TALEO RESEARCH WHITE PAPER

Talent Management
Best Practices for
Public Sector Organizations

T ALEO.COM
 Table of Contents

Introduction...................................................................................................................................................................3
Hire the Right Talent From the Start........................................................................................4
Make It Easy for Candidates to Apply..................................................................................5
Reduce Time-to-Hire with Effective Screening.......................................................6
Expedite Employee Onboarding...................................................................................................7
Ensure Compliance Through the Entire
Employee Lifecycle...........................................................................................................................................8
Conduct Efficient Performance Reviews
and Track Goals.....................................................................................................................................................9
Gain Insight Into Your Workplace.............................................................................................10
Summary.......................................................................................................................................................................11

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2 Taleo Research White Paper | Talent Management Best Practices for Public Sector Organizations
 Introduction
No matter what a public sector organization’s main mission may be in the
current economy, the recurring theme seems to be “do more with less.” That
philosophy even extends to people—whether training employees or recruit-
ing and hiring candidates. In order to do more with less, employees within
the public sector often have to take on more duties to fill staffing gaps which
means they need to broaden their skills. This kind of HR environment creates
challenges and risks when there are no formal talent management processes
that connect recruiting, performance, development, and compensation.

Public sector organizations and agencies need to be creative in how they keep
employees engaged as competition for skilled workers from the private sector
intensifies. However, lower budgets and shrinking resources make recruiting
and retaining good employees challenging.

For public sector organizations, talent management is the answer to finding

qualified talent, retaining satisfied employees, enhancing communication
and transparency, lowering operational costs, and achieving the organiza-
tion’s objectives. Talent management is a collection of HR processes that can
transform how public sector organizations attract, hire, develop, measure, and
retain their most important asset—top talent.

Technology can help automate recruitment and staffing activities for improved
candidate quality, efficient hiring, increased workforce productivity, and better
organizational performance.

A significant challenge within government “is the lack of deep human resource
expertise to manage technology investments and run complex IT operational
environments as a result of looming retirements, aging HR practices, union
constraints and tightly constrained budgets.”1 With software solutions and
applications moving to a new model of delivery—software as a service (SaaS)—
public sector organizations can take advantage of sophisticated features and
best practices that were once only available to large private sector enterprises.

SaaS technology can be the foundation for a number of variations in the

structure and operation of an HR department. Costs are much lower since
there is no need to acquire additional IT infrastructure such as hardware or
software—the Internet provides anytime, anywhere access to the applications.
Fewer resources are needed to maintain and upgrade SaaS solutions because
enhancements are automatic. Advances in security and availability have set the
stage for organizations to transform the way they attract and hire quality talent
using Internet technology.

This paper explores how talent management solutions enable public sector
organizations to increase employee productivity, lower costs, improve
constituent service levels, increase engagement, and ultimately support an
agency’s mission.
1
Key Issues for Government, Gartner Research, (January 2009)

3 Taleo Research White Paper | Talent Management Best Practices for Public Sector Organizations
 Hire the Right Talent From the Start
Talent acquisition costs come into play when a new position is being filled for
the first time, when an existing position is refilled due to turnover, and when
employees switch jobs internally within an organization. A large portion of
spend on acquiring talent is on sourcing, including advertising costs for
new hires.

Automate Job Board Processes

To maximize the chances of finding the right candidate, expand your sourcing
strategy beyond public sector job boards (e.g., USAJobs for Federal jobs).
Get the most out of job board investments with predictive ranking and opti-
mization capabilities. Recommend job boards with the best track record for
attracting qualified talent and automatically post to these boards. Source more
of the candidates you want, faster. Use a talent management tool that calls up a
listing of free and paid public sector job boards, uses predictive analytics to tell
which job boards will be the most effective, and allows you to automate the
posting process.

Build Talent Pools

Reduce dependence on external resume databases by keeping your own data-
base of quality candidates. Then manage candidate relationships so you can
tap into this valuable resource when there is a job opening. Candidate relation-
ship databases lower sourcing costs with better marketing of opportunities to
candidates sourced in the past.

Tap Into Social Networks

According to Nielsen/Net Ratings, more than 72 percent of the US popula-
tion uses the Internet; even more revealing is what they are doing online.
According to a Forrester Research survey, 29 percent of adults between 25
and 34 years old create online content such as blogs, upload videos, and
publish web pages on a monthly basis. More than 42 percent post ratings or
reviews of products and services online, comment on someone else’s blogs,
or use other means to respond to existing online content.2 Go beyond job
boards as more people use social networks such as Facebook, LinkedIn,
Twitter, and others. Use social networks to share urgent job openings with
millions of potentially qualified candidates.
2
Social Networking: How It Changed Recruiting and the Next Generation of Online Tools, Taleo Summary
Report, (2009)

