Dominos Case Study

Topics: Pizza delivery, Background check, Recruitment Pages: 6 (1985 words) Published: April 2, 2011
Taleo Case Study

Domino’s Pizza Case Study
Domino’s Pizza Delivers Faster Recruiting Topped with Cost Savings and Process Improvements

Founded in 1960, Domino’s Pizza is the recognized world leader in pizza delivery. Today, Domino’s Pizza has 500 company-owned stores in the United States and over 8,000 franchise-owned stores in more than 60 different countries. The Domino’s Pizza brand had global retail sales of over $5.4 billion in 2007, comprised of $3.2 billion domestically and $2.2 billion internationally. Headquartered in Ann Arbor, Michigan, Domino’s Pizza employs more than 10,000 employees; 9,000 of whom are hourly-based employees. The Domino’s Pizza vision, to be the best pizza delivery company in the world, relies on employing a staff of exceptional people. Given that the turnover rate for hourly employees is typically in excess of 50% across any retailer, the challenge to attract and retain exceptional staff for Domino’s was significant. Managing a High Volume of Applications Consistently, While Streamlining Paperwork

“The number one benefit we’ve seen since implementing Taleo is the standardization of the screening and hiring process across 500 stores.” Jeffrey Mayer Director of Systems and Decision Support Domino’s Pizza

Prior to implementing Taleo, Domino’s Pizza had neither a centralized hiring process nor an automated system in place to manage the large number of job applications received at each of its local stores. The hiring process was completely decentralized. Each of its 500 corporate stores had paper stock of interview guides and followed its own sourcing practices such as local print advertising and job fairs. Further complicating the issue, all hiring paperwork had to be sent to a central location where it was first scanned and then entered into the PeopleSoft system. Only after this was done, could Domino’s report on any of the information. Because of this, the human resources department had little to no visibility into the application process and had difficulty enforcing standards for its hiring process. It experienced paperwork compliance issues and struggled to hold the different stores accountable. For example, if a store was understaffed in comparison to sales volumes there was no central system to help determine if the store needed more qualified candidates or if they were not executing the sourcing/interviewing steps effectively and timely. Domino’s Pizza needed a system that could provide a common automated process and eliminate the need for paperwork and scanning for its corporate locations. It also needed a system that could support franchise deployments, both domestic and international, in the future. Taleo provided Domino’s with the technology it needed to accomplish its goals today and into the future.

Taleo Case Study: Domino’s Pizza

Finding Deep Functionality behind an Intuitive Interface

To help find the right software solution, in 2008 Domino’s Pizza looked at several talent management vendors. It found Taleo had a simple intuitive user interface and all the future functionality it would need. “Taleo had more functionality than what we needed at the time, but as we grow, Taleo will be there for us, and we won’t need to develop something else,” says Jeffrey Mayer, Director of Systems and Decision Support at Domino’s Pizza. Taleo’s strong client list and large international customer base were also key to the decision. Domino’s Pizza focused on Taleo’s simple Manager WebTop for ease of use. It only took a few clicks with very little navigation from page to page to hire someone. In a way, the system was self-training and easy to learn. Managers just needed to follow the pop-up prompts that guided them through the hiring process. Streamlining Process Integration with PeopleSoft HRMS

To ensure store adoption, Domino’s Pizza developed a unique approach to keep its Taleo system simple to use. Using Taleo Client Connect to integrate with its PeopleSoft system,...
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