Why such training was needed
RTLabs is a leading developer of e-government systems in Russia. The company's main project is the government services portal, which provides citizens with convenient access to government services online. The government services portal simplifies interaction between citizens and government agencies, allowing them to quickly and efficiently receive the necessary services and information. RTLabs is actively implementing innovative technologies to improve the quality and accessibility of government services, thereby contributing to the development of the digital economy and improving the lives of citizens.
During the pandemic, the workload on Gosuslugi services increased significantly, leading to a sharp increase in workloads. As a result, companies needed to hire over 500 mid- and senior-level IT specialists to ensure efficient operation and support the growing volume of requests.
To speed up the IT recruitment process, it is necessary to analyze the recruitment funnel and identify bottlenecks that slow down the process. For this purpose, we developed an Employee Journey Map (EJM). Using the EJM allows you to visualize the recruitment stages and identify delays. Understanding these issues will help optimize the process and make it more efficient, which in turn will accelerate the recruitment of qualified IT specialists.
Anastasia Ponomareva, former head of recruiting at RTLabs, shares her experience analyzing EJM. Working with colleagues, they identified problems at the candidate interaction stage, when hiring managers, such as department heads, select employees for their teams. This stage is critical, as it is here that first impressions of the company are formed and the conditions for successful collaboration are created. Analyzing problems at this level allows for improved recruitment and higher quality hires.
To gain a deeper understanding of the problem, a three-way assessment of the recruitment process was conducted using questionnaires. This method allows us to collect the opinions of various process participants, which helps identify the strengths and weaknesses of current recruiting practices. Analysis of the questionnaire results will help optimize the recruitment process and improve the quality of hires.
- Recruiters assessed the actions of hiring managers;
- Hiring managers assessed the actions of recruiters;
- Job seekers assessed how their interviews went.
Anastasia noted that many hiring managers do not have a clear understanding of the labor market and often underestimate the importance of planning the recruitment process and budgeting. They do not carefully fill out applications, failing to specify all the necessary requirements for candidates, which leads to delays at all stages of the recruitment process. As a result, by the time new employees start working, companies are not ready for their onboarding. Thus, what is obvious to HR specialists may not be clear to hiring managers. This misunderstanding causes many problems in the hiring process.
Due to the need to improve the efficiency of personnel selection, it was decided to train managers in the basics of recruiting. This will improve the hiring processes, as well as increase the quality of candidates, which in turn will positively affect the overall development of the company. Training managers in recruiting will be an important step towards creating a more effective team and strengthening competitive positions in the market.
How it was organized
Market monitoring has shown that third-party methodologies are often difficult to adapt to specific tasks, since they do not take into account the unique features of the IT market and the specifics of individual companies. This creates the need to develop our own approaches and methodologies that will more effectively meet the needs of the business and its environment. Adapting methodologies to the real conditions of the company's work allows you to optimize processes and increase overall productivity.
As a result, a proprietary program was developed based on a three-pronged assessment of the hiring process. The resulting competency model for hiring managers includes ten key skills required at all stages of recruitment—from formulating a recruiter's application to supporting the new employee during the onboarding process. This model formed the basis of a training course on recruitment methodology, called "Pine Cones and Coconuts." The course was taught by Anastasia Ponomareva, who shares practical knowledge and experience to help managers improve their recruitment skills.
The project's name, "Pine Cones and Coconuts," reflects the team's core ethos: "Don't judge others' achievements through the lens of your own shortcomings." This message encourages people to view the successes of others with an open mind and an open mind.
The course is available to all interview participants, including leading specialists, technical experts, department heads, and senior managers. This training will help improve skills and interviewing, which is essential for successful recruitment.
There are employees who, for various reasons, such as being overly busy or having a preconceived notion about the need for training, refuse to take the courses. In this situation, a certain degree of resistance was recorded: according to Ponomareva, approximately 30% of managers were unwilling to participate in the training. A special approach was used to motivate them to take the training.
We held meetings with participants who refused the training and were experiencing difficulties in recruiting. The CEO participated in these meetings. The purpose of the meetings was not to pressure or reproach, but to openly discuss the situation from different perspectives. As a result of these discussions, we reached a common understanding and found solutions to problems.
Hiring managers are trained in groups of 20 people. Each cohort undergoes training sessions that last two days for two hours. The course program consists of three main parts.
Practical group assignments are used to develop interviewing skills. Anastasia Ponomareva offers one example of such assignments. These exercises help participants improve their ability to evaluate candidates and learn to ask the right questions. Practical group work facilitates the exchange of experience and allows them to practice various interview scenarios, which ultimately improves the quality of recruitment and makes the selection process more effective.
We organized online sessions in groups of three. One participant played the role of the interviewer, another the candidate, and the third the observer. Each participant was given cards with interview input. After the role-playing exercise, participants shared their impressions of who successfully conducted the interview and who encountered difficulties. The trainer then analyzed the mistakes made and discussed ways to correct them to improve interview effectiveness.
A shortened one-day training was organized for top management, including the CEO, taking into account their busy schedules. This format allows for the effective transfer of key knowledge and skills necessary for successful company management. The training covers relevant topics that contribute to the development of leadership qualities and the improvement of strategic thinking, which is especially important for senior managers.
Upon completion of the training, participants completed a feedback questionnaire, which provided valuable information on the quality of the training. The recruiting department also carefully analyzed the results of hiring effectiveness after the training programs. If necessary, the program content was updated and supplemented to improve its effectiveness and meet the needs of the participants.