Fstep Webinar: Beyond The Funnel Mentality

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Presented by Matt Dale and Jeremy Paynter on 2/6/10

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Fstep Webinar: Beyond The Funnel Mentality

  1. 1. Beyond the Funnel Mentality: Transforming the Way Companies Engage Quality Candidates
  2. 2. Agenda <ul><li>Evolution and trends in recruiting </li></ul><ul><li>A new role for Talent Acquisition </li></ul><ul><li>Case Study: Premera </li></ul><ul><li>The Science of Networking </li></ul><ul><li>Leveraging the tools </li></ul><ul><li>Q&A </li></ul>
  3. 3. Evolution and trends in Recruiting <ul><li>Recruiting has become a frantic attempt to create the largest funnel possible to manage an enormous amount of data </li></ul><ul><li>We are constantly in search of faster more productive recruiters </li></ul><ul><li>Systems are evolving in an attempt to make things easy while there are many features that are rarely used </li></ul>
  4. 4. The Fish Net Method
  5. 5. Whale Watching <ul><li>More aggressive recruiting tactics are being used in the corporate environment </li></ul><ul><li>Sometimes referred to as predatory recruiting </li></ul><ul><li>Poaching </li></ul><ul><li>There is no value exchange, only taking </li></ul><ul><li>This is not a sustainable form of networking </li></ul>
  6. 6. Manager Involvement in the Process <ul><li>Movement toward manager self service </li></ul><ul><li>Goal is to establish accountability for hiring </li></ul><ul><li>In what part of the hiring process do we really want the manager to be engaged? </li></ul>Once you finish entering those requisitions, HR said we should have at least five top quality candidates to talk to in just 4 weeks!
  7. 7. The Quality Challenge <ul><li>The tools and technologies offer the promise of higher quality </li></ul><ul><li>The speed of the competitive talent market is shortening the time we have to get to know a candidate </li></ul><ul><li>Assessments help, but we still do not know the true quality until after we see the person in action </li></ul><ul><li>Quality of hire measures can only take place post hire </li></ul><ul><ul><li>Engagement survey </li></ul></ul><ul><ul><li>Manager survey, performance review </li></ul></ul><ul><ul><li>Peer review </li></ul></ul>
  8. 8. Stepping up to the challenge <ul><li>Rather than attempting to improve the filtering process to increase the quality of the output </li></ul><ul><li>We should focus on putting higher quality candidates into the funnel </li></ul><ul><li>How? </li></ul>
  9. 9. Building a Manager’s Network <ul><li>Manager’s should be engaged in maintaining a network of talent </li></ul><ul><li>True networking is not aggressive </li></ul><ul><li>It is about establishing and leveraging relationships </li></ul><ul><li>There is value exchange in a relationship </li></ul><ul><li>A value based network becomes a sustainable source </li></ul>
  10. 10. A shift in thinking <ul><li>Rather than building the biggest possible funnel </li></ul><ul><li>Establish a small network of talent to meet the hiring needs of a single manager </li></ul><ul><li>Create a network community by delivering value to the members </li></ul><ul><ul><li>Routine gatherings, online or in person </li></ul></ul><ul><ul><li>Web portals for content and collaboration </li></ul></ul><ul><ul><li>Turn acquaintances into relationships </li></ul></ul><ul><ul><li>Engage in activities to get to know each other </li></ul></ul><ul><li>Hiring people we know, increases quality </li></ul>
  11. 11. New Role for Talent Acquisition <ul><li>Become a Talent Coach </li></ul><ul><li>Assist the Hiring Manager in developing and maintaining a network of ~ 20 – 35. </li></ul><ul><ul><li>Identify prospects to be introduced to the Manager </li></ul></ul><ul><ul><li>Provide the tools (e.g. LinkedIn, Salesforce.com) </li></ul></ul><ul><ul><li>Attend industry events and organize social events </li></ul></ul><ul><ul><li>Assist the manager maintain periodic, systematic communication with network members </li></ul></ul><ul><li>Create a Talent minded culture </li></ul>
  12. 12. Establishing New Role for Talent Acquisition <ul><li>Step I </li></ul><ul><ul><li>Identify Managers who will be hiring critical talent </li></ul></ul><ul><ul><li>Determine the number of networks to be established and relative size requirements based on hiring goals, and demographics </li></ul></ul><ul><ul><li>Establish criteria for inviting participants to the network </li></ul></ul><ul><ul><li>Educate managers on networking basics and protocol </li></ul></ul><ul><li>Step II </li></ul><ul><ul><li>Interview leaders who already operate as talent scouts </li></ul></ul><ul><ul><li>Determine the tools to be used for managing the information </li></ul></ul><ul><ul><li>Identify opportunities to provide relevant and meaningful content to participants (news letters, press release, CE opportunities) </li></ul></ul><ul><ul><li>Develop a calendar of events (trade shows, ball games, association meetings, etc.) </li></ul></ul><ul><li>Step III </li></ul><ul><ul><li>Establish goals for network production, number of hires and number of referrals </li></ul></ul><ul><ul><li>Identify method for data to be captured –different than source of hire </li></ul></ul><ul><ul><li>Monitor results and make adjustments </li></ul></ul>
  13. 13. Talent Network Development Program A Case Study
