK franchise division activities and current recruitment and onboarding practices was conducted. This involved interviews with the owners of the CDEK franchise division and surveys of current employees to gather feedback about their onboarding experiences. This initial review highlighted problems such as high costs, inefficiency, and lack of structure in the recruitment and onboarding processes. To solve these problems, existing approaches were overviewed towards recruitment and onboarding. The insights gained from this overview informed the development and implementation of new instruments, including a Telegram text bot, voice bot for the first stage of interviews and onboarding process.
The new instruments were then developed and applied to the recruitment and onboarding processes. The Telegram text bot is used to conduct initial candidate assessments, the voice bot is the first stage of interviews, and onboarding process was made with training, which lasts for 5 working days and adaptation period, which lasts for 10 working days (2 weeks).
The evaluation of these new instruments showed improvements in several key areas. Conversion rates from vacancy views to candidate responses increased from 5-9% to 18-26%. The cost of recruiting one employee was reduced from 94132 rubles per month to one-time expenses for implementation of 75000 rubles and fixed costs for implementation of 7132 rubles, demonstrating decrease in costs. The time taken to hire suitable candidates decreased from 2 months to 1 week, allowing to adapt more swiftly to staffing needs. The onboarding process was also streamlined from 1 month (22 working days) to 15 working days, comprising a 5-day training period and a 10-day adaptation period. This new process not only reduced the onboarding time but also improved, as evidenced by the elimination of costly mistakes previously made by newcomers. The penalty costs, which amounted to 300000 rubles per month due to these mistakes, now penalty costs are 0 rubles.
Feedback from newcomers indicated high satisfaction with the new processes. The ease of using the Telegram text bot received an average rating of 4.86 out of 5, and the voice bot received an average rating of 4.96 out of 5. Additionally, 96% of new employees reported receiving sufficient support from team leads and managers during their first month.
Interviews with the owners of the CDEK franchise division confirmed the positive impact of the new instruments. They noted improvements in cost and time of the recruitment and onboarding processes.
The implementation of the new recruitment and onboarding instruments resulted in improvements in efficiency and cost reduction. These changes optimized the HR functions within the CDEK franchise division, enhanced employee satisfaction and reduced operational risks associated with onboarding mistakes from newcomers.
