- 6.332.1 Workforce Recruitment Strategies
- 6.332.1.1 Overview
- 6.332.1.2 Purpose of Strategic Recruitment
- 6.332.1.3 IRS Recruitment Office Mission
- 6.322.214.171.124 IRS Recruitment Office Strategies and Objectives
- 6.332.1.4 IRS Recruitment Office Organization
- 6.332.1.5 IRS Recruitment Office Marketing and Media Function
- 6.3126.96.36.199 Strategic Employment Marketing
- 6.3188.8.131.52 Campaign Design
- 6.3184.108.40.206 IRS Employment Marketing on the Internet
- 6.3220.127.116.11 Strategic Print Media Campaigns
- 6.318.104.22.168 Strategic Internet Media Campaigns
- 6.322.214.171.124 Strategic Employment Marketing Materials
- 6.3126.96.36.199 Recruiter Displays
- 6.3188.8.131.52 Employment Marketing Handouts and Brochures
- 6.3184.108.40.206 Promotional Items
- 6.3220.127.116.11 Local Recruitment Print Advertising
- 6.318.104.22.168 Local Recruitment Television Advertising
- 6.322.214.171.124 Local Recruitment Radio Advertising
- 6.3126.96.36.199 Seasonal Campus Recruitment Campaigns
- 6.332.1.6 IRS Recruitment Office Planning and Analysis Function
- 6.3188.8.131.52 Performance Measures
- 6.3184.108.40.206 Source Management Metric
- 6.3220.127.116.11 Source Management Metric
- 6.318.104.22.168 Effective Recruitment Measures
- 6.332.1.7 IRS Recruitment Office Relationship Management Branch
- 6.322.214.171.124 Corporate Recruiters
- 6.3126.96.36.199 Corporate Recruiter Training
- 6.3188.8.131.52 Schedule A Recruitment Initiatives
- 6.3184.108.40.206 Veteran Recruitment Initiatives
- 6.3220.127.116.11 EDI and Diversity Recruitment Initiatives
- 6.318.104.22.168 Overview of Recruitment Program with IRS Affinity Groups
- 6.322.214.171.124.1 IRS Affinity Groups
- 6.3126.96.36.199.2 IRO Collaborative Recruitment with IRS Affinity Groups
- 6.3188.8.131.52 Corporate Recruiter Diversity Teams
- 6.3184.108.40.206 IRO College and University Recruiting
- 6.3220.127.116.11.1 Core, Priority and Other Schools
- 6.318.104.22.168 Executive Recruitment Sponsor Program
- 6.322.214.171.124 Operating Division and Functional Unit Participation in Recruitment
- 6.3126.96.36.199.1 Participation in Recruitment Events Planned Outside of the IRO Plan
- 6.3188.8.131.52.2 Collaboration with Criminal Investigation
- 6.3184.108.40.206 IRO Recruitment and Professional Associations
- 6.3220.127.116.11.1 IRO Recruitment and National Public Liaison
- 6.318.104.22.168 IRO Campus Recruitment
- 6.322.214.171.124 Candidate Tracking System and Communication Process
- 6.332.1.8 Non-traditional Recruitment Intake Channels
- 6.332.1.9 Other Sources of Information
- Exhibit 6.332.1-1 IRS Recruitment Office Organization Chart
Part 6. Human Resources Management
Chapter 332. 2 Strategic Recruitment
Section 1. Workforce Recruitment Strategies
IRM 6.332.1 provides information on the IRS Recruiting Office, within the Internal Revenue Service (IRS) and the Human Capital Office.
The IRS's integrated recruitment strategy allows the Service to allocate resources to recruiting campaigns and activities that support the Service's goal of building and maintaining a diverse high quality workforce. The IRS Recruitment Office centralizes recruitment activities to ensure a consistent approach and consistent quality.
The mission of the IRS Recruitment Office (IRO) is to support the IRS recruitment goal of attracting the best candidates for IRS positions.
