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STRATEGIC RECRUITMENT PLAN

TEMPLATE

JUNE 2021

Table of Contents

INTRODUCTION 3

Strategic Recruitment Plan Overview 3

Project Sponsorship 4

STEP 1: PLAN 5

Action #1.1: Deﬁne the strategic goals 5

Action #1.2: Develop and ﬁnalize the recruitment budget 6

Action #1.3: Identify governmentwide and agency-speciﬁc hiring authorities 6

Action #1.4: Establish collaboration agreements between HR

professional and hiring manager 7

STEP 2: SOURCE 8

Action #2.1: Select the right sourcing technique(s) 8

Action #2.2: Identify talent sources based on desired knowledge, skills and abilities 9

Action #2.3: Continually monitor the eectiveness of sourcing channels 10

STEP 3: ATTRACT 11

Action #3.1: Promote the employer brand to the target audience 11

Action #3.2: Generate calendar of recruitment events 11

Action #3.3: Develop protocols for handling inquiries 11

STEP 4: ENGAGE 12

Action #4.1: Hiring managers’ responsibilities 12

Action #4.2: Continuously monitor the candidate experience 12

CLOSE OUT 13

STRATEGIC RECRUITMENT PLAN 14

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Introduction

Federal agencies encounter many challenges that require rapid growth of their work-

force, such as national emergencies, large-scale attrition, new mission requirements

or the need for skills in emerging ﬁelds. When these needs arise, the standard federal

hiring practice of “post and pray”—where job announcements are posted to USAJOBS

without additional recruitment activities or events to attract applicants—is not su-

cient to quickly hire an atypical volume of candidates, also known as surge hiring.

Several approaches can help an agency eectively meet its surge hiring goals. In the

Partnership for Public Service’s research report “Rapid Reinforcement: Strategies for

Federal Surge Hiring” (PDF ﬁle), the following three strategies were identiﬁed:

1. Determine which government-wide or agency-speciﬁc hiring authorities best meet

the needs of the hiring surge.

2. Develop recruiting infrastructure by leveraging data and technology and by hiring

recruiters or training current sta on how to attract candidates and guide them

through the hiring process.

3. Apply a project management approach to streamline the hiring surge.

This document serves as both a recruitment guide and project management template

for developing a strategic recruitment plan for surge hiring.

STRATEGIC RECRUITMENT PLAN OVERVIEW

Recruitment is not a monolithic process, but a multi-step strategy with distinctive

actions, tools, and metrics. Below are the four steps commonly used to outline an

agency’s recruitment roadmap. There are interdependencies between the recruitment

and hiring processes, but they are two dierent functions.

During the recruitment process, potential applicants identiﬁed in the “source” step are

the target audience in the “attract” step with the goal to convert them to applicants

for the “engage” step. Due to natural attrition, it is highly recommended agencies cast

a wide net during the source step to ensure there are enough qualiﬁed applicants to

screen during the engage step.

STEP 1: PLAN

Planning consists of workforce plans utilization, position description management, collaboration between HR

professionals and hiring managers, and applicant tracking system optimization.

STEP 2: SOURCE

Sourcing refers to the cultivation of relationships with individuals and groups of talent—also referred to as a

talent pipeline, talent pool or sourcing channel—who not only meet but exceed job announcement minimum

qualiﬁcations.

STEP 3: ATTRACT

Attraction encompasses all eorts to elevate awareness of the organization’s work, culture and job opportuni-

ties through social media and other digital platforms. The resulting knowledge will build credibility and keep

the organization top of mind. The end game is to convert viewers of the content into applicants.

STEP 4: ENGAGE

Engagement is the approach of shifting from an administratively oriented process to one that centers around

the candidate experience. Candidates feel like interactions are more personal and do not feel like they are

pouring energy into a black hole.

STRATEGIC RECRUITMENT PLAN

PROJECT SPONSORSHIP

The work of the Partnership for Public Service (“Partnership”) for this project was sponsored by the

Democracy Fund. With its support, the Partnership conducted in-depth research—including a literature review

as well as interviews with current and former federal HR leaders and other agency ocials—to identify the

most eective and widely applicable strategies for surge hiring. Based on the examination of previous hiring

surges, the Partnership identiﬁed best practices, challenges and lessons learned, distilling these ﬁndings into

three basic strategies (listed above) that agencies can use without additional authority from Congress.

