Business cases / StaffPoint
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Staffpoint – product development starts already with the recruitment process!

Starting point: Does the current recruitment process suit the changing operating environment?

The recruitment service provider Staffpoint recognised a recruiting aspect that is related to the particular characteristics of tourism. Business customers (e.g. hotels) do not look for employees who meet the needs of the industry but the demands of their own companies and sometimes even particular tasks and destinations (specific team or work community). How can Staffpoint services a) guarantee, that the employee is “suitable” for telling the story of a particular company, and b) reduce the stress and difficulties that arise during the job insertion process? This has a significant impact on sales and profitability as well as on the efficiency of the recruiting process.

Goal

Staffpoint wanted to strengthen its business customers’ trust by taking care of their profitability and making the integration of employees into the customer’s business operations, working practices, working community and products faster, easier and more effective. This functional and ideological challenge is related to the operating environment and the development of recruitment processes and practices.

Approach

In close cooperation with the ITPD project, a solution based on the idea of moving from a producer and sector orientation to a customer and resort orientation was developed. Lapland Hotels, which is a Staffpoint business customer, took part in this endeavour as a business partner by offering two hotels – Sky Ounasvaara and Pohtimolampi/Bear’s Lodge – for closer examination. Of the different hotel tasks, special attention was given to the reception and the process of receptionist recruitment. Soon it became evident that successful recruitment is based not only on formal but also “informal” competence of the candidate. However, the recruitment practices of Staffpoint were mainly based on the former.

Solution

First, detailed information about the business customers was acquired by involving current employees and managers in the planning process. In the meetings such tools were implemented as learning café and interviews. This offered in-depth information to support recruitment and new ideas for improving the recruitment process. Second, a group of students and three teachers from the Rovaniemi University of Applied Sciences, Staffpoint representatives and Lapland Hotels’ employees formed a team with the objective of pondering a possible solution. The team came up with a technical application – an electronic survey – that can be used to enhance, diversify and strengthen the recruitment process. The electronic application helps to get more information that can be used to support the job interview and better prepare both the interviewer and the applicant for the interview. The same survey can be used for assessing the suitability of the applicant to the particular task, company and resort.

Results

The found solution and the development process improved the business relationship between Staffpoint and Lapland Hotels, consolidated their trust and provided concrete tools for promoting the sales and profitability of Lapland Hotels. In addition, the whole process supported the practices of Staffpoint employees and reduced the amount of time spent by Lapland Hotels on the recruitment process. The case offered students an opportunity to show what they know, to learn and to gain practical perspective. This case expanded the understanding of product development by showing that it begins, to a certain degree, already in the recruitment phase.