The IRO will support its mission by managing an organization-wide recruitment strategy that supports and balances all division and functional unit hiring needs, includes consistent messaging and enables decentralized, geography-based strategic execution to, ensure regional relationships with recruiting sources and field and campus ownership of local recruiting efforts.
The IRO mission has been informed by the OPM publication Building and Maintaining a Diverse and High Quality Workforce, a guide for Federal agencies (opm.gov/diversity/guide.htm).
The IRO will accomplish its mission by:
Establishing a data-driven annual recruiting plan, to include a single set of Service-wide recruiting targets. Targeted recruitment efforts (i.e., geographic locations and/or candidates segments) will be based on long-term workforce needs and the efficient use of resources, and the annual recruitment plan will ensure EDI and diversity considerations are addressed.
Partnering directly with all operating divisions and functional units including HCO, EDI and IRS affinity groups to ensure that all recruitment efforts are incorporated or reflected in the corporate recruitment strategy.
Strategically managing relationships with key contacts at gateway institutions and organizations that are included in the recruitment marketing strategy. This includes the use of a diverse set of flexible resources that can be adjusted to meet variable recruitment needs (i.e., banners, tablecloths, E-mail content, etc.).
Using standardized, high quality recruitment marketing materials to present a consistent IRS brand message specifically tailored to attract identified, desirable candidate segments and market the IRS as an employer of choice.
Maintaining relationships with job candidates throughout the recruitment cycle using established tracking systems and communication processes. Recruiting sources will be linked to qualified, diverse applicants to outstanding employees for continuous process evaluations and improvements.
Tracking effectiveness and return on investment (ROI) of recruitment activities through continual analysis of performance metrics that are aligned to IRS and Human Capital Office(HCO) strategic goals.
Incorporating continuous process evaluations and improvements into the recruitment strategy.
The IRS Recruitment Office is a branch of the Human Capital Office.
The IRO Director is the advisor to the Chief Human Capital on strategic recruitment issues.
Two branches report to the IRO Director:
Media and Analysis Branch
Relationship Management Branch
The IRO Media and Analysis Branch manages media and marketing with support provided by the Service's employment marketing contract.
A permanent media presence is vital to the continual improvement of the IRS image as an employer of choice. The Media & Analysis Branch is responsible for strategically communicating the benefits of IRS employment to potential employees.
The Media and Analysis Branch designs employment marketing campaigns using the research, analysis, and design services available through the Service’s employment marketing contract. Campaign design activities include conducting research using focus groups research, analyzing industry best practices, evaluating proposals, developing prototypes and final products, and continually include media placement, job postings and direct marketing components, all of which support the IRS Careers Web at (www.jobs.irs.gov).
The IRS Careers Web at (www.jobs.irs.gov) is solely focused on employment marketing and recruitment, and contains links to the online vacancy announcement and application systems. (The site is not used to distribute any tax-related information). The site is hosted on a secure server controlled by the IRS information systems organization. Strategic media campaigns direct audiences to the IRS Careers Web, which provides links to all approved IRS internet sites.
The IRS Career Explorer Game Room a subset of the IRS Careers Web is hosted on a commercial internet game server and accessed through links on the IRS Careers Web site. The IRS Career Explorer Game Room features interactive games that provide education and career information to site visitors.
IRS Careers Island is a simulation inside the Second Life virtual world operated by Linden Labs. Second Life is an Internet-based virtual world launched in 2003. A downloadable client program allows users, to interact using graphic avatars, providing an advanced social networking service. IRS Careers Island operations portray the IRS as a progressive employer in this extremely viral social networking environment.
)The Media and Analysis Branch maintains a base level of advertising in national print publications including professional journals, college recruitment publications including professional journals, college recruitment publications, diversity-focused publications, special-interest publications, and leisure reading magazines. Print media campaigns can reflect nationwide employment opportunities, or may be targeted to specific jobs and/or locations.
The Media and Analysis Branch maintains a base level of advertising on the internet, including professional organization sites, college recruitment sites, general recruitment sites, diversity-focused sites, special interest sites, and general interest sites. Internet media campaigns can reflect nationwide employment opportunities, or may be targeted to specific jobs and/or locations.
Placements are purchased on job posting and career information sites for use during the campaign year. These job postings supplement, but do not replace official job posting on USAJOBS. The Media and Analysis Branch manages posting job announcements and career information to selected sites.
Subscriptions for opt-in E-mail and text message broadcasts (direct marketing) are purchased from service providers through the Service’s employment marketing contractor. The Media and Analysis Branch manages the E-mail and text message broadcasts as well as the responses.
The IRO maintains a presence at career fairs and other venues where recruitment materials may be displayed and/or distributed. Recruiting materials may also be made available for placement in local newspapers and other outlets.
The Media and Analysis Branch is responsible for the design, procurement and distribution of recruitment displays for IRS. Additional copies of the national displays and additional photo-panels may be purchased by operating divisions and functional units through the Service’s recruitment marketing and advertising contract.
The Media and Analysis Branch uses brand management to market the IRS as an employer of choice. The IRS brand reflects values, vision and mission of the Service. Standardized recruitment marketing materials deliver a consistent message and are used across the IRS. Content within branded materials can be tailored to attract identified candidates segments.
The Media and Analysis Branch maintains an inventory of employment marketing handouts and brochures. These materials are designed by the Service's recruitment marketing and advertising contractor, published by IRS Publishing Services, and warehoused in national distribution centers. Corporate recruiters and local recruitment offices can order handouts and brochures from the national distribution centers.
The Media and Analysis Branch procures and maintains an inventory of promotional items (giveaways) for distribution at recruitment events by corporate recruiters. The giveaways contain at a minimum the IRS brand message and the IRS Careers Web address, www.jobs.irs.gov.
The Media and Analysis Branch is responsible for the creation and maintenance of an inventory of media templates that can be adapted for local use by operating divisions and functional units. These templates contain approved graphics and employer branding messages. Local job titles, salaries, grades, locations, and contact information for local offices can be inserted in the approved media templates as needed. Operating divisions and functional units are responsible for the placement of ads in local advertising outlets.
The Media and Analysis Branch is responsible for producing baseline thirty-second commercials (background video, audio, and employer branding). The national contractor inserts local job titles, salary, grades, locations, and contact information for local offices. Operating divisions and functional units are responsible for working with Communication & Liaison Media Relations to place customized commercials with local television outlets.
The Media and Analysis Branch is responsible for producing baseline radio ads that can be adapted by local offices and advertising contractors. Radio ads are produced in ten-second, thirty-second and sixty-second lengths. The baseline ad includes background audio, employer branding, and a script for inserting local job titles, salary ranges, grade levels, locations, and contact information. Operating divisions and functional units are responsible for working with Communications & Liaison Media Relations to place customized commercials with local radio outlets.
Each fall, the Media and Analysis Branch provides recruitment advertising to help fill thousands of seasonal and temporary jobs during the tax filing season (primarily in Submission Processing centers). In addition to the usual print and Internet media, the Media and Analysis Branch uses a wide range of marketing tools developed specifically for individual campuses (e.g., local flyers, transit ads, cinema ads, cup sleeves, billboards, radio ads, and direct mail campaigns, etc.).
The Media and Analysis Branch maintains a permanent planning and analysis function within the IRO to set recruitment targets based on operating divisions and functional units' forecasted hiring needs. The annual corporate recruiting plan takes into consideration IRS resource needs, EDI and diversity considerations, contingency plans and execution of the recruitment strategy against the plan.
The annual corporate recruiting plan is created jointly with IRS stakeholders. Primary stakeholders include representatives from offices within HCO, hiring coordinators representing operating divisions and functional units, and Office of Equity Diversity and Inclusion(EDI) representatives. In addition, the Media and Analysis Branch partners with managers, HR specialists, and other organization stakeholders to review and analyze each division's specific hiring needs to ensure that recruitment efforts remain in sync with evolving hiring projections and diversity needs. (Communication occurs on a quarterly basis, at minimum). In some cases, members of IRS affinity groups and/or representatives from Communication & Liaison National Public Liaison (NPL) participate in the discussions.
