Part Deux — Reaching Fahrenheit 451 Through Hiring Automation

By Brenan German, Managing Principal, MatchTrends, Inc.
www.matchtrends.com
bgerman@matchtrends.com

January 10, 2003

This is part two of a series of articles relating to the fundamentals of automating hiring practices. Click here to read part one of this series.

I refer to the famous Ray Bradbury novel, Fahrenheit 451, the degree which paper burns, to emphasize how technology can and should eliminate the use of paper in hiring practices. This could be achieved through technology integration which has four distinct phases: Planning, Selection, Implementation and Maintenance. These phases are applicable to both Application Service Provider (ASP) and in-house server based models.

Article 1 outlined The Planning Phase which includes Audit, Draft, Vision, and Requirements components that successfully sets into motion a hiring automation project. The Requirements section is the last and most significant step to complete in the Planning phase because it becomes the guide throughout the rest of the project.

Upon completion of the Requirements portion of the Planning Phase, The Selection Phase can begin. This phase will outline the steps for finding and qualifying viable vendors, and eventually selecting one of those vendors as a partner. It will also set up the Implementation Phase. The Selection Phase has 3 components: RFI, RFP, and Contract.

Documentation

• Beyond just capturing information about the vendor’s capabilities, prepare the RFI so that their application maps against your needs. Articulate and prioritize issues and needs in a short precise list, covering most aspects including budget perimeters. Essentially establish a clear picture of needs as well as gather pertinent information from the vendor to make a decision. It should be a short exercise for both you and the vendor.
• An example of format might have an introduction section with a short business overview and your specific requirements. And a query section with a short survey about their business and capabilities. A few questions might be: Can their functionality meet your requirements? Can they stay inside your budget perimeters?
• Be sure to have your steering team review and edit in preparation for distribution.

Search

• Upon completion of the RFI document, begin gathering information about vendors and applications available. Pull together a list of up to 8 to 10 potential vendors that seem to meet your initial requirements using a variety of sources such as internet search, referrals, or advertisements. More than 10 will reach a point of diminishing returns for your review committee.

Query

• Once the list is made, schedule an introductory call with each potential vendor. This will be an initial information exchange to gain an overview of their capabilities and your requirements. Qualification begins at this stage, gauging whether this company, representative, or technology is worth forwarding the RFI.
• It is important to let them know how the selection process works and, if qualified, that they will receive an RFI. Be attentive to how they investigate your needs, the better vendors ask lots of questions and try to understand you, your business, and how their technology matches. It’s not about how great their technology is…it’s all about you.
• It is also important to build rapport because many vendors might feel the RFI will be a waste of their time unless they know your level of seriousness and intent.

Qualify

• Select those vendors that meet your standards and initial qualifications. Keep a manageable sample size to forward the RFI. Usually 5 to 6. Distribute the RFI to those selected and set a realistic submission date to receive completed RFIs.
• Gather all received RFI responses and analyze each document in comparison to your requirements. Qualify vendors on content and application but also on professionalism. It still astonishes me how many vendors can be disqualified based upon their lack of listening skills and tact. Their response will clearly show whether they are trying to provide a solution or they are just trying to make a sale.
• Based upon your findings, identify 3 to 4 vendors to begin the RFP process. It is good business practice to let the disqualified vendors know that you’ve elected to move forward with others so they are aware of your final decision.

Request For Proposal (RFP): Now that you’ve identified vendors to participate in your RFP process, you’re ready to distribute your RFP. Although the RFP is not a contract, much of the language and terms used often become part of the sales contract. So it is important to get to know the vendor well and specify all expectations and qualifications. RFP consists of 4 areas: Documentation, Validation, Qualify, and Selection.

Documentation

• The RFP will be a formalized document pulling together the Requirements report and company overview. It will also extract as much information as possible from the vendor. Get as much as possible in writing. All claims and sales pitches about services and functionality should be articulated in the proposal.
• Cover the proposal format, required deliverables, assumptions and agreements, technical requirements, timelines/schedules, staff involvement, time and cost, and a scheduled in depth demo. Also include the submission date, give at least 6 to 8 weeks lead time before submissions are due. There are many resources available online to help write a proper Request for Proposal.
• Be sure to have your steering team review and edit in preparation for distribution.