PARTNERSHIP FOR PUBLIC SERVICE

Step 1: Plan

Planning consists of workforce plans utilization, posi-

tion description management, collaboration between

HR professionals and hiring managers, and applicant

tracking system optimization.

DETERMINE ACCOUNTABILITY FOR THE

STRATEGY

Begin the strategic recruitment plan process by

appointing an individual to manage it. Clear account-

ability for generating and maintaining the strategy

must be made clear at the very beginning. How-

ever, development of the strategy should not fall on

the shoulders of a single individual. Agency human

resources professionals, external human resources

vendors, hiring managers, subject matter experts and

perhaps anity group members should participate in

generating and executing the strategy. They should

all feel like they collectively own the strategy and the

talent hired as a result. If they do not, commitment

to hiring the best talent will waver and the burden of

managing the strategy will shift inequitably.

DEFINE ROLES AND RESPONSIBILITIES

You can drastically improve your chances of achiev-

ing success if roles and responsibilities are clearly

assigned to speciﬁc individuals. As it pertains to this

document, you can assign responsibilities by each

step’s “action” items. This ensures that everyone

involved, especially managers and HR professionals,

know who is accountable for delivery.

ADDITIONAL FACTORS TO CONSIDER

WHEN DETERMINING STRATEGIC GOALS

Factor #1: Use the workforce plan to forecast hiring needs now

and in the next six to 12 months.

Guiding Questions:

• How many vacancies are there? What are the

available employment type options to ﬁll the

vacancies: full-time employees, part-time, tem-

porary or contract?

• What is the average percentage of vacancies

ﬁlled by internal merit promotions and the

competitive hiring (or designated examining)

process?

• What is the annual turnover rate? What are the

year-over-year trends?

• Based on historical trends and business needs

on the horizon, will the workforce shrink, grow

or remain steady?

Factor #2: Are there speciﬁc workforce gaps associated with

the makeup of the team or department?

Guiding Questions:

• Is the representation of the agency’s workforce

reﬂective of the available talent in all occupa-

tional series?

• Is there specialized knowledge, or skills or abil-

ities, missing among the team or department?

• Is there a particular career level to target, such

as early career, to establish a stronger talent

pipeline for internal growth?

• Does the focus need to be on best qualiﬁed or

minimally qualiﬁed?

ACTION #1.1: DEFINE THE STRATEGIC GOALS

Total Number of Hires

Targeted Occupational Series

Targeted Field Oces or Regions

HIRING MILESTONES

DATE DATE DATE DATE

Targeted Number

of Hires

Actual Number of

Hires

Targeted Cumulative

Number of Hires

Actual Cumulative

Number of Hires

STRATEGIC RECRUITMENT PLAN

ACTION #1.2: DEVELOP AND FINALIZE THE RECRUITMENT BUDGET

Whether you “post and pray” or develop a comprehensive recruitment strategy, personnel salaries will always

be the largest line item for an agency.

A comprehensive recruitment budget will also include the cost of:

• Sourcing (e.g., job boards, recruitment agencies, etc.).

• Recruiting events (e.g., career fairs, informational sessions, open houses, etc.).

• Employer branding activity, including overhead costs from in-house communication team (e.g., social

media campaigns and posts, media marketing, etc.).

• Technology, including in-house IT teams (e.g., chatbots, upgrades of human capital management system

functionality, etc.).

ACTIVITY BUDGET

Sourcing

Recruiting events

Employer branding

Technology

Total

ACTION #1.3: IDENTIFY GOVERNMENTWIDE AND

AGENCY-SPECIFIC HIRING AUTHORITIES

Determine which government-wide or agency-speciﬁc hiring authorities meet the needs of the hiring surge.

Because the average competitive selection time-to-hire in the federal government is 90 days and only 45 in

the private sector, federal agencies should use hiring authorities whenever possible to shorten the hiring pro-

cess.

See Appendix II of the Partnership’s “Rapid Reinforcements” report (PDF ﬁle) for a comprehensive list of hiring

authorities, including descriptions, decision criteria and additional federal regulation references.

CONFIRMED HIRING AUTHORITIES

HIRING AUTHORITIES TYPE OF APPOINTMENT TYPE OF AUTHORITY DESCRIPTION

ADDITIONAL HIRING AUTHORITIES TO CONSIDER

HIRING AUTHORITIES TYPE OF APPOINTMENT TYPE OF AUTHORITY DESCRIPTION

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ACTION #1.4: ESTABLISH COLLABORATION AGREEMENTS BETWEEN HR

PROFESSIONAL AND HIRING MANAGER

As mentioned in the “Rapid Reinforcements” report, treating recruitment, assessment, selection, security

clearance and salary negotiations as separate HR functions disrupts the continuum of the hiring process, add-

ing layers of bureaucracy and discouraging eciency. To increase eciency during surge hiring, a single HR

professional or human resources oce is recommended to serve as the coordinator between individuals and

teams administering separate steps of the process.

The collaboration between hiring managers and HR professionals (and/or recruiters) is essential for executing

an ecient recruitment strategy and cultivating a positive candidate experience. Below are general principles

to keep in mind:

• Lay out the entire process. Collaborate to not only develop the recruitment plan but also ﬁnalize, as much

as possible, sourcing channels, recruiting events and candidate engagement approaches. Such a level of

planning will streamline work down the road and enable the team to better track its progress.

• Identify must-haves and nice-to-haves upfront. Sometimes hiring managers have ambitious expectations about

the number of recruiting events or desired level of candidate qualiﬁcations. These expectations need

to be shared upfront and prioritized to ensure sucient resources are allocated for recruiting as well as

targeting the right talent sources. This would prevent the need to repost a job announcement because

of inaccurate qualiﬁcations stated in the job announcement or an insucient number of qualiﬁed appli-

cants.

• Schedule regular check-ins. Choose a mutually beneﬁcial cadence for updates and clarify the key metrics

to monitor with the understanding that milestones will shift. Work to understand each other’s roles and

responsibilities in the recruitment process as well as preferred modes of communication.

STRATEGIC RECRUITMENT PLAN

Step 2: Source

Sourcing refers to the cultivation of relationships with individuals and groups of talent—also referred to as a

talent pipeline, talent pool or sourcing channel—who not only meet but exceed the minimum qualiﬁcations of

a job announcement. Development of sources can improve applicants’ understanding of the agency’s work

and culture, increase the probability of an agency hiring highly qualiﬁed candidates, and decrease the time it

takes to generate a certiﬁcation list.

ACTION #2.1: SELECT THE RIGHT SOURCING TECHNIQUE(S)

Qualiﬁed candidates can come from internal resume banks, employee referrals, a pool of social media follow-

ers or elsewhere. Agencies must be intentional about using the right techniques to promote the agency and

its mission to attract the right talent for the job. There is some trial and error with this action, which is why

tracking and monitoring metrics is essential.

SOURCING TECHNIQUE DESCRIPTION

Boolean searches

Boolean search in recruitment is deﬁned as the structured process of using search function operators

such as AND, OR and NOT to broaden or limit your candidate search on databases such as Google,

LinkedIn, and other professional platforms.

In-person and virtual events

These events include but are not limited to career fairs, open houses (i.e., mixers hosted at the agency),

seminars and conferences. Meeting people face-to-face, even in a virtual setting, provides a great

opportunity to ask questions.

Resume and proﬁle mining

Mining is the process of sorting through large repositories of resumes or professional proﬁles, such as

in LinkedIn, for example, based on speciﬁc criteria (e.g., years of experience) and/or key words (e.g.,

artiﬁcial intelligence). In these instances, individuals whose attributes match the desired proﬁle receive

a targeted message inviting them to apply for a job.

Social Media

There are boundless approaches and strategies to identify potential applicants through social media.

For example, an agency could send direct messages to everyone who follows a speciﬁc hashtag, such

as “#artiﬁcialintelligence,” when it seeks an IT professional with experience in that ﬁeld. Not everyone

who follows the hashtag will be qualiﬁed, but interest is an indicator of the possibility.

See the Partnership’s “#NowHiring: The Role of Social Media in Agency Recruiting” report (PDF ﬁle) for

best practices in the federal government.

Referrals

Employment referral is a method for ﬁnding potential new employees through recommendations from

current employees.

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ACTION #2.2: IDENTIFY TALENT SOURCES BASED ON DESIRED KNOWLEDGE, SKILLS

AND ABILITIES

BUILD AND SUSTAIN SOURCING CHANNELS OR TALENT PIPELINES

Preestablished sourcing channels increase the probability of attracting applicants who are qualiﬁed, know the

agency and its work, and are likely to accept an extended oer. Without strong talent sources, organizations

can still hire good talent, but time-to-hire and quality are less predictable.

There are several factors to take into consideration when identifying and prioritizing talent sources including

but not limited to the following:

• Size of the talent pool (i.e., number of qualiﬁed group members).

• Strength of employment brand among members that can be quantiﬁed by:

• Number of annual agency events and attendees with the talent source.

• Number of current employees who are members or alums of the talent source.

• Number of talent source members who have applied to job announcements in the past.

• Geographic location of headquarters, local chapters and/or members.

• Desired industry background of the group, such as academia, government (local, state or federal), pri-

vate sector, social impact nonproﬁt, etc.

• Diversity of the talent pool.

PROMOTING DIVERSITY AND TALENT SOURCES TO CONSIDER

When establishing sourcing channels, agencies should consider the overall diversity of their talent sources,

combined. Developing relationships with and conducting targeted outreach to universities or organizations

with high populations of underrepresented groups can help the organization recruit qualiﬁed applicants with

diverse backgrounds and experiences. These can include but are not limited to:

• Historically black colleges and universities, or HBCUs; Hispanic-Serving Institutions; universities with

high Asian American and Paciﬁc Islander populations; tribal colleges; and women’s institutions, which

can be further prioritized by ﬁeld of academic study.

• Nontraditional institutions, such as online colleges and universities.

• Universities and colleges outside the Washington, D.C./Maryland/Virginia region whose students may

not have previously considered careers in federal government.

• Professional organizations that promote racial and ethnic diversity in their ﬁeld, such as the following:

› Association of Black Psychologists.

› National Association of Black Social Workers.

› National Association of Asian American Professionals.

› National Association Puerto Rican Hispanic Social Workers.

› American Psychological Association Women’s Programs Oce.

RECOMMENDED TALENT SOURCES

ORGANIZATION DESCRIPTION

STRATEGIC RECRUITMENT PLAN

ACTION #2.3: CONTINUALLY MONITOR THE EFFECTIVENESS OF SOURCING CHANNELS

The eectiveness of sourcing channels pertains to how much each of your sourcing channels (e.g., job boards,

recruitment ads, sourcing tools, professional social networks, etc.) are contributing to the volume and depth

of qualiﬁed applicants.

KEY STRATEGIC METRICS TO TRACK

Leading metrics

• Applicant pool depth (n, %)—the number of qualiﬁed applicants from the source, especially for critical roles.

Lagging metrics (see Close Out section on page 14)

• Hires per source (n, %).

• Interviewees per source (n, %).

• Oers per source (n, %).

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Step 3: Attract

Attraction encompasses all eorts to elevate awareness of the organization’s work, culture, and job opportu-

nities through social media and other digital platforms. The resulting employer brand will build credibility and

keep the organization top of mind. The end game is to convert viewers of the content into applicants.

ACTION #3.1: PROMOTE THE EMPLOYER BRAND TO THE TARGET AUDIENCE

An employee value proposition is the unique set of beneﬁts employees receive in return for the skills, capa-

bilities and experience they bring to a company. An employee value proposition is about deﬁning the essence

of your agency—how it is unique and what it stands for. In a competitive market for the best candidates, the

agencies that will win are the ones that are clear about why someone would choose to work for them over a

competitor.

Assess how eective your employment branding campaign has been in building awareness among your target

population. Where does your agency fall on the Best Places to Work lists? What is the current trend in media

regarding your agency at-large or in a targeted region, if applicable?

ACTION #3.2: GENERATE CALENDAR OF RECRUITMENT EVENTS

Determine which recruiting events to hold, and the requisite resources and development time needed to run

them.

TYPE OF EVENT DESCRIPTION AND TARGET AUDIENCE

Career Fair (in-person and virtual) A job fair, also commonly referred to as a job expo or career fair or career expo, is an event in

which employers, recruiters and schools give information to potential employees.

