Hiring Process Transformation

Hiring Process Transformation


One of our large clients, postured for an acquisition and struggling to support their aggressive growth, was experiencing teacher turnover rates of nearly 50% that resulted in 14,000 new hires per year. The organization’s hiring process was decentralized, paper-based, and inefficient, requiring manual data entry into their Human Resources systems. Hiring methods varied across the company, with a large majority of centers relying on online community job boards, and walk-in traffic. This led to a number of challenges including compliance, data integrity, reporting and recruitment concerns.


We partnered with the client by filling critical leadership and delivery roles and consolidating disparate languishing projects into a cohesive program structure. Our approach aligned the organization’s talent strategy with their overarching business strategy by designing appropriate business processes and technology architecture. By working with key executive stakeholders, we developed an organizational structure for both the corporate and field levels to support the desired future state. This work included managing a series of vendors and internal teams to successfully implement the newly-designed hiring process. We led change management and adoption efforts and completed the multi-phase implementation in just over a year.


Included in our implementation was a new careers site, a suite of automated job boards, a Taleo Enterprise applicant tracking system (ATS), a Gallup custom talent assessment for applicants, background check/WOTC/I9 software integrations, and a tailor-made onboarding experience based on role type. We ensured that all new hire information flowed seamlessly into the organization’s core HR system to automatically capture employee information. With TGG’s guidance, the client transformed their hiring strategy from an antiquated manual process to a fully-integrated web-based process that continues to support their growth.


  • Hiring process was streamlined to an average of 2–3 weeks for nearly 14,000 hires/year.
  • Proactive talent acquisition had a direct and positive impact on company revenue.
  • Decreased first 100 days’ turnover by improving candidate and employee experience.
  • Improved employee engagement as a result of integrating field leadership performance and compensation to successful recruitment and retainment of talented teachers.

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