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									                             Strategies to Attract the Best




                                                         IRS Recruitment Office
                                                              August 2009


Leading, connecting and delivering a cutting edge workforce
         Workforce of Tomorrow Recommendations



                             Initiatives developed
   How do we create
    an organization-           Corporate recruiting strategy with strong partnerships
    wide recruiting
    strategy that                   Plan events/media jointly with partners in BODs, EEO, HCO, affinity groups
    supports and                    Recruiters manage relationships with schools and organizations
    balances all                    Local business unit representatives attend events
    division needs,                 Pursuing longer term efforts to build relationships with future candidates
    includes consistent              much earlier than their Junior year in college
    corporate
    messages and               Recruiting organization manages strategic execution
    enables local
    participation and
    connections?                    Stood up March 16th in HCO
                                    Includes all IRS recruiters and media/marketing staff




     Leading, connecting and delivering a cutting edge workforce
                                                                                                             2
    Integrated Recruitment Strategy
                                              Deliver a “ONE IRS” recruiting strategy
                               • Align recruiting resources to address the most acute hiring needs
                               • Narrow portfolio of sources to proactively target diverse early-
                                 and mid-career candidates with a tailored value proposition
                               • Execute a robust and flexible strategy to capture opportunistic
                                 hires seeking IRS employment
                                    1                     2                       3
                                                                   Joint
                                                                BOD/FOD
                                                               Target Setting
                                     Tight BOD/FOD              & Planning        Strong, strategic
                                       coordination                                    source
                                                                                   management
                                                          7       Seamless
                                                                   candidate
                                                                  experience
                                                               integrated with
                                     6                                            4
                                                              the streamlined
                                                                hiring process
                                             Clear                                    Consistent,
                                         performance      5                           up-to-date
                                         management                                   marketing
                                                                  Applicant
                                                                                       & media
                                                              “pipeline” timely
                                                                  follow-up


                                          Supported by a centralized recruiting engine

Leading, connecting and delivering a cutting edge workforce
                                                                                                      3
     Organizational Structure


                                      Director of
                                    IRS Recruiting



                   Media &                         Relationship
                                                                               Recruiters
                   Analysis                        Management
                                                                         Partner & Employee
                                                                              Support
                                                                         Executive Support

 Distinguishing characteristics
     Joined strategic functions ensures servicewide support, consistent approach, and high quality levels
         Joint strategic planning and analysis of recruitment channels and sources to determine greatest value
         Newly centralized recruiting-oriented marketing, media and analysis function
         Tight coordination of in-person recruiting and marketing with Employment, EEO, and the BOD recruiters
     Geography-based local in-person presence builds strong regional relationships with sources with
      Field and Campus partnership in local recruiting efforts
     Executive support for strong relationships with key sources of pre, early and mid-career applicants




Leading, connecting and delivering a cutting edge workforce
                                                                                                                  4
        Drivers for Continuous Improvement
External and internal trends make the IRS’ ability to recruit a significant
number of highly skilled employees over the next decade a high priority
IRS business needs are growing and becoming                                        …while the IRS workforce is expected to retire
increasingly complex…                                                              many of its most experienced employees
Selected IRS coverage rates,      Increasing
                                  Decreasing                                         Age distribution of FT IRS employees
2007/08                                                                              Number of FTEs (2007)
                    % Audits # of Returns
                                                                                                                       43,118
Corporate Assets >
$250 Million                                                                                                 30,027
Corporate Assets $10 -
$250 Million                                               To put in place the                    11,171
Estate Tax with Gross                                       leadership and             3,887
Estate > $5M                                             workforce ready for the
                                                         next fifteen years, the
All Individuals                ~                        IRS needs a recruiting         20-29      30-39      40-49       50+
                                                           strategy that will
                                                             bring in large          Share of workforce retirement-eligible
Number of Forms 1120 and 1065 filings
                                                          numbers of skilled         Percent
Millions
                          S-Corporations                 new recruits who will
4                                                        be with the Service for
                          Partnerships                       years to come             FY ’05                            9.6
3
2                                      C-Corporations                                  FY ’06                              10.3
1
                                                                                       FY ’07                                  10.9
                    2000
                    2000
                    2000
 1980
 1980
 1980


           1990
           1990
           1990




                           2008
                            (proj.).
                            (proj.).
                            (proj.).




