Nike Case Study Essay Example for Free

Nike Case Study EssayThe Nike employer brand is extremely powerful in attracting likely talent to the business making the process of handling applications and supporting the resourcing process effectively and efficiently tiny to business success implementing e-recruitment was identified as the way to solve this businesses hiring problems.The issueNike currently receives rough 800 CVs all(prenominal) month. It has on average 100 to 120 open positions at any one time at Nikes EMEA Headquarters (HQ) in Hilversum, the Netherlands.These volumes used to place considerable pressure on the resourcing function to abase the administration and lead-time in the recruiting process. Handling the inflow of applications became challenging as the regional HQ grew dramatically in size. This resulted in high numbers of CVs circulating in the business whilst the company had little capability of shacking their progress or handling enquiries from channel appli pilets.We beat a firm policy th at each applicant is a electromotive force employee and customer and so we must respond appropriately, in an individual letter where possible, commented Rolien Hoogers, EMEA staffing bus at Nike.With only four people on the team, we were finding it increasingly hard to do that, and we were losing track of where CVs were in the company. We became concerned about how well we were protecting applicants personal information, and there were mistakes, such as us calling someone in for an interview who was already due to come in later that day.The operationThese problems led Nike to review their HR processes. The assessment demonstrated that the company had to standardise its HR processes in an designk to reduce duplication of effort.Reducing the cost per hire and improving the overall quality of talent employ into the business were key goals. Nike felt that achieving these objectives and improving authority would help to boost the company image.Faster receipt times to applicants together with consistency in handling the administration associated with each appointment would lead to improve internal effectiveness and efficiency.The solutionJobpartners provided Nike with an e-recruitment solution, ActiveRecruiter, which has been designed to help companies manage the entire recruitment process more(prenominal) effectively and quickly resulting in a better relationship between the company and its candidates.The solution was elect by Nike as it offered flexibility and simplicity, was cost effective and could be easily integrated with the existing programmes from PeopleSoft.A number of avenues are now open to candidates who wish to keep for jobs at Nike. External applicants can apply for specific roles or for more general speculative job opportunities directly via the Nike entanglementsite.Electronic links have also been established with external web-based recruitment organisations including Monsterboard.Conventional resourcing processes including newspaper ad vertising and head-hunting , particularly for more cured positions supplement these e-methods.Nike employees can also directly apply for jobs posted on the intranet.The majority of applicants apply to Nike via the web site (www.nikebiz.com) and can attach their resume after filling in their profile enabling name managers to review applications online. Paper copy CVs are no longer required.ActiveRecruiter makes the first match between the job requirements and the competencies and experience of the candidate. The system then retains a pool of applicants on file, which ensures Nike has a readily available issue of CVs for open positions.The number of CVs currently held on the database is in the region of 8500. Each registered applicant is automatically asked to modify their CV every six months in order to remain active on the system.The system is then able to expect an expanding database of future chase when open positions arise. This helps to reduce the costs of recruitment. Ac tiveRecruiter also provides the ability to search for specific competencies when a short-listing for open positions is being run. This ensures a better quality of candidate.The resultHoogers comments Savings of around 54% in recruitment costs have been identified since the system was first introduced in July 2002, and there has been far less reliance on external recruitment and search agencies due to the future interest database.From June 2003 to May 2004, a total of 556 positions were filled with 235 internal Nike candidates, 144 from the Nike database, 60 through the internal referral allowance programme, and 35 via headhunting organisations. The remainder came from job adverts and recruitment consultancy, Adecco.The average time to fill vacancies has fallen from 62 age to 42 days. The cost per hire has also been reduced.Nike believes that ActiveRecruiter has given a return on investment in just six months.Lessons learntThe three key learning points identified by Nike during the process of change steering include1.The importance of involving recruiters in the development and implementation process from an early stage.2. The benefit of ensuring that recruiters have a place in the project to help get buy-in3.The role of communication. Internal customers and users of the system have to see benefits, not just to the business as a whole, but also in terms of portion them to achieve their recruitment targets by attracting quality people with the necessary skills and attributes.Future TrendsNike feels that even greater potential exists in improving the quality of the overall resourcing process as ActiveRecruiter is developed further in the EMEA region.The visual modality for ActiveRecruiter at Nike is for it to become a one-stop-shop for quality recruiting. This will help ensure that increased time can be put into improving the capability of line management in interviewing techniques, and that the resourcing group can be freed up to play a more consulting and advisory role.Nike is planning to continue to measure and improve the effectiveness of its resourcing processes, which can only enhance its employer brand in the market place.