4 Taleo Research White Paper | Talent Management Best Practices for Public Sector Organizations

The Value of a Career Website
>> Process Savings: eliminates
labor-intensive and non-value added
steps in the staffing cycle.
>> Sourcing Cost Savings: drives more
candidates into the organization’s
candidate pool, and enhances the
employer brand.
>> Improves Candidate Quality:
targets and identifies quality
candidates improving the overall
quality of hire.
>> Opportunity Cost Savings:
streamlines the recruiting process
which reduces the opportunity cost
of an open position and directly
improves financial performance.
5 Taleo Research White Paper | Talent Management Best Practices for Public Sector Organizations
Make It Easy for Candidates to Apply
A career website is a central piece for managing the recruiting processes—and
where you should begin. The goal is to attract top potential candidates to
your organization, build long-term relationships, pursue open jobs, and finally
capture and process candidate information in a structured way. Setting up a
careers page on an organization’s website makes it easy for candidates to apply
for open positions while complying with public notification requirements.
President Obama’s memorandum “Improving the Federal Recruitment and
Hiring Process” offers new thinking in US government recruiting by encourag-
ing federal hiring reform using proven private sector methods. Federal agencies
are directed towards these specific areas for improvements that private sector
companies using talent management already enjoy:
>> Candidate experience.
>> Recruiter and hiring manager collaboration.
>> Time-to-hire cycles.
Tailor Online Applications
Consider a multi-stage process for candidates where they supply only the
essential information first. Online prescreening questions can quickly elimi-
nate unqualified candidates based on candidate answers. After this initial
prescreening, invite the top candidates to supply additional information that
can help further separate the best candidates from the good ones. Instead of a
generic online application for use by all candidates or by all Federal selection
workflow processes, use job-specific prescreening to adapt the application to
an open position.
Keep Track of Candidate Information
Candidates can create and maintain a personal profile on your career website
and attach job positions to their profile. The profile is then saved in your can-
didate database and accessed through an appropriate password. Recruiters can
pull structured data about a candidate based on predefined topics for screening
a match based on eligibility for hiring.
Notify Candidates of Open Jobs
A job agent automatically notifies qualified candidates via email about new job
openings that match their skills and ambitions, encouraging them to go back to
your career website to apply. The candidate can set this up when they register
and create a profile.
Enable Job Searches
A job search engine is a core component of a top-notch career website. It helps
jobseekers quickly and efficiently find job openings that meet their require-
ments. Making sure that current job openings are in the searchable database
also reduces the administrative burden of maintaining a manual list. The
three best search criteria include Job Search by Job Category, Job Search by
Location, and Job Search by Keyword.
 Focus on Urgent Jobs
Highlighting urgent job openings can be as easy as making the links to descrip-
tions a different color or using a symbol like an exclamation mark. Consider
maintaining a separate list that can be linked at a prominent position on the
career website. A list of urgent jobs alerts jobseekers with the appropriate skills
to apply for those first and can contribute to an organization’s high-priority
recruiting goals.

Reduce Time-to-Hire with Effective Screening

The way to create efficiency is to automate processes such as employee screen-
ing, scheduling interviews, background checks, and reference checks. Online
recruiting can quickly swamp recruiters and HR staff because it is possible for
a jobseeker to apply for hundreds of jobs in a single session.

With increasing applicant volume, recruiters still have to carry out the process
of selecting the most promising candidates. Yet, the largest block of time in
the hiring cycle is typically sorting and ranking candidates based on resumes.
In a study of 537 senior HR executives in charge of recruiting, many spoke of
inefficiencies in early stage recruiting tasks such as sourcing, initial screening,
and interviewing.3

For US Federal agency recruiting, the need to support multiple candidate certi-
fication and ranking processes depending on the type of position (Competitive
Service vs. Excepted Service) can create an additional administrative burden.

Well-designed screening processes can offer a cost-effective way to have an

in-house recruiting function without churning through limited financial and
employee resources. Automated prescreening quickly steers hiring managers
toward the most promising candidates, and assists in building a repository of
prequalified, ranked candidates to draw from in the future.

Narrow Down Candidates with Initial Screening

Nearly a third of employers report that more than half of all job applicants
prove unqualified,4 which indicates the amount of time that initial screening
can save. Use preliminary screening to eliminate candidates who are not autho-
rized or qualified for the open position. Screening technologies assess data that
the candidate enters into the online application and determine whether the
candidate merits further consideration.

