21 March 2009

The Challenges

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Launched during the height of the dot-com craze, Esurance survived the industry’s implosion and has experienced rapid growth as consumers embrace the company’s non-traditional approach to auto insurance.
Like its customer base, Esurance’s employee numbers have grown steadily, adding as many as
200+ new hires each year. Aligning their business for customer satisfaction includes staffing the
organization appropriately with quality hires to keep the business moving.

However, a confounded manual recruiting processes inhibited recruiters’ ability to track candidatesand slowed their ability to present high-quality hires to hiring managers in the organization.

“When you are growing so quickly you have to staff up to keep the business going to support
customer needs,” said Sylvia Sierra, recruiting manager for Esurance. “One of our biggest
challenges had been getting the people we needed to fill open positions but at the same time hiringqualified candidates.”

Placing ads on job boards resulted in an inundation of resumes that were then manually sorted into Outlook folders, categorized as ‘good’ or ‘bad,’ depending on the listed experience and
qualifications.

With a multitude of resumes being received each day and no comprehensive system in place to
manage the influx, the organization had no ability to track candidates through the process, no way to easily identify which open position the candidates were applying for and no way to even know how many open positions they had at any given time. Coupled with an inability to search
accumulated resumes for quality candidates, frustration mounted throughout the company.


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