19Insurance Business ReviewJULY 2024openings. However, as the program has grown, we have also filled middle-upper-level openings, such as several human resources, accounting and IT positions, as well as a corporate attorney position in the legal department. Expanding the program to satisfy higher-level openings has provided additional organization-wide cost savings.Trying Before Buying Makes SenseA key benefit of the contingent hiring model is the ability to try before you buy. It allows us to give prospects with transferable skills a chance before hiring. For instance, we have trialed people with backgrounds in customer service, collections and cash handling, rather than consumer finance experience, to see if they are a fit. If they are, we have often offered them full-time employment. When working with outside agencies, there was a mandatory 90-day contingency period, which barred us from converting contingent workers to full-time employees before the time was up. While this enabled outside firms to earn huge fees to our detriment, it slowed my team down when an employee was fit to move for a full-time position. Since we brought the process in-house, the contingent-to-full-time-employee process has decreased from 90 days to an average of 56 days. Being Lean and Learning Along the WayThe IR Model, in a nutshell, has been a success. But there are a few things that I would go back and do differently if given the chance. When starting the IR model, my TA team was lean and continues to be so. However, if we had more dedicated resources earlier, the program could have been further along. We could have also hired more direct roles to reduce time to fill and provide additional cost savings for the company. Of course, when introducing any new HR program, there are lessons to be learned. It's helpful to remember at the program's advent, we were living in uncertain times. During the pandemic, being conservative was being prudent. With the success of this model, I'm hoping to extend the IR program in ways that could save the organization even more time, money and efficiency.Today, having an in-house contingent hiring program is a highly favorable, post-pandemic norm ­ one of our most successful `after.' Our TA team has saved the company millions of dollars. We have worked vigorously to transition the company's TA efforts from standard midsized competency to a large, best-in-class organization amidst accelerated growth. And my company continues to experience and expect even greater expansion.I hope other TA teams can take note and find success with their own version of an internal contingent hiring program. It has made a world of difference for us. Today, having an in-house contingent hiring program is a highly favorable, post-pandemic norm ­ one of our most successful `after,'-- to extend the IR program in ways that could save the organization even more time, money and efficiency
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