“Live” events (via social media)

Some social media platforms, such as Instagram Live or Facebook Live, have a feature that

allows users to broadcast live videos to other users on the platform. Events vary in nature and

duration, from short celebratory accomplishments to in-depth panel discussions.

See the Partnership’s “#NowHiring: The Role of Social Media in Agency Recruiting” report (PDF

ﬁle) for best practices in the federal government.

Information session (or “open house”) An information session is an open forum scheduled by an organization. Sessions—typically

hosted in a classroom or space on campus—enable the agency to meet with potential candi-

dates in a more informal setting.

Case study competition Participants strive to develop the best solution to a business- or education-related case study

within an allocated time. Typically involves teams of four or more individuals who are graded on

their solution by a panel of agency employees.

ACTION #3.3: DEVELOP PROTOCOLS FOR HANDLING INQUIRIES

Below are a couple of practices to keep at the forefront:

• Use clear and frequent communication. HR professionals should be clear and transparent about the hiring

process, especially the average time-to-hire. Eective communication is also central to HR professionals’

eorts to educate hiring managers about their role in surge hiring.

• Emphasize the involvement of hiring managers. As mentioned in the Rapid Reinforcements report, it is import-

ant that the HR professional keeps the hiring manager up to date on the status of the hiring surge, so

they are prepared to onboard new sta and get them to work right away.

STRATEGIC RECRUITMENT PLAN

Step 4: Engage

Engagement is the approach of shifting from an

administratively oriented process to one that cen-

ters around the candidate experience. The interac-

tions are more personal and candidates do not feel

like they are pouring energy into a black hole. More

importantly, the federal government hiring process is

twice as long as the private sector process—on aver-

age 90 days versus 45—so candidates need to feel

engaged so they do not drop out of the process.

ACTION #4.1: HIRING MANAGERS’

RESPONSIBILITIES

Hiring managers play an integral role in the “candi-

date experience.” Not only are they the candidate’s

potential boss but they will also inﬂuence the candi-

date’s view of the organization itself. Therefore, man-

agers need to know their role in the hiring process

and their role in the hiring experience.

Remember that the candidate is assessing the agency

as much as the agency is assessing them through the

hiring process. Here are a couple of things to keep in

mind:

• More than 75% of candidates said they would

tell friends and family about a bad experience

with a potential employer, and almost 20% said

they would post on social media. Either dis-

closure will impact the agency’s employment

brand.

• Responding within 24-48 hours to candidates’

inquiries inﬂuences their perceptions of how

much the agency values them as a potential

employee as well as the overall organization of

the hiring process.

So what can hiring managers do to ensure a positive

candidate experience?

• Brieﬂy outline the entire hiring process in an

email to candidates with estimated dates to

make decisions after each stage of the hiring

process. This will mitigate surprises about the

duration of the hiring process and how many

interviews and assessments they should pre-

pare for.

• Treat candidates like customers. With a cus-

tomer-centric mindset, managers will be more

mindful of their interactions with candidates,

especially if managers have concluded that the

candidate is not the best one for the position.

• Drop the jargon. Every agency loves their acro-

nyms and shorthand language, but it will leave

most candidates confused and possibly frus-

trated if they must constantly decipher your

communication.

• If your hiring process entails a long back-

ground or security clearance check, schedule

bi-weekly or monthly 15-minute check-in calls

with candidates to keep them engaged and

personally informed about the status of their

employment screening.

ACTION #4.2: CONTINUOUSLY MONITOR

THE CANDIDATE EXPERIENCE

Keys to a good candidate experience:

• Communicate, communicate, communicate. Always

tell candidates what to expect next. Starting

with the “we received your resume” email, keep

them informed every step of the way. Send

regularly scheduled status update emails and

promptly respond to inquiries, prompt being

within 24-36 hours generally.

• Make your entire hiring process transparent. The eas-

iest way to avoid surprises for candidates, like

multiple assessments or what may feel like

countless interview panels, is to share your pro-

cess in a one-pager at the very beginning.

• Treat candidates like human beings, not a number.

When engaging candidates via email or phone,

refer to them by name and do your best not to

rush them through their questions or inquiry.

• Collect, analyze and visualize data. Process-improve-

ment eorts risk being ineective or count-

er-eective when not driven by data analysis.

