TM - December 2007 - (Page 50)

“We had people that weren’t qualified for many of the positions they were expressing interest for,” said Mallett. “So, one of the focuses we had in this was we wanted to reduce the number of applications we were getting and look at those people we considered to be true candidates for the job.” To make matters more complicated, HHC is a government contractor, which requires the organization to provide full disclosure on all applicants, hired or otherwise. For years, this meant phone numbers, addresses and other personal information were recorded and reported multiple times for both internal and governmental reasons. “So, not only did we have these 50,000 applicants back in the paper days, we had to get the people who became new hires at these properties entered in our system of record, our HRMS,” said Mallett. “Then we needed to report on everybody who had expressed interest in those positions and send that governmental-type reporting out to the agency so they could see what the makeup of the applicant pool looked like against the people who actually became new hires.” With one central candidate gateway system, the process of entering employee information twice has been eliminated. The system saves applicant’s information and easily can be found if they are hired or when the time comes to report applicants to the government. Mallett said eliminating multiple applicant entries and reports as well as not having to manually track all of them has made life easier for HHC hiring managers, freeing them from a considerable amount of paperwork. While the new recruiting technology has helped broadcast HHC job opportunities to larger numbers of applicants in more diverse locations, the organization still feeds employee information to an independent succession management tool. This way, when an opening occurs, the company can reference it to see if anyone is available to fill the job internally. Eventually Mallett said he sees this process moving into HHC’s big HRMS, but right now, it is a useful tool to gauge suitability of high potentials for succession opportunities. Employees also have the option to go in and selfpopulate information that otherwise wouldn’t be stored, such as their work history before joining the company. Mallett said while both recruiting and succession planning activities are currently linked, the bigger talent management picture focuses firmly on moving beyond paper. “With these processes, we get out of the business of collecting paper, and by utilizing the screening processes in the application, we’re able to take the list of people who expressed interest in the job down to a couple dozen based on preselected qualification questions, as well as looking at our internal succession program,” he said. “The system enables us to go in and say, ‘Well, I need somebody who has managed a hotel that’s at least 1,000 rooms, and has food and beverage experience, and so on. In theory, it spits out the ideal three or four people who would be the best candidate for this position internally.” In addition to eliminating paper-based processes, HHC’s new talent management applications help reduce “favoritism” within the company hiring Application continued on page 52 talent management magazine www.TalentMgt.com December 2007 49 http://www.TalentMgt.com

Table of Contents Feed for the Digital Edition of TM - December 2007

Talent Management - December 2007 Editor's Letter Contents Letters to the Editor Human Performance Leading Edge Capabilities The Engaged Difference: What People Want Analytics in Talent Management: The Sports View The Use of Merchandise for Employee Recognition Taking Aim at Performance Appraisals Talent Management Drives Organizational Change Generational Diversity: Mastering the Boomer-X-Y Divide Dashboard: Security-Savvy Workforce: Designing a Security Awareness Program That Works Application: Hilton Hotels Corporation:Checking Out the Merits of Paperless Efficiency Insight: Unlimited Engagement: Innovative Corporate Communication at Deloitte & Touche USA Advertisers' Index Editorial Resources Foundations

TM - December 2007

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