How eMFusion Global aligned its Operating Model to best serve its clients.
Author: Leo McKeague | Executive Director & Founder
We started eMFusion Global with a desire to make life easier for Hiring Managers and Recruitment folks alike, whilst helping companies achieve their ambitions.
Background Summary
I was a consultant Programme Manager for over twenty years in Financial Services, responsible for spinning up and saving change initiatives to deliver results. People are the critical resource, and building delivery teams quickly and effectively was always paramount. With varying degrees of difficulty, every organisation I was at, and there were a few, had the same challenges. Aside from budget and politics, the hiring process was always one of them.
I spent too much time reviewing resumes, attending interviews and onboarding people. My client was essentially paying my team and senior resources to focus our time on these elements. Something was wrong.
When we started eMFusion Global, we had the goal of improving the process, to get this right and help our clients get the best value from their recruitment model.
Our clients derive value from eMFusion from the below eight key categories. These categories, therefore, form the primary drivers for our service proposition and therefore operating model.
Meeting the Challenge
For our Business Model to work, we want our specialist recruiters focused on value creation with as little time and effort on non-value add items such as Admin: candidate status, job requisition tracking, interview set up etc. Which allows them to focus on truly understanding our clients and their requirements, the market they serve and best practices.
We needed a sophisticated, innovative approach to achieve our goal successfully, with speed and reliability, whilst dealing with unpredictability.
Disruption and Innovation in the talent acquisition model was the core driver needed to enable this transformation. Having one of our founding partners from a lengthy background in Project Management, we looked to established project management methodologies and created an agile recruiting model. Additionally, we continuously look to Six Sigma toolsets to eliminate waste in our processes.
How does it work?
The Agile recruiting team is structured to operate with speed and manage unpredictability in a similar way agile software teams build software. We took a customer-focused approach, motivated on the highest quality output, supported key priorities, and provided the ability to change direction and pivot with client demand.
The goals of our agile recruiting are to:
The model consists of four key elements:
Our Agile Model allows us to: focus on priority items during sprints, be consistently aware of real-time statuses and activities, be mindful of the perception of the product or business we are hiring for and provide up to the minute visibility and accountability to our clients.
Data helps us quickly determine how difficult it will be to find and attract certain skill sets, understand the talent supply and demand, the desirability of a location, see historical velocity, and quickly identify blockages.
Culture. The Agile Model removes the reliance on traditional recruitment performance indicators (KPIs), focusing our consultants time on actual value creation. We can keep our team small and specialised, focused on the client with a collaborative mindset. As a collective, we are focused on driving our company growth in line with our clients.
Conclusion
eMFusion Global clients are realising the benefits of our ability to source the hard-to-find specialists quickly, complete much of the upfront selection processes, help their internal teams with the time-consuming specialist roles and high-volume spikes, and give up to the minute feedback on status, strategies, and their target labour market.