The IRS Recruitment Office performance management system ties recruitment success to HCO and IRS strategic goals. The Media and Analysis Branch conducts studies and analyzes data for use in measuring the success of each recruitment source. Return on Investment (ROI) targets will vary for each source strategy. The IRO measures the cost of a source strategy against recruitment success and utilizes various performance measures to gauge the effectiveness of recruitment efforts.
The IRS Recruitment Office tracks the effectiveness of recruitment programs using the following measures:
Volume of applicants touched at in-person events
Return on total recruitment budget spent at in-person events
Event satisfaction scores
The IRS Recruitment Office tracks the effectiveness of the overall recruitment strategy using the following measures:
Improvement on ROI by source (employee referral, in-person, internet, etc.)
Percentage to plan
IRS Recruitment Office performance will be measured by the following:
1. Total number of hires/plan
2. Total number of candidates touched/targeted
3. Recruiting conversion rate (recruited applications/touched)
1. Actual spend/hires touched
2. Total value score
3. Qualify and fit of applicants
Percent qualified and touched by recruiting
Hire/applied ratio for recruited candidates
Candidate satisfaction with recruitment process
The IRS attracts talent for hard-to-fill occupations and/or locations by effectively utilizing the corporate recruiters, event planning and relationship management. The Relationship Management Branch within the IRS Recruiting Office is responsible for attracting and recruiting the best candidates. The Relationship Management plans an annual calendar of recruiting events, which reflects budgetary and cost considerations and return on investment.
The Relationship Management Branch oversees the following program areas within the IRO:
Corporate recruiter program
Schedule A disability recruitment initiatives
Veteran recruitment initiatives
EEO and diversity recruitment initiatives
Recruitment program with IRS affinity groups
Corporate recruiter diversity teams
Executive recruitment sponsor program
Business and functional units participation in recruitment activities
Recruitment program with professional associations
IRS campus recruitment support
Employee referral program
Candidate tracking system and communication process
The Relationship Management Branch is responsible for the recruiting, selecting, hiring, supporting and managing of a diverse staff of full-time corporate recruiters who market the IRS mission and its careers. Corporate recruiters build strategic relationships with key partnership organizations including, but not limited to, colleges, universities, and IRS affinity groups. Corporate recruiters coordinate with IRS field and campus executive as well as senior and frontline managers in a team-based approach to plan and implement recruitment events.
Corporate recruiters are responsible for:
Maintaining recruiting relationships with colleges and universities
Initiating and maintaining contact with professional organizations, IRS affinity groups, stakeholder liaisons and community organizations to execute annual recruiting initiatives
Conducting and attending recruiting events
Working cooperatively with IRS executives and representatives to ensure presence at recruiting events and use of consistent messaging
Identifying and communicating with candidates
Maintaining recruitment event and contact information using the recruiter candidate tracking system
Corporate recruiters are responsible for representing the recruiting needs of all IRS operating divisions and functional units. They work closely with the embedded recruitment offices of all IRS operating divisions and functional units.
The Relationship Management Branch is responsible for providing annual recruiter training. All full-time corporate recruiters are required to complete the annual training. Training topics include, but are not limited to, the following:
Recruitment functions, roles and responsibilities in the recruiting process
Use of corporate brand and targeted candidate messages
Candidate tracking systems
Applicant system updates and enhancements
Communication plans and practices with operating divisions and functional units and executives
Operating division and functional unit hiring plans and timelines
Supporting IRS campus recruitment
EDI and Diversity action plans
The IRS is committed to supporting the recruitment, hiring and retention of employees with targeted disabilities, as defined by the Office of Personnel Management (will add source and URL before final submitted here). The IRS Recruitment Office partners with other HCO divisions, EDI, the Office of the Chief Accessibility Coordinator and IRS operating divisions and functional units to deliver disability recruitment outreach activities and disabled veterans outreach efforts. The Relationship Management Branch is responsible for Schedule A program oversight on a Servicewide level.