  14. 14. About Premera <ul><li>Health Benefits Provider: $3 Billion revenue, 1.7 million members </li></ul><ul><li>Operations in Washington, Alaska, Oregon </li></ul><ul><li>3,000 Employees, 6 recruiters </li></ul><ul><li>Our hiring includes IT, Nurses, Actuaries, Customer Service & more </li></ul><ul><li>Our Business Environment </li></ul><ul><ul><li>Economic Pressures </li></ul></ul><ul><ul><li>Industry Changes - Health Care Reform on the Horizon </li></ul></ul><ul><ul><li>New Business Strategy </li></ul></ul><ul><ul><li>Importance of Talent as Critical to Business Success </li></ul></ul>
  15. 15. Our Challenge: engage managers and create a more agile sourcing strategy <ul><li>Shift mindset from posting to sourcing </li></ul><ul><li>Use resources efficiently – more resumes doesn’t equal better candidates </li></ul><ul><li>“ Sourcing is Recruiting’s Job” </li></ul><ul><li>Need for flexibility and scalability </li></ul><ul><li>Build manager ownership and accountability for talent </li></ul>
  16. 16. Innovative and simple approach <ul><li>Objectives </li></ul><ul><ul><li>Improve manager attitude towards networking </li></ul></ul><ul><ul><li>Increase manager ownership and accountability </li></ul></ul><ul><ul><li>Build networks with capability to produce viable candidates </li></ul></ul><ul><ul><li>Get better candidates into the pipeline to generate quality hires </li></ul></ul><ul><li>Talent Network Development Program Elements </li></ul><ul><ul><li>Recruiters were “Talent Coaches” - provided 1:1 support, tools and resources </li></ul></ul><ul><ul><li>Piloted process across the business </li></ul></ul><ul><ul><li>Established small, effective networks of talent to meet needs of a single manager </li></ul></ul><ul><ul><li>Networking efforts focused on exchange of value vs. a specific recruiting effort </li></ul></ul><ul><ul><li>Used surveys to measure results </li></ul></ul>
  17. 17. It worked! <ul><li>Program Results: </li></ul><ul><ul><li>30% improvement in attitudes towards effectiveness of networking skills </li></ul></ul><ul><ul><li>40% improvement in ratings of the value of networking as very important or essential to managers’ professional success </li></ul></ul><ul><ul><li>50% improvement in usage of online networking tools </li></ul></ul><ul><ul><li>50% improvement in leveraging network for non-recruiting purposes </li></ul></ul><ul><ul><li>80% of respondents rated support from their Talent Coach as very or extremely important </li></ul></ul><ul><ul><li>100% of respondents are more comfortable with networking and plan to take action to build their network </li></ul></ul>
  18. 18. And, managers liked it… <ul><li>Feedback: </li></ul><ul><ul><li>“ I think this is a great focus. Many people struggle in this area and I believe it has huge opportunity.” </li></ul></ul><ul><ul><li>“ Recommend this to all managers. Tips provided by Recruiting Partner were invaluable.” </li></ul></ul>
  19. 19. What we learned <ul><li>Don’t apologize for asking managers to network – instead, make it part of “How we do things here” and our partnership </li></ul><ul><li>Build simple, online tools. Example: “Linkedin Tip Sheet” </li></ul><ul><li>Teach them how. Example: “Getting Great Talent” workshop </li></ul><ul><li>Peer Pressure works. Recruiters recognize managers who do it well </li></ul><ul><li>Difficult to measure ROI right away, it’s a shift in thinking and takes time </li></ul><ul><li>Share the results you do have, early and often to build adoption </li></ul>
  20. 20. Taking it to the next level <ul><li>It is widely accepted that the stronger the network the better results </li></ul><ul><li>How do we measure the strength of a person’s network today? </li></ul><ul><ul><li>Number of entries in the rolodex </li></ul></ul><ul><ul><li>Contacts in the outlook folder </li></ul></ul><ul><ul><li>Number of connections on Linked-in </li></ul></ul><ul><li>Anecdotal references </li></ul><ul><ul><li>“She is really well connected” </li></ul></ul><ul><ul><li>“He knows everyone and their brother” </li></ul></ul><ul><li>What if we apply the principles of Network Theory? </li></ul>
  21. 21. Network Analysis Closed Network Open Network Group 1 Group 2 Group 3 Group 4
  22. 22. Filling structural holes Group 1 Group 2 Group 3 Group 4
  23. 23. Position in Network The McKinsey Quarterly: Harnessing the power of informal employee networks, 2007
  24. 24. Social Capital <ul><li>&quot;refers to the collective value of all 'social networks' and the inclinations that arise from these networks to do things for each other“ </li></ul><ul><li>social capital can be measured by the amount of trust and &quot;reciprocity&quot; in a community or between individuals </li></ul><ul><li>Robert D. Putnam, Bowling Alone </li></ul>
  25. 25. Software Enabled Analysis is Coming <ul><li>www.touchgraph.com </li></ul>
  26. 26. Visualizing the Network
  27. 28. Twitalyzer
  28. 31. Custom Private Community Portal
  29. 32. Final comments <ul><li>The tools are changing – we need to change the way we use them </li></ul><ul><li>Establishing value based networks is a sustainable source of quality candidates </li></ul><ul><li>Managers must participate in the networking to create the quality </li></ul><ul><li>Different model for investment of recruiting budget; Be selective in the application, where does it make the most sense </li></ul><ul><li>Measure, measure, measure </li></ul>
  30. 33. Thank you! <ul><li>Matt Dale </li></ul><ul><li>Head of Consulting Australia </li></ul><ul><li>Jeremy Paynter </li></ul><ul><li>Head of Consulting New Zealand </li></ul>

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