IT Recruiting Membership-Driven Nonprofit Case Study
Relationship, Research and Recruiting Excellence
Operating for more than a century, this Harvey Nash client is a membership-driven, nonprofit organization. When the company made the decision to transition from in-house to contractor IT staff in one Southwestern U.S. location, the primary goal was to ensure uninterrupted service to their millions of members. Secondarily, it required a seamless transfer of knowledge to the new team prior to the departure of the existing team. This presented a strong sense of urgency, compounded by the need for an unusual and high-demand mix of skills and experience. Harvey Nash not only helped their client accomplish these goals, it did so with incredible speed and efficiency.
In the words of Sr. Director of Engineering, Bob Stolz:
With both an internal and external cloud infrastructure, this client required specialized skills for six matrixed components across Salesforce, Boomi and Aria. A quick keyword scan of resumes would not yield needed results for such highly skilled positions as these, but that did not stop a number of competing firms from attempting to fill these requirements using a flawed strategy. The speed with which competitors tossed resumes over the proverbial client fence was impressive but highly ineffective. In fact, there was a 100 percent rejection rate from competitor submittals.
Beyond impressive speed, Stolz valued Harvey Nash’s efficiency and attention to detail.
From the Harvey Nash perspective, success requires three key elements: relationship, research and recruiting excellence. It starts with a good client relationship. With a client willing to spend time up front to ensure requirements are crystal clear, coupled with solid research from a resourceful and diligent recruiter, the success rate is bound to be much higher. For this particular client, it was mission accomplished! Member needs were met without interruption and critical knowledge was retained. During the transition, productivity remained high, operational momentum was maintained and revenue continued to flow. And for Bob Stolz: