Case Study 2022

Role: Team Lead Tech TA

Proposal:
Hiring Plan Q1 2023

Positions #
Head of Product 1
Senior Technical Product Manager 2
Senior Product Manager 2
Mid Level Product Manager 1
Head of Engineering 1
Team Lead Engineering 1
Senior Fullstack Engineer (Ruby/React) 3
Mid Level Full Stack Engineer (Ruby/React) 2
Junior Fullstack Engineer (Ruby/React) 1
Senior Backend Developer (Ruby) 2
Backend Developer (Ruby/Python) 3
Senior Machine Learning Engineer 2
Junior Data Analyst 2
Team Lead Technical CRM 1
Salesforce Engineer 1

Task:
● What would be the ideal Talent Acquisition setup to meet the Q1 2023 targets?
● What would be the KPIs you would follow?
● What are the top priority jobs and why?
● What would be the most difficult jobs to close & why?
● Can you suggest a brief talent acquisition roadmap to reach the targets, including escalation
options?
● Which would be the main TA channels you would need to fill the roles?
Assumptions:

HeyJobs has bold plans to grow. Our platform should support more active users therefore be
able to manage more data to increase the software application performance. Due to this in the
Q1/2023 we, as a Talent Acquisition team, should support the company to grow in these three areas:
Product (6 positions), Engineering (13 position), Data/CRM (6 position).

We are here to enable everyone to get the right job, to live a fulfilling life.

With that premise in mind, I, as a Talent Acquisition Lead, had an alignment conversation with
the managers of these 3 areas to understand why we need these roles, which role should be our top
priority, how can we work together in an excellent way, how managers could support the recruitment
team and how the TA team shared with them the evolution of the process.

After the meetings I meet the recruiters to share the plan, hear feedback and check how they
could contribute to the Q3 Hiring Plan. As recruiters are part of the process as well as the
decision-making, they must decide with me if this plan makes sense and if they feel comfortable.

Current recruitment process steps: Recruitment Interview/ Technical Interview/ Manager

Interview/ Cultural Interview/ Huddle/ Offer

After a full week of planning and negotiation, we achieved our plan to meet our Q1 2023
targets:

Phasing and team Setup:

# Jan Feb Mar

Head of Product 1 1
Senior Technical Product Manager 2 1 1
Senior Product Manager 2 1 1
Mid Level Product Manager 1 1
Product 6 2 2 2
Head of Engineering 1 1
Team Lead Engineering 1 1
Senior Fullstack Engineer (Ruby/React) 3 1 2
Mid Level Fullstack Engineer
(Ruby/React) 2 2
Junior Fullstack Engineer (Ruby/React) 1 1
Senior Backend Developer (Ruby) 2 1 1
Backend Developer (Ruby/Python) 3 1 2
Engineering 13 4 4 5
Senior Machine Learning Engineer 2 1 1
Junior Data Analyst 2 2
Team Lead Technical CRM 1 1
Salesforce Engineer 1 1
Data/CRM 6 2 3 1
25 8 9 8

In conversation with the managers and team, we were able to organize the pace of delivery
with 8 positions in Jan, 9 in Feb and 8 in March. That way, the TA team could have a comfortable
pace to deliver that position.

Talking about the prioritization of positions, the strategy was:

a) Our proposal is to deliver in January the Leadership positions that have low
complexity and some Senior positions to support the business to be carried out. Also
opening more complex functions to receive resumes and save 20% of
recruiters&sources' week time to sourcing these positions;
b) The plan in February is to close all Junior and Middle Level vacancies (we usually
open a Senior Position, which we will do in January, it might be possible to face some
Mid-Level resumes, so we could generate that pipe in advance). We also want to
close most of the hard to fill positions that we have left open since January. As we
had 1 month of sourcing (application, active sourcing, referral), we could possibly
have an interesting shortlist to start the interview process.
c) To close the third quarter, we decided to hire the remaining senior position in March,
this one, we could have a sharper look aligned with the managers. We're past
January and February, so we should be looking for some stellar candidates. With
60% of the hiring plan already contracted, we have the opportunity to look for
candidates with a different vision, who can add enormous value to our product.
Possibly we can focus on diversity candidates.

