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Working Smart with Human Resources 

Recently the Boys and Girls Clubs of Albany doubled the number of schools that it's serving. Growing from serving afterschool programs at five sites to eleven doesn't only mean that the organization increased its beneficiaries, but it also doubled its employees, and it's recruiting capacity. Being a not-for-profit means that resources are always limited, and the Human Resources Department consists of two employees with occasional support from the operations department.  All year around the HR department is usually occupied by recruiting and selecting approximately eighty youth development professionals with a high turnover rate for all eleven sites.

The regular hiring process takes about six weeks from a prospect employee application to getting them on site. During that extended period, many of the candidates drop out of the process, and many are lost during the process due to the tools used. I was called in from the Quality Assurance Department to examine the current HR processes and tools to see if we could improve any. One of the first things I discussed is how recruitment, selection, and induction take place.  From my first glance, I realized that the Human Resources Department working hard, but not smart. The recruitment, selection and induction processes were all dealt with as one lengthy process by both HR Employees. All of these prospect employees were logged into a spreadsheet, and their paperwork completion items were tracked as columns. The officer had manually to contact each applicant by a phone call or an email to follow up with them regarding the completion of their paperwork for six weeks. ​

Protest Sign
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