Recruitment Process Review for Capita Remediation Service

The client’s challenge

Capita’s Remediation Services business delivers back office customer remediation and resourcing solutions for regulated businesses. The business is often required to rapidly set up, from a standing start, large complaints handling services (such as PPI claims teams) meaning that volume recruitment capability is a core part of the business’s service delivery.

As a result, Remediation Services established a dedicated team of recruiters to manage this aspect of the business. This team then sub-contracted parts of the recruitment process to Capita’s own, internal recruitment function.

Across all of the Remediation Service’s contracts the in-house recruitment team was hitting all of it’s KPIs. Questions had, however, been asked about the quality of some of the candidates getting through the process and there was a strong belief that the process could be managed in a ‘less stressful’ way such that it placed a less onerous burden on all parties – particularly the on-site operations teams that were asked to regularly supply staff for volume recruitment assessment centres. It was also felt that recruitment was costing the organisation more than it should.

With high volume recruitment and regular fluctuations in headcount demand (leading to regular ‘ramp ups’ wherein a large number of new staff are all required to start training on a pre-defined date) the Remediation Service needed to be able to provide ‘best in class’ volume recruitment solutions to both win and retain major contracts.

We were asked to review the recruitment team’s operations with a view to improving both the efficiency and effectiveness of recruitment service delivery and to make recommendations on ways of improving the process, realising efficiencies and ensuring a consistent quality of candidates.

Our solution

We reviewed all materials including process maps, process improvement reports and recommendations, recruitment statistics, assessment centre materials and candidate monitoring logs to identify areas for improvement.

We then held discussions with a broad range of stakeholders including members of the delivery team, third parties such as recruitment agencies supplying candidates, Capita’s in-house recruitment division and the the operations managers running the Capita contract.

We also analysed feedback reports from end clients - the organisations for whom Capita was operating the services. To supplement this, a Capita consultant attended a number of assessment centres that were being run, and held discussions with both operations staff running the centres and candidates.

Having conducted a full review, we developed a report and recommendations for discussion with the Head of the Remediation Service in preparation for overseeing the implementation of the solution up to the point of briefing a new recruitment manager.

We recruited an individual with extensive volume recruitment experience. We ensured he understood the nature and scope of the recommendations and tasks and actions that needed to be taken to make the outlined changes to the service. He then worked with specialist teams within Capita to develop an improved approach to assessment, based on transferable skills and values as well as past experience.

To finance both of the above we invested more money into building the brand and direct hiring. This included better promotion of the referral scheme, and better regional networking with key target audiences such as universities and colleges, thus reducing reliance on agencies and thus the payment of agency fees.

Business outcomes

Our approach involves exploring all potential delivery models – in-house, outsourced and co-sourced. We understand that all approaches have the potential to be successful – dependent on circumstances and the challenge is therefore finding the model that best suits the client given their resources, challenges and appetite.

In this instance we understood why an in-house team was desirable given the fact that resourcing is such a central part of their service delivery model. We did, however, feel that they could benefit more from the expertise of third parties – some of which were already in place but not being fully utilised.

We also felt that the in-house team would benefit from the input of volume recruitment skills and expertise – hence our recommendation to recruit a new manager that could bring new thinking to the table.

We have established an ‘added value’ recruitment service within the same cost envelope and, through a significantly improved assessment approach, have improved the quality of candidates and longer term retention rates.

Our solution has relieved operations managers of their task of managing assessment centres in favour of utilising qualified assessment professionals.

The recruitment function is now effective, efficient and future-focussed. Not only does the business have a recruitment service which has enabled improvements in the delivery of recruiting to existing contracts, it means they also now have a ‘best in class’ volume recruitment process which they can promote as part of their business tendering process.