Validation

• Either as part of the RFP (preferred) or as a separate requirement, it is critical to validate the long term viability of the specific vendor. This is done by acquiring and reviewing the financials of the vendors in question. Although a bit unconventional, it is a widely accepted practice by most vendors in today’s market conditions. This step is not to be taken lightly so include the necessary resources (AKA a financial analyst) to assist in the review process. I suggest avoiding any vendor that elects not to disclose their financials.
• Also as part of the RFP (preferred) or as a separate request, it is critical to ask for references. Ask for a list of 5 to 10 customers to call and query. Do not accept letters of reference. It is also appropriate to investigate other references because some of the references provided might not feel comfortable being totally candid. Through your own investigation you should be able to find a few customers not on the list provided.

Qualify

• Once all proposals and validation responses have been received, analyze based upon your requirements. Qualify 2 (no more than 3) vendors to conduct in depth demo sessions for your steering team.
• The demos will be critical for each team member representing the groups involved in implementing and using the technology to assess the system from their perspective. Develop and distribute a survey guide to have your steering team fill out per vendor so that consistent information is gathered to analyze. These sessions will be highly informative and enlightening.

Selection

• Once you’ve completed your demo sessions, collected and analyzed your steering team responses, you’re ready to select a single vendor. It is good business practice to let the disqualified vendors know that you’ve elected to move forward with others so they are aware of your final decision.
• Before initiating contract discussions it is a good idea to schedule and conduct a trial of the product. Select a sub-group from your steering team to use and test the software for an extended period of time, such as a week. This will allow for a “test drive” of actual functionality and performance. It will also let you move into contract discussions with confidence in the product.

Contract: This is where “the rubber hits the road” in outlining all expectations, timelines, service level agreements, pricing, etc. This is the time to protect your interests and exposure. The vendor’s contract and your legal team will set the overall binding language. However, there are a several critical points for you to confirm make the contract. These 4 points are: Software Escrow, Data Transfer, Pricing and Escape Clause.

Software escrow

• Similar to reviewing vendor financials, this is a bit unconventional, but now a widely accepted practice by vendors. Ask to have your vendor’s source code go to an escrow firm in the event the vendor cannot deliver or goes out of business. This will give your organization the ability to support or upgrade the technology in their absence.

Data Transfer

• Relating to the ASP model, it is vital to have your data saved on disk and delivered to you each month. Once again this is a step that will limit your exposure to vendor failure. Essentially this archives your database on disk in the event your vendor or the hosting provider should not perform.

Pricing

• There are several pricing models and it is not possible to comment on which works best within your requirements and budget. However, I do recommend that pricing should be clearly outlined. Not only should implementation services, features and usage fees be stipulated, but also elaborate on support (including training), future upgrades and enhancements. Do not assume anything will be free or inclusive; ask to have all fees itemized in the contract.
• Also build in some disincentives for not meeting development or implementation deadlines. Such as, a percent of fee is lost if they are X amount of days past a deadline. Albeit there always seems to be some unforeseen issues that arise that delay project deliverables. Which you work through as partners. However, it is important to set the tone that you want their undivided attention during these critical phases.

Escape clause

• Like your company, vendors are in business to make money. Their goal is to have you sign on for as long as possible at the most lucrative fees. Once again it is important to limit your exposure to lack of performance. It is imperative to insert an escape clause in the terms and conditions. In the event that you or your vendor can no longer honor the contract, you should have the ability to cancel the contract. Most vendors will accept this clause as long as they have some lead time such as a 30 day notice.

Once you’ve negotiated and signed a mutually agreeable contract, you now have a partner to help with your hiring automation; and the real fun can begin. It is now time to initiate The Implementation phase. At this point, it should feel like a lot of work has gone into the Planning and Selection Phases, that’s because it has. But this has also set you up for success. You should have little doubt you’ve selected the right tool that will drive your hiring automation program. You are now officially on your way to Reaching Fahrenheit 451.

Good luck!

Brenan German, MatchTrends, Inc.

Brenan German (bgerman@matchtrends.com) is Managing Principal of MatchTrends, Inc.; a Human Capital Management Consultancy specializing in Hiring Infrastructure. Mr. German has directed the talent acquisition practices for leading organizations such as The Gallup Organization and Directfit, Inc. With a diversified background in managing corporate and agency hiring operations, Mr. German is an expert in optimizing and implementing enterprise-wide hiring practices; which includes workforce planning, sourcing strategies, vendor management, selection and metrics. Brenan is a graduate of the University of California, Irvine and an active member of SHRM and EMA. For more information about MatchTrends, Inc. please visit: www.matchtrends.com.