Assess Candidate Skills

Identify top performers by analyzing the needed skills, experience and fit, and
match those to the talent profiles of external candidates. This method of effec-
tive recruiting requires a streamlined process and close collaboration between
recruiters and hiring managers to define the essential skills and experience.
Online assessments can be an effective method of honing in on candidate
skills and providing essential input into the scoring and ranking of candidates.
Automated skills-based matching and automated workflow enable recruiters
and hiring managers to focus on evaluating a short-list of quality candidates.
The goal is to discover the applicant’s skill set and how that individual
approaches a task in a suitable manner to do the job effectively.
3
Hansen, F, Survey Data Emboldens Cry for Recruiting Funding, http://www.workforce.com/section/06/fea-
ture/25/72/85/index.html, (August 2008)
4
Employment Dynamics and Growth Expectations (EDGE) Report, Robert Half International and CareerBuilder.
com, www.rhi.com/EDGEReport2008, (2008)

6 Taleo Research White Paper | Talent Management Best Practices for Public Sector Organizations
 Check Background Information
Background screening can quickly eliminate fraud scandals and litigation—
both real and potential. It helps employers identify up to 40 percent of job
candidates estimated to lie on their resumes. Opportunities exist to improve
background screening practices with ongoing screening and integrated tech-
nologies that streamline processes. Integrated background screening could drive
the twin benefits of greater effectiveness and higher efficiency.

Coordinate Panel Interviews

For panel interviews, using an email plug-in for programs like Microsoft
Outlook, is an efficient way to schedule multiple people to participate in
an interview.

Expedite Employee Onboarding

Implementing an electronic onboarding system can reduce days to fill and
improve retention significantly.5 Onboarding typically includes manually-
performed tasks that a new employee completes on day one.

Best practice onboarding supported by a technology platform should include:

>> Formal, well established processes.

>> Consistency across the organization.
>> Clear ownership of tasks.
>> Self-service new hire portal for information, forms, and support.
>> Integration with HR/payroll.
>> Dashboard view of onboarding status for HR and managers.
A system designed to streamline and automate this process can significantly
reduce paperwork mailing costs. Onboarding also engages new employees
immediately and prepares them to become productive as quickly as possible.
It also ensures that:
—— Tasks and forms are completed prior to the employee’s first day.
—— All new hires are treated in the same manner for consistency.
—— Legal, government, and policy compliance is accurately followed.
—— Employee productivity and performance continues to increase.

The Importance of Employee Engagement

Aberdeen Group reported that 15 percent of new employees consider quitting
after the first day because of a poor initial experience. That underscores the
importance of engaging new employees and making sure they feel valued as
soon as they begin employment with your organization.

Notably, aspects of onboarding best practices could apply to internal moves

and new external hires. The study Stumbling at the Top: The Challenge and
Complexity of Internal Leadership Transitions found that: “At the 10-month
mark, up to 40% are finding the transition a challenge; 20% rate it a down-
right disappointment.”

7 Taleo Research White Paper | Talent Management Best Practices for Public Sector Organizations
 However, employee engagement does not equate with employee satisfaction.
An employee may be satisfied with the work but at the same time may not be
very concerned with achieving the goals of your organization. Engagement is
really about how committed an employee is to the goals of the organization
and how well he or she understands their role in impacting the organization.5

Ensure Compliance Throughout the Entire

Employee Lifecycle
Compliance is a major part of recruiting, hiring, and performance evalua-
tion processes. Increasing compliance enforcement is expected. The Office of
Federal Contract Compliance Programs (OFCCP) has increased its budget
and expects audits to go from 3,900 in 2009 to more than 5,000 in 2010. In
addition, the OFCCP submitted a commitment to Congress for “full-scale
aggressive enforcement”. The US Equal Employment Opportunity Commission
(EEOC) has planned growth over the next few years as well.

It is not only about automating and streamlining, but also about document-
ing and archiving to ensure compliance. Make hiring systems compliant with
federal, state, and local regulations and processes by relying on technology for
accuracy and document archiving.

Increase Transparency
A recruiting solution ensures that you execute proper notification and advertis-
ing of open positions—a requirement for public sector agencies and educa-
tional organizations.

Keep Records on All Applicants

Keep all data and records relating to correspondence with applicants, hiring,
assignment, promotion, demotion, transfer, lay off or termination, rates of pay
or other terms of compensation, employer selection for training or apprentice-
ship, and requests for reasonable accommodation. Results of any physical
examinations, job advertisements and postings, applications and resumes, tests
and test results, and interview notes are also included. The key to ensuring
compliance is record keeping.

Make Sure That Records are Easily Accessible

During an audit, the number one violation recorded by the OFCCP is lack
of access to information. Make sure you can easily access information about
the activities that occurred in the process of selecting employees. This might
involve moving all the recruiting and sourcing processes online so there is a
record that can be immediately retrieved with minimal effort.

