Figure 5.1-2 Recruiting, Hiring, & Retention Process IPM achieves retention through a comprehensive, engaging, and purposeful approach with our employees, beginning with IPM Prep for newly hired Ops personnel, which was improved in 2016, as validated by a notable increase in new hire retention in the ensuing two years (Figure 7.1-17) . Unlike many consulting companies, IPM does not immediately assign a new hire to a project; instead, IPM Prep provides structured learning during employees’ first three weeks to better prepare them for success and ensure they feel part of a supportive environment before they embark on their first engagement. IPM has continuously improved our recruiting and retention practices. In recent years, the Company added a streamlined applicant feedback form, expanded recruiting vehicles and our online presence, and sought consulting expertise on recruiting and compensation. When viable candidates have been identified, a suitable fit is ensured through the interview process, where every candidate—regardless of region—is brought into the Chicago office. At minimum, two members of the Executive Team (ET) interview the candidate with an emphasis on determining how well the candidate will integrate into our organizational culture. Additionally, we added online assessments (2014) and candidate panel interviews to gain more insight and increase the likelihood that a new hire will become a long-term employee. In 2016, IPM implemented a cloud-based Applicant Tracking System (ClearCompany), which automatically posts job openings on IPM’s website and other sites while maintaining all applicant documentation in one location, thereby reducing administrative recruiting tasks and streamlining the evaluation of candidates. Our efforts were further streamlined by dedicating recruiting resources to satisfy the needs of a specific region(s). 5.1a(3) Workforce Change Management The BPP sets goals for business expansion each year based on the factors described in 2.1a(1) . The Annual Plan (AP) covers specific goals for each office, and hiring needs are determined accordingly. The weekly weighted business pipeline and existing resource forecast provide the basis for ongoing hiring decisions. A key method of balancing demand and resource availability is assigning a PMC from a temporarily overstaffed office to a project in an office experiencing a resource shortfall. Additionally, during times of lower demand, PMCs between project assignments—those on the “bench”—support
other PMCs, focus on skill development, and/or work on Initiatives. Because of IPM’s values, we steadfastly avoid workforce reductions—efforts buoyed by our strong cash position—despite any workload fluctuations. This known commitment to job security is reciprocated by Ops personnel patience and willingness to help in any way while awaiting the next full assignment. The structure of IPM Next (4.2b(1)) keeps the organization on top of any necessary capability changes driven by the marketplace, while IPM Way provides continuity for our workforce, as a follow-on to the structure provided during IPM Prep. Periods of workforce growth as IPM has experienced for the last several years are a known quantity among our employees. IPM currently projects to exceed our Vision 2020 goal of 200 employees, realizing ~150% increase in staff since the goal was set in 2010. To manage that growth, the support structures must also be in place, from a rigorous onboarding process to the work guidelines outlined as part of IPM Way (4.2b(1)) . Changes in organizational structure, processes, or work systems are introduced to the entire staff during quarterly Staff meetings and the AP Meeting. Whether it’s the opening of a new office or the introduction of industry verticals, the announcements are made in person and reinforced through various vehicles such as company-wide emails or in The Pulse. Lingering questions can be posed to anyone up to and including the CEO, although they are most often addressed during manager-report one-on-ones. 5.1a(4) Work Accomplishment IPM’s workforce is organized using a regional structure to provide focus on the quality of our services and the satisfaction and development of our employees. Ops resources in each regional office deliver services to clients, while all support functions are centralized at the Corporate office. Each region has a Managing Director, Director(s), and consulting staff to support its local clients. Hiring needs are determined by the regions based on the local demand. Project work is accomplished by PMCs, typically on site at client locations, reinforcing our customer focus through this hands-on approach. PMCs are assigned based on availability, project complexity, experience (as captured by the SLIM), and the VOICE. VOICE was launched in 2017 and allows each
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