The Relationship Management Branch partners with the Office of the Chief Accessibility Coordinator to assist operating divisions and functional units in identifying individuals with targeted disabilities who are interested in a position in the post of duty where a job is to be announced or projected vacancies are scheduled to occur. The Relationship Management Branch supplements the Office of the Chief Accessibility Coordinator's national contacts with Veterans organizations, regional and state Vocational Rehabilitation Centers and non-profit organizations to identify and recruit potential schedule A candidates.
The Relationship Management Branch supports the IRS initiative to increase the hiring of disabled employees through recruitment efforts including:
Participating in career fairs including disabled virtual job fairs
Engaging in recruiting partnerships with colleges to support the recruitment of students with disabilities
Leveraging relationships with IRS stakeholders including IRS/DEAF, Visually Impaired Employee Workforce (VIEW) and Military Outreach for Service (MOS) employee organizations
Advertising in print and internet media to provide employment information to individuals with disabilities
Supporting targeted recruitment initiatives like the Warrior Intern Program, Non-Paid Work Experience Program, the Veteran Hiring Employment Recruitment Opportunities (V-Hero) Program and Operation Warfighter (which target disabled Veterans)
The IRS is committed to supporting the recruitment, hiring and retention of U.S. veterans who are a good fit for the IRS based on skill sets and leadership experiences acquired during their military tenure that are highly desirable and transferable. The Relationship Management Branch is responsible for the veteran recruitment program.
Veteran recruitment incorporates Relationship Management Branch participation at veteran and military career fairs and outreach through veteran advocacy groups designed to increase awareness of the IRS as an employer of choice for veterans including those that will transition back in the workforce.
The Relationship Management Branch collaborates with operating divisions and functional units, and EDI to determine target population segments and geographic areas in which to focus recruitment efforts to ultimately hire employees that best reflect the taxpayers IRS serves. The Relationship Management Branch partners with the Office of Program Evaluation and Risk Analysis (OPERA) and EDI for barrier identification, evaluation and investigation of under-represented segments within the IRS workforce in accordance with MD-715 standards.
The Relationship Management Branch incorporates diversity considerations and addresses barriers to under-representation in the annual IRS recruitment plan based on the MD-715 report and diversity focus as determined by EDI and OPERA for the fiscal year. EDI provides timely data on diversity recruitment needs to the IRS Recruitment Office, which is used to develop a detailed schedule of marketing, media and recruitment events, that will help achieve the IRS recruitment plan.
The Relationship Management Branch partners with IRS affinity groups, (also known as employee organizations) to identify recruitment opportunities and enhance recruitment efforts by leveraging the relationships that affinity groups have with members and stakeholders.
The Relationship Management Branch partners with IRS affinity groups to identify recruitment opportunities. IRS affinity groups include, but are not limited to:
AIM-IRS - Association for the Improvement of Minorities - IRS
ASPIRE - Asian Pacific American IRS Employees
CFIRE - Christian Fundamentalist Internal Revenue Employees
HIRE - Hispanic Internal Revenue Employees
IRS DEAF - IRS Deaf Empowerment and Advocacy Forum
MOS - Military Outreach for Service
VIEW - Visually Impaired Employees Workforce
BIG - Blacks in Government
DAP - Disability Awareness Program
FEW- Federally Employed Women
Targeted affinity group leaders and members are encouraged to reach out within their communities to share information about IRS career opportunities. Members are asked to assist the IRS Recruiting Office in developing a creative and effective recruitment strategy and methods for delivery.
Targeted affinity group leaders and members are asked to solicit excellent employees amongst their membership who can represent the IRS at official recruitment events as the face of the IRS. This allows affinity group representatives to offer their expertise and experience as IRS employees. The Relationship Management Branch serves as a consistent point of contact for all recruitment questions, assists with affinity group members needs and keep affinity group members informed of new IRS employment opportunities.
Corporate recruiters in the Relationship Management Branch serve on diversity recruitment teams to ensure that the IRS recruitment efforts incorporate diversity outreach.