Ensure Proper Certifications and Qualifications

Automated prescreening and background checks help determine whether
candidates have the required certifications and qualifications for specific jobs
under government regulations. Keep up-to-date employee data on qualifica-
tions, certifications, and credentials in one location that is easily accessible. Use
terminology that is relevant to the organization.
5
Onboarding: The First Line of Engagement, Aberdeen Group, (February 2010)

8 Taleo Research White Paper | Talent Management Best Practices for Public Sector Organizations

In both the public and the private
sectors, only one out of every two
employees is satisfied with recognition
and advancement opportunities.
How satisfied are you
with your involvement in
decisions that affect
your work?
How satisfied are you with
the recognition you recieve
for doing a good job?
How satisfied are you
with your opportunity to
get a better job in your
organization?
Source: The Federal Employee Viewpoint Survey
9 Taleo Research White Paper | Talent Management Best Practices for Public Sector Organizations
Automate Reporting and Ensure Online Privacy
EEOC requires proper notification and reporting about job openings, screening,
compensation, and other HR practices. In addition, many government agencies
in the US and Europe require that all information be kept private and not be
distributed. An online recruiting solution can automate reporting processes and
ensure that all information remains confidential while reducing costs.
Conduct Efficient Performance Reviews and
Track Goals
The difference between tactical HR and strategic human resources management
is a continuous process of improvement to get the best out of your people.
Performance management enables development and retention of people with
the right skills and aptitude to meet current and future needs. In addition, track
performance and generate detailed reports for accreditation surveys.
Each employee should have a clear understanding of their job description and
competencies, so they know how they affect organizational goals. Also, the
organization ensures compliance with regulations for specific job types with
appropriate and up-to-date job descriptions. Identify talent gaps to be prepared
when someone in a critical position leaves or moves on to another position.
Ensure Equity
The main purpose for performance management is to create consistent, defen-
sible performance standards for employees to help managers with the process of
management. The process should create equity and alignment in compensation
and promotional decisions, and in the legal defense of terminations. These
benefits are legal mandates – employers can be sued for undocumented decisions
about compensation, termination, and promotion without such a process.6
Increase Employee Retention
With shrinking budgets, public sector organizations need to retain as many of
their employees as possible because it could mean lost head count. Performance
Private
Sector
FedView
2010
management increases retention by establishing regular and clear goals and
performance standards so employees feel more aligned with their managers and
are much more likely to feel more committed to the organizations.
55% 58%
Improve Performance
Top performers directly influence the overall performance of your mission. A
performance management process enables alignment of employee performance
52% 55%
reviews with organizational objectives. Use performance metrics, develop a
pay-for-performance strategy to reward employees for meeting key objectives,
and develop them by identifying performance that needs improvement. This
approach can significantly increase engagement and reduce turnover and costs.
42% 53%
 Gain Insight Into Your Workforce
Accountability is being demanded of more public sector organizations. Most
HR departments find it difficult, if not impossible, to show how investments
in the workforce impact the organization’s mission. The way to prove that HR
processes and strategies are working is through metrics—and in the case of
human resources, it is “talent intelligence.” Talent intelligence moves beyond
traditional reporting on HR effectiveness and benchmarking data to using an
analytic framework that ties together business performance, talent management
effectiveness, and HR operations.7

WHAT WE HAVE WHAT WE NEED

Manual processes and a lack of Technology and processes that

robust HR IT solutions. streamline operations and produce
the data and results needed to
manage effectively.

Source: Closing the gap | Seven Obstacles to a First-Class Federal Workforce, August 2010, The Partnership for
Public Service and Grant Thornton LLP.

First, determine the basic questions that need to be answered. Are you hiring
the right people? Are you retaining top performers? Is workforce productivity
increasing or decreasing? Are people working on the right projects? Then, col-
lect concrete data and measure results against organizational objectives. Talent
intelligence not only provides insight into your workforce, but it also can:

—— Drive immediate action by aligning talent management processes with

organizational objectives.
—— Gain visibility into the workforce and put the right people with the right
skills on projects that meet objectives.
—— Improve quality of hire by identifying top performers, where they came
from, and their tenure.
—— Ensure future success by building a strong leadership pipeline.
6
The Business Case for Performance Management Systems, Bersin & Associates, (January 2008)

7
Talent Intelligence: Using Measurement to Better Manage the Workforce and HR, Knowledge Infusion,
(January 2009)

10 Taleo Research White Paper | Talent Management Best Practices for Public Sector Organizations
 Summary
Operating on a lean budget does not mean that public sector organizations
have decreased their need for people. Top people are the key to accomplishing
an organization’s mission and delivering a high-level of service to constituents
and stakeholders.

Technology enables public sector organizations to make more efficient use

of resources while locating, recruiting, hiring, and retaining the best talent
available. It is time to use talent management processes that connect recruiting,
performance, development, and compensation.

From setting up a branded career website to leveraging social networks, smart

screening, and automating processes, talent management solutions on a web
browser offer ease of use, increased efficiency, and dramatically lower costs.

11 Taleo Research White Paper | Talent Management Best Practices for Public Sector Organizations
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