NIMBLE WINS THE DAY: Building the Team They Said Didn't Exist

Posted by Leigh Ann Hope on Jun 8, 2016 2:06:30 PM

Leigh Ann HopeLong before you start bidding your next contract, the individuals who can take that job from sold to fulfilled are already on the Infrastructure Resources, Inc. radar. Two years before, to be exact. 


Backed by key drivers of the business like submittal efficiency ratio, high-yield hiring ratio and low turnover metrics, our shop holds itself to best-in-class standards. And the results we deliver client after client are swiftly changing the way you will come to view your bidding approach.


Read on to find out what we’re up to, and how it can strengthen your bid-to-close ratio.


The Model

First, we’re lean on overhead and unparalleled on experience. That translates to a reach far beyond our firm’s Southeastern Headquarters – to date we operate in 13 locations. 


Expecting a large, corporate Human Resources Department to overhaul their existing hiring model and deliver on what you’ve sold is, at best, unrealistic. You’re pinning your hopes to a department that is likely already overextended, and then expecting them to source, vet, hire and onboard an already small pool of talent, all at a frequency and volume they were never structured to support. It’s a non-starter.


In 2016 alone, we’ve developed numerous hiring strategies for meeting federal agency requirements, streamlining deployment and optimizing profitability. We’ve also jumped in to save the day, executing our plans for everything from hourly help desk positions to top level management roles, often with clients teetering against the narrowest of start date timelines. 


The Pipeline

Maintaining a robust pipeline of security clearance qualified, ready-to-hire talent is the nerve center of our business. It’s also the most labor intensive. To sustain a plentiful talent pool, our long-lead planning efforts leverage industry churn with uncommonly used, common sense recruiting strategy. 


This set up allows us to address our client’s resource needs quickly, and saves internal teams the hassle of arguing about vacancies. Just last month, we put our expertise to use as time-sensitive triage support – filling a 38% burn rate deficit with 48 hours on the clock.


That nimble resourcefulness bears out not only in current client returns, but for those not yet on the books. 


Saying that we invest in our recruiting relationships is not lip service – it’s our livelihood. As we build the ‘right team’ for a particular assignment, we’re also constantly enriching our core pipeline, and branching out the candidate pools for the contracts you’re not yet selling. If they are worth pursuing, chances are they’re already on our list.


The Process

Operating from the advantage of a two year sales planning cycle, Infrastructure Resources is constantly shepherding candidates through and beyond the traditional hiring phases.


Starting the recruiting process once you've won the work is a recipe for disaster. Initial fit will be off, first year turnover will be high, you'll likely over pay and profitability will suffer. For this reason, we’ve made it a mission to building an internal recruiting process that gives our clients the confidence they deserve in a teaming partner.


That term – teaming partner – has become something of an industry misnomer. Our team prides itself on quality responsiveness, whether serving as a prime or subcontractor. Because we understand the burden of being a prime, we can better relate to the weight that rests on the shoulders of a prime, and we deliver accordingly.


One of our recent successes found us as the number one teaming partner on one of the largest DOD FIAR contracts ever awarded. Of the various metrics you could examine to assess our performance, the one of which we’re proudest is our submittal efficiency ratio. When it’s high, that means that we’ve delivered fewer, more qualified candidates to our client. In turn, our client is more efficient. Our client’s time is extremely valuable and combing through a stack of resumes that aren't a fit makes them less productive. Making them more productive is a part of our value add.


We’ve worked with many delivery managers who were all but convinced the salaries were too low and the skill sets too specific. But in every one of those situations, our team rose to the occasion and we delivered the gaps in expertise requested, usually on an unheard of delivery schedule. 


The right people starting at the right time for the right price is not an impossibility. 


It’s what we do.

Topics: Infrastructure Resources Teaming Partner Team Building