The Relationship Management Branch recruitment efforts incorporate outreach to the following assigned diversity groups:
American Indian and Alaska Native
Individuals with disabilities
The Relationship Management Branch develops relationships with colleges and universities as a key component to recruiting applicants at the pre-career and early-career level. Recruitment activities at selected colleges and universities include participating in job fairs, making classroom presentations, placing ads in student newspaper and E-mail blasts to students. The Relationship Management Branch maintains a focused approached to college recruitment using a tiered system of school relationships identifying colleges and universities as core, priority or other. Recruitment strategies for college and university events are adjusted on an annual basis through activities including a review of the tiered list of colleges and universities, ROI assessment, and feedback from IRS stakeholders and corporate recruiters.
The Relationship Management Branch focuses its recruiting and marketing efforts at core schools the top accredited colleges and universities in accounting, business, tax and scientific fields whose diverse student populations have targeted skill sets that are a good fit for IRS occupations. Corporate recruiters partner with IRS executives to develop a relationship with each core school.
The IRS builds relationships with career counselors and, in high-volume hiring years, has an increased attendance in job fairs and other campus events at additional colleges and universities known as priority schools .
The Relationship Management Branch engages in recruitment efforts at colleges and universities where the IRS has successfully recruited in the past. Efforts at these schools will supplement those at the core and priority schools, particularly when recruitment efforts must be increased to facilitate large hiring initiatives or hiring for a specific location.
The executive recruitment sponsor program engages IRS leaders in the recruitment process. By participating in the recruitment process with support from corporate recruiters, executives help develop and maintain relationships that allow IRS to identify and cultivate top-quality candidates.
The Relationship Management Branch oversees recruitment teams of corporate recruiters and IRS executives, which develop personal relationships at targeted colleges and universities, attend recruiting events and participate in targeted outreach to student groups and professors. Outreach activities may include, but not limited to, developing intern pools, making early job commitments or pursuing mentor programs.
IRS Executives participating in the recruitment sponsor program are asked to participate in a minimum of one recruitment activity per semester (Fall and Spring), which coincides with peak hiring seasons.
IRS Executives are encouraged to inspire and motivate IRS leaders and employees to participate with corporate recruiters as the face of the IRS.
IRS Executives are asked to promote active and planned recruitment activities with key IRS leaders and executives.
IRS Executives are also welcome to pursue recruiting relationships with targeted professional associations and IRS affinity groups.
Corporate recruiters help executives develop a personal and lasting relationship with the leadership at their assigned college or university, and keep colleges or universities informed about IRS careers and up-to-date job opportunity information. Corporate recruiters work with IRS executives to establish a strategy for meeting recruitment targets.
Corporate recruiters research and create opportunities for executives to participate in a variety of recruitment activities at their assigned college or university. Corporate recruiters handle all event logistics, scheduling and policy matters. In addition, corporate recruiters capture and report information about the executive/school relationship and recruitment activities.
The Relationship Management Branch provides collaborative recruiting across all operating divisions and functional units. Each operating division and functional unit provides annual hiring needs to the IRS Recruitment Office in a timely manner to enable the IRO to create a calendar of events and the annual recruitment plan.
Operating divisions and functional units provide recruitment representatives to assist corporate recruiters at events as requested. Assistance may include attending recruitment events, making presentations to targeted organizations and communicating with potential candidates. Feedback on recruitment activities provided by recruitment representatives will be considered in the development of the annual recruitment plan and recruitment calendar of events.
Requests to represent the IRS at recruitment events that are received directly by the operating divisions and functional units should be shared with the local corporate recruiter, who can provide logistics, planning and scheduling support. Recruitment events may include speeches and presentations to students, professional organizations, affinity groups or the general public.
Service-wide policy requires close coordination with Criminal Investigation (CI) Special Agent part-time recruiters and IRO corporate recruiters to ensure the IRS is represented as one agency at events. The Relationship Management Branch supports CI hiring through recruitment outreach efforts and collaborates on recruitment event participation (i.e., sharing booths). In addition, the Relationship Management Branch provides standardized marketing and media materials for recruitment activities.
