Recruiting Process Journey
Analysis of Globosat's RH recruiting process, to make the experience less stressful and long for both candidates and managers.
Antonio Duarte (UX Designer & Researcher)
Marília Procópio (UX Designer & Researcher)
Juliana Toledo (UX Lead & Researcher)
Planning; Recruiting; Shadowing; Interview scripts; Analysis; Persona creation; Journey Map; Documentation
The problem and methodology
The Globosat’s HR department made it a goal to identify the main pain points involved on it's recruiting process. The study would help the recruiting team to develop a satisfaction strategy and design an action plan for the following year to improve it, embracing diversity was also a company goal.
With only 3 months to the end of the year, we have established a timetable with the following steps:
To start the project was important to understand the current recruiting workflow. We spent 4 days with the HR analysts, watching their activities:
• Day-to-day processes
• Remote interviews
• Face-to-face interviews
• Profile Alignment with managers
• Positive feedbacks for candidates
Semi structured interviews
It was necessary to go deeper in the issues, and validate our impressions after the observation. At this point we brought some managers and new employees who had recently been in the recruitment process.
• 4 recruiters
• 5 managers
• 5 candidates
CSD matrix (Certainties, suppositions and doubts)
Was the key tool to create the interviews script and align the doubts and hypothesis of the design team.
Subjects covered during the conversations:
• Team responsabilities
• Pre-selection steps
• Relationship with the manager
• Relationship with the candidate
• Experience with management
• About the team
• Knowledge and experience with the process
• Contact with HR
• Accession to diversity
• Globosat brand
• Applying for the job
• The selection process
• Contact with HR
• Experiences in other process
To consolidate the discovery phase, we designed the actors in the process to easily understand each user's pain points and needs.
It was also important for the HR to have a better vision of the candidates different profiles, to bring more diversity to the company.
• HR analyst
• Candidate (PWDS)
• Intern Candidate (proto-persona)
It was important put together the personas and the workflow in a framework to show each agent's pain points and motivations, to help the HR create an action plan by the end of the project.
We divided the process in 3 main parts, to make it easier to communicate:
The manager makes a request for a new employee, the request follows an approval’s flow, the recruiting analyst receives the demand and aligns the vacancy’s profile with the manager.
The vacancy gets published, candidates start applying, the HR starts screening, interviewing and conducting other recruiting phases depending of the vacancy’s profile. The manager works alongside the HR analyst during the recruiting phases.
The HR analyst and manager talk about the candidates and the manager makes a choice. The recruiter presents the proposal and negotiates with the selected candidate. The recruiter ends the process in the system and directs the selected person to the admission’s department.
As we were working collaboratively with the stakeholder, we ran a workshop with the HR to create solutions for each pain point identified. After that we were able to summarize all the research inputs in the final blueprint.
For the first time I was collaborating in a complex research, where I had the chance to work with different techniques that weren't so familiar for me, like shadowing and workshop moderation.
The biggest challenge was building a good relationship with the clients, since the final delivery wasn't so clear at the beginning we needed to gain their trust to make the project happen.
The secret was giving transparency of everything, explaining the benefits of the methodology, sharing our activity's timetable and letting an open space for suggestions. The whole process was very collaborative and fair.