TA Team

To reach this bold plan the team should be 4 recruiters, 1 sourcer and 1 recruiter coordinator
(focus on candidate experience):

-Recruiter: Focus on the deep assessment in the interviews. Stakeholder Management. Offer
negotiation;
-Source: generate pipeline; diversify sourcings; A/B testing in reach outs; hunting ground
-Coordinator: recruitment data, candidate experience, schedule interview after recruiter
interview.

Each recruiter should take care of 1 to 3 positions per month:

Recruiter A (Senior); Should take care of product positions:

Jan: 1 Senior Technical Product Manager and 1 Senior Product Manager
Feb: 1 Head of Product and 1 Mid Level Product Manager
Mar: 1 Senior Technical Product Manager and 1 Senior Product Manager

Recruiter B(Mid level, expert in volume) a Recruiter C (Senior expert in sourcing); Should take
care of Engineering Positions:

Jan (B): 1 Senior Backend Developer (Ruby) and 1 Backend Developer (Ruby/Python) and
1Senior Fullstack Engineer (Ruby/React)
 Jan (C): 1 Team Lead Engineering;
Feb (B): 2 Mid Level Full Stack Engineer (Ruby/React) and 1 Junior Fullstack Engineer
(Ruby/React)
Feb(C): 1 Head of Engineering
Mar(B): 2 Backend Developer (Ruby/Python) and 1 Senior Backend Developer (Ruby)
Mar(C): 2 Senior Full Stack Engineer (Ruby/React)

Recruiter D (Senior) should take care of Data/CRM:

Jan: 1 Senior Machine Learning Engineer and 1 Team Lead Technical CRM
Feb: 1 Senior Machine Learning Engineer and 2 Junior Data Analyst
Mar: 1 Salesforce Engineer

KPIs

KPIs are important because it gives value to compare against our current performance. KPIs
clearly illustrate whether or not we are reaching your goals. The ones that we will follow should be:

-Time to Hire (Open job to close job/ Candidate to offer accepted)

-Real X Budget
-Pass-through-rate
-Stagnate candidates (time per stage)
-Diversity candidates (in each position/step)
-Sourcing (Active sourcing/ application/ referral program/ internal movement)

* Every recruiter should have a once-a-week point of contact with the hiring manager to
update the process and show how we're tracking KPIs with data. Also, twice a week, all recruiters
must have a meeting with the recruiter leader to analyze the rhythm, blocking points, deliveries and
the points that are helping the process evolve (low or high salary ranges, candidates coming from
previous talents, etc).

Hard to fill positions

Each quarter we have "hard to fill positions". These positions are the jobs that most recruiters
find challenging to find a perfect fit. Several factors create positions that are difficult to fill, such as
historical data, many open positions in this role in marketing, a position that candidates usually deny
the offer. In our case, the "hard to fill positions" are:

-Head of Engineer - Amazing management skill with high technology background. Also
scale-up experience
-Head of Product - Experience in development new teams with high product technology
background
-Salesforce - Specialist profile in a specific knowledge extremely required in the marketing
-Senior Technical Product Manager - Huge experience in establishing technical products
Roadmap

Positions to close in January

Positions to close in Feb

Positions to close in Mar

*We assume that the candidate is immediately available to join the company and without notice
period.

TA channels to reach theses candidates

To look for these persons is importante create a sourcing strategy. Focus in the sourcing channel:

- Internal Sourcing: The first step is to look for an internal candidate who has done well in the
previous performance review and guarantee the referral program to seek talent in the network
of current employees.
- Company Career page: Focus on an awesome job description and some pay ads to boost
brand awareness.
- Company social networking: development with Employer Brand greats post to publish in
Linked in page (if its possible pay Jobslot), Facebook page, Instagram page and Tiktok page,
Stakoverfow, Github page.
- If possible, pair in the active sourcing with the Engineering, Product and Data/CRM team.
Pairing with the technical team can help the recruiting team see things that the TA team
 cannot see. We can also influence them to make some videos (driving by the TA team)
explaining how it's working on HeyJobs saying "Join us!"

All plans need to be evaluated from time to time. My suggestion is to have bi-weekly points of contact
with the Head of AT/People to ensure that priorities are being followed and that the team is safe and
happy to work here. If necessary, the plan can be changed due to new company needs or better
insights.