The IRS has established relationships with professional associations and organizations throughout the country that are excellent channels for reaching diverse applicants of all ages, especially those in mid-career who have gained specialized experience. The Relationship Management Branch shares IRS recruitment messages with these external institutions. The Relationship Management Branch centrally manages these relationships through corporate recruiters and relationship managers that handle the administrative and logistics of recruitment. Servicewide representatives serve as the face of the IRS to candidates.
The Communication & Liaison National Public (NPL) provides the Relationship Management Branch access to professional associations at the national level. NPL shares and receives information and resources with partners like organizations for tax professionals, state society of CPAs state bar associations and other professional accounting and tax associations. The Relationship Management Branch partners with NPL to deliver IRS corporate recruiting messages during partner activities to provide up-to-date IRS career opportunities and hiring process information.
The IRS campus recruitment will remain primarily with campus personnel. The IRO will provide support to the campus recruiting efforts. The Relationship Management Branch Support will oversee campus recruiting support through the following:
Working with the IRO Marketing & Media function create effective campus marketing materials and provide corporate advertising funding and materials
Coordinating cross-campus information sharing
Highlighting campus hiring needs in communication with colleges and affinity groups
Building relationships with campus-relevant professional associations such as contact service representative associations
Helping campus Personnel staff collect, synthesize, and act upon IRS Recruitment Office performance metric
Helping refine recruitment strategy for attracting high-quality and diverse candidates
The IRS will maintain relationships with candidates throughout the recruitment process and track successful applicants through the first years of their IRS career. This section provides an overview of the systems used to maintain these relationships.
R-Trak is a stand alone database used by the recruiters to System track recruiting events and candidates from initial contact through applied and hired status. Each recruiter is responsible for inputting data into the system. Data is uploaded on a regular basis to be consolidated into a single database. Hiring matches are done based on the uploaded data. The consolidated database is downloaded to each recruiter within one week.
The IRS will convert R-Trak to a web-based system in PeopleTrak to meet short-term IRS needs. PeopleTrak is a web-based system used to track hiring plans, actual hires and space needs. R-Trak contact names are matched with hire names from PeopleTrak to show how many R-Trak contacts were hired. R-Trak contact records are updated with information captured from Hire Data from PeopleTrak.
Career Connector is the online application system used by the HR Connect and Treasury Department, including the IRS R-Trak contact names are matched with applicant names to show how many R-Trak contacts applied through Career Connector. The IRS will pursue a long-term solution in HR Connect or Career Connector that will enable us to track a candidate from end-to-end. The IRS will be able to track a person from his or her initial touch with the IRS as a candidate, throughout the applicant and hiring stages, to being hired, and then to performance data and/or attrition.
The IRS utilizes various Federal Hiring Flexibility to hire college and graduate students, including:
Federal Career Intern Program (FCIP)
Student Career Experience Program (SCEP)
Student Temporary Experience Program (STEP)
Presidential Management Fellows (PMF)
The IRS will further capitalize on non-traditional intake channels to hire college students and recent graduates. These programs will be used to hire hard-to-fill locations where the competitive process does not render sufficient applicants and/or attract a more diversified workforce
The IRS Recruitment Office supports expanded use of the Excellent Applicant Get Early Recruitment Offers (EAGER) program, which allows the agency to extend early job offers to candidates.
The IRS also promotes the appropriate use of non-traditional intake programs for veterans and people with disabilities. The IRS Recruitment Office engages managers and hiring coordinators within operating divisions and functional units to understand the appropriate use of non-traditional recruitment intake programs.
Programs are being developed that will facilitate interactions between students and provide managers in an effort to expose students to IRS career opportunities and to encourage them to apply for positions upon graduation. This will allow IRS to compete for candidates who might otherwise be lost to other employers.
IRM 6.251 Strategic Workforce Planning for Human Resource
IRM 126.96.36.199 Criminal Investigation Recruitment Program
IRM 6.250.1 Policies, Requirements, Responsibilities, and Strategies
IRM 188.8.131.52.1 – Small Business/Self Employed Division, Hiring/Recruitment