Behind the scenes, our partnership with ArcelorMittal went far beyond recruitment.
First, we conducted a comprehensive evaluation of the current process and the teams involved. This step was essential in identifying key challenges and areas for improvement.
From there, we started redesigning the recruitment value chain.
During this process, we mapped out all the stages and identified essential actions, along with their impacts at each stage. This allowed us to create a more effective and strategic plan aligned with the organization’s needs.
As a result of this work, we developed a new attraction and selection policy. This policy not only brought more agility and efficiency to the process but also provided greater autonomy to HR, enabling the team to work in a more strategic and less operational manner.
How our consultancy contributed to this partnership:
Our consultancy included defining the macro and micro steps of the recruitment process. We also created detailed checklists and clear processes, which significantly reduced the time required for each hire. Consequently, the accuracy of the selections increased, ensuring that the best talents were chosen.
Later, we conducted a rigorous audit of the units that implemented the new policy. During this phase, we evaluated whether the assignments and guidelines were being followed as planned. This ensured that the results were sustainable and aligned with the company’s goals.
On the other hand, the success of this collaboration wasn’t limited to just the numbers. While the quantitative results, such as the speed and efficiency of the processes, were notable, the qualitative impacts were also significant.
In fact, HR became more capable and strategic, now better prepared to face future challenges.
Finally, the partnership between Yellow and ArcelorMittal is a clear example of how integrating innovative solutions and in-depth consultancy can transform recruitment into a competitive advantage for any organization.