                                                                                       FY ’08*                                   11.9

    Leading, connecting and delivering a cutting edge workforce
                                                                                                                            5
        Recruitment Strategic Goals

Strategy                   Goals/Desired Outcomes

1 Improve target           ▪   Clear understanding of target candidate segments based on long-term IRS workforce needs
  setting and              ▪   Servicewide recruiting targets and detailed, data-driven annual recruiting plan
  planning                 ▪   Efficient use of budget and manpower to meet hiring targets both quantity and quality using the
                               most cost-effective source channels (media, internet job boards, in-person events, interns)


2 Develop strong,          ▪   Deep relationships built with a limited number of consistently excellent sources
  strategic source         ▪   Diverse set of flexible resources that can be ramped up or down to meet variable recruiting needs
  management               ▪   Centralized recruiters managing institutional relationships, administration and logistics of
                               recruiting, servicewide representatives used as the “face of the IRS” to candidates


3 Develop effective        ▪   Standardized, high-quality recruitment marketing materials used across the IRS
  marketing and            ▪   Messaging specifically tailored to attract identified desirable candidate segments
  media                    ▪   Strong online presence at a wide portfolio of relevant, up-to-date sites


4 Develop candidate        ▪   Ability to maintain relationships with candidates from beginning to end of recruiting process using
                               data tracking system and easy communication processes
  tracking system
  and processes
                           ▪   Ability to link successful applicants and excellent employees to recruiting sources in order to
                               continually refine recruiting approach


5
    Develop clear          ▪   Performance management system that ties recruitment success to IRS and HCO goals
    performance/ROI        ▪   Rigorous analysis that allows for regular, data-driven updating of recruiting strategy (e.g.
    measures                   candidate sources, media mix, messaging)




    Leading, connecting and delivering a cutting edge workforce
                                                                                                                              6
      Improved Target Setting and Planning

BODs/FODs give
hiring needs to
recruiting


Planning &                                                     create calendar and
                                                                                           execute against
analysis creates                   Stakeholders                determine resource
                                                                                           recruiting plan
draft annual                       agree to targets            needs and contingency
recruiting plan                                                plans
• Set annual                                                   • Plan for recruiting      • Meet with source
 recruiting targets                  BODs, EEO,                  events and                 contacts at
 for each source                     recruiters,                 communications             schools and
 both media and in                   employment                • Contact partners           partnership
 person events                       support events              to request high-           organizations
                                                                 potential recruiting     • Organize events
                                                                 representatives          • Identify, tag and
                                                               • Allocate resources         communicate with
                                                                                            high-potential
                                                                                            candidates
                                                                                          • Track applicant
        Key enablers:                                           partners agree to           information
        • Clear communication between                           calendar and
          Recruiting and partners                               support events
        • Aligned incentives to encourage
          participation in recruiting events and                                        partners participate in
          ensure management support                                                     events and provide
        • Collaborative – not competitive                                               feedback
          recruiting across the Service




 Leading, connecting and delivering a cutting edge workforce
                                                                                                             7
       Strong Strategic Source Management
Goals we intend to accomplish:
▪ Deep relationships built with a limited number of consistently excellent sources
▪ Diverse set of flexible resources that can be ramped up or down to meet variable recruiting needs
▪ Centralized recruiters managing institutional relationships, administration and logistics of recruiting,
  servicewide representatives used as the “face of the IRS” to candidates

Initiatives required to get us there:

             1   Implement college and university recruitment program

             2   Implement recruiting program with professional associations

             3   Implement recruiting program with IRS affinity groups

             4   Leverage non-traditional intake channels to aid in recruiting – get there earlier

             5   Support campus recruitment

             6   Implement referral program to encourage all IRS employees to become “IRS recruiters”


             7   Collaborate with BODs to utilize BOD representatives at events


Metrics we will use to track our effectiveness in this area:
 ▪ Volume of applicants touched at in-person events
 ▪ Return on total recruiting spent at in-person events
 ▪ Event satisfaction scores

  Leading, connecting and delivering a cutting edge workforce
                                                                                                             8
               Effective Marketing and Media
    • A single, standardized set of IRS marketing materials that incorporates:
      – A consistent overall IRS brand message: “One of the world’s leading financial institutions...A top
        tier IT organization…The IRS, a great place to work...You can make a difference!”
      – Clear value propositions for early and mid career candidates as well as opportunistic hires

                             “Great careers start here”
                             • Build a broad set of practical skills and grow into new roles
        Early career         • Diverse career tracks and opportunities for growth
                             • Service to our country
                             • Great education benefits; tuition assistance
)


                            “A sustainable, high impact career”
oups                        • Employment stability
of                          • A second career that allows for a manageable lifestyle
          Mid-career        • Can leverage your experience for immediate impact
                            • Serving the “public good” and helping fund America
                            • Great benefits (e.g., Health, 401K, flexible spending
                              accounts, and long term care insurance)



                            “A breadth of opportunities and support”
           Veterans,        • We’re more than just accounting
        disabled, under     • Various work styles and schedules: in the field (e.g., RA),
          represented         or independently in an office (e.g., audit reviews); full-
            groups            time, part-time, or seasonal)
                            • Cutting edge accessibility tools


          Leading, connecting and delivering a cutting edge workforce
                                                                                                             9
   Effective Candidate Tracking
 Goals and Initiatives
      Ability to maintain relationships with candidates from beginning to end of recruiting process and link
       successful applicants and excellent employees to recruiting sources for continuous improvement
             Evaluate needs and enhance technology solution for tracking candidate contacts
             Put in place an owner and processes for regularly contacting candidates in pipeline to solicit applications

 Corporate Hiring Data Mart Vision and Benefits:
      Data Mart that will enable leadership to plan, execute, and monitor Servicewide hiring.
      Relational, integrated system to track the lifecycle from potential applicant to on-the-job performance
      Will enable us to follow a candidate from first touch with the IRS to understand and improve recruiting
                                                                                         On
                                                                                     boarding,
                            Applicant
Workforce                                                               Real Estate   retention
             Recruiting       and         Equipment       Training
Planning                                                                  and           and
               Data         Vacancy         Needs           Data
  Data                                                                   Space      performance
                              Data
                                                                                     on the job

                                                                                                Career
                                                                                               Connector
                                                                                    HR
                                                                                                               Real Estate
                                                                                  Connect




                                                                          VIRTS                  CHDM                        Etc.




                                                                                  AMPS                          R-TRAK

                                                                                               USA Access
  Leading, connecting and delivering a cutting edge workforce
                                                                                                                             10
         Clear ROI Measures

 Goals we intend to accomplish:
 ▪    Performance management system that ties recruiting success to IRS and HCO goals
 ▪    Rigorous analysis that allows for regular, data-driven updating of recruiting strategy (e.g. candidate
      sources, media mix, messaging)



Initiatives required to get us there:

                   1   Establish recruiting effectiveness measures



                   2   Establish data collection processes and technologies to support new measures




                   3   Establish processes and mechanisms for evaluating results and continuously
                       improving the strategy and its execution



Metrics we will use to track our effectiveness in this area:
 ▪    Improvement on ROI by source (employee referral, in-person, internet, etc)
 ▪    Percentage to plan (e.g., touch/target, yield/expected yield, spend/budget)


     Leading, connecting and delivering a cutting edge workforce
                                                                                                         11
     Next Steps
                                                                                                                  Active involvement
                                                                                                                  Light support/refine
                                                               2009                        2010
  Activity                                                     Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep
  A-1) Set recruiting budget
  A-2) Develop FY10 corporate recruiting plan
  A-3 Incorporate diversity goals
  B-1) Implement college recruiting program
  B-2) Implement professional association recruiting program
  B-3) Implement affinity group recruiting program
  B-4) Leverage non-traditional intake channels
  B-5) Support campus recruitment
  B-6) Implement referral program
  B-7) Deploy business unit representatives
  C-1) Reassess IRS brand
  C-2) Implement new brand
  C-3) Train IRS recruiters and recruiting representatives
  C-4) Provide all needed recruiter support
  C-5) Roll out IRS recruiting web presence
  C-6) Manage enforcement hire PR campaign
  D-1) Evaluate technology needs for contact tracking
  D-2) Put in place process for following up with candidates
  E-1) Establish recruiting effectiveness measures
  E-2) Establish data collection processes and technologies
  E-3) Establish processes for evaluating results



Leading, connecting and delivering a cutting edge workforce
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     How You Can Help

 You Are the Face of The IRS
     Check out our website- www.careers.irs.gov and find out what jobs we have and how
      and via what channel to refer folks to us (web vs our recruiters)

     Remember you represent the IRS wherever you go, even on Face Book; be kind to the
      Service

     Share what is good about the IRS and encourage people to apply for our positions

     Be honest about the job and what it’s like to work at the IRS or for any Federal agency-
      we want our candidates expectations to match reality

     Support our recruitment initiatives – we all can help find the best, most diverse
      candidates that will fit our values

     Be a support to those new employees
            SB/SE Commissioner Chris Wagner: Everyone has a role in the IRS. We are hiring thousands
             of new employees and this is a great opportunity for you to lead, mentor and be a model for
             these employees. You can make their first days and weeks at the IRS memorable. Think back to
             your first days with IRS and who helped you along the way.



 Leading, connecting and delivering a cutting edge workforce
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