Dashboards are easy to read, provide data in

relatively real time, chart important trends and

enable users to make informed decisions.

The best way to monitor your progress is to imple-

ment a candidate survey. Thirty days after candidates

complete your process, send them a survey. It will

provide invaluable insight about your hiring process.

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CLOSE OUT

Continual improvement should be a point of emphasis with each surge hiring occurrence. Assess whether the

recruitment strategy was widely distributed and completely understood by everyone who participated in the

recruiting process. Ask a random sample of hiring managers and recruiters to describe the desired strategic

outcomes and key elements, to assess awareness and understanding of the strategy.

Below are additional best practices from the “Rapid Reinforcements” report to consider when assessing

adjustments for the next surge hire:

• Communication and collaboration are key. Ensure key agency leaders and stakeholders—including the chief

human capital ocer, the chief information ocer and the chief ﬁnancial ocer—are part of the devel-

opment and implementation of the hiring strategy. Gaining their input and buy-in is critical for identify-

ing needs, potential barriers and the available resources for overcoming them.

• Be ﬂexible and open to change. Agency leaders and stas need to be ﬂexible when undertaking a hiring

surge. They should be willing to shift internal resources and evolve processes if they recognize oppor-

tunities for increasing eciency. Institutional norms and practices should not prevent eorts to improve

the hiring process.

• Training is necessary. Provide training to agency leaders, supervisors, hiring managers and other stakehold-

ers to reduce misinformation about and increase the eectiveness of surge hiring campaigns.

KEY STRATEGIC METRICS TO TRACK

• Time-to-Hire (days)—Time-to-hire (or otherwise known as “time to ﬁll”) is the amount of time it takes to

hire a candidate for a job announcement.

• Retention Rate (%)—Employee retention rate measures an organization’s ability to retain its employees.

It takes the number of employees who left their job during a certain time and divides this number by the

total number of employees during this same time period.

• Quality of Hire—Measuring quality of hire helps you measure the value employees bring to your company.

Quality of hire includes many metrics that can vary for dierent functions. In some cases, it includes fac-

tors such as retention, the time it takes an employee to meet performance expectations, cultural ﬁt, etc.

• Satisfaction Rate—Satisfaction rate refers to the hiring manager’s satisfaction with the quality of the

candidates interviewed. It can also include the satisfaction of the candidate’s interview experience.

The Chief Human Capital Ocer’s Management Hiring Process Satisfaction Survey administered by the

Oce of Personnel Management is a widely accepted tool for measuring the satisfaction rate.

STEP 1: PLAN

Action #1.1: Deﬁne the strategic

goals

HIRING MILESTONES

Targeted Number

of Hires

Actual Number of

Hires

Targeted Cumulative

Number of Hires

Actual Cumulative

Number of Hires

OCCUPATIONAL SERIES:

Action #1.2: Develop and ﬁnalize

the recruitment budget

ACTIVITY BUDGET

Sourcing

Recruiting events

Employer branding

Technology

Total

Action #1.3: Identify government-

wide and agency-speciﬁc hiring

authorities

STEP 2: SOURCE

ACTION #2.1: Identify talent

sources based on desired

knowledge, skills and abilities

ACTION #2.2: Select the right

sourcing technique

ACTION #2.3: Continuously

monitor sourcing channel

eectiveness

KEY STRATEGIC METRIC

Applicant pool depth (n, %)

Hires per source (n, %)

Interviewees per source (n, %)

Oers per source (n, %)

Strategic Recruitment Plan

Date

Enter occupational series

$$$

Enter hiring authorities

Enter talent sources

Enter sourcing technique

Date

Enter talent sources

Date

STEP 3: ATTRACT

ACTION #3.1: Generate calendar

of recruitment events

STEP 4: ENGAGE

ACTION #4.1: Hiring managers’

responsibilities

Has the hiring manager reserved time on their schedule to

conduct bi-weekly or monthly 15-minute check-in calls with

candidates while they wait for their background or security

clearance check to be completed?

ACTION #4.2: Continuously

monitor the candidate experience

Has the hiring manager and HR professional reviewed the

candidate experience survey scores? Where is their room for

improvement, if any?

Date

Enter recruitment events

Date

Enter recruitment events

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