When Bob Eisiminger, former Air Defense Artillery Officer, realized that gaps in his company's recruiting and HR processes were costing him tens of thousands of dollars every month, he knew it was time to blow something up.
Eisiminger's company, KnightPoint Systems, is a $150 million government contractor based in Washington, D.C. But since all staff are required to get security clearance through the federal government before they can start work, even the smallest bottleneck could create problems felt throughout the organization. "The hiring process in the government contracting industry has quite a few pieces to it," Eisiminger explains. "It wasn't working because it was—and in some cases still is—taking too long to hire folks. Slow recruiting causes a lot of downrange effects."
When Eisiminger added it all up, the paperwork and process around wasteful recruiting practices was costing the company as much as $75,000 a month.
Since he came to accept that one of the responsibilities of a leader is to kill out-of-date legacy processes, Eisiminger hired a new recruiting coordinator to communicate with job candidates more often to make sure nothing falls between the cracks; instituted a systems of quarterly check-ins instead of elaborate performance reviews; and, streamlined the security clearance process internally. Read More