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Talent Network Development Program

                    A Case Study




Better Health, Sustainable Costs
About Premera
        •        Health Benefits Provider: $3 Billion revenue, 1.7 million members
        •        Operatio...
Our Challenge: engage managers and create a
         more agile sourcing strategy
         • Shift mindset from posting to...
Innovative and simple approach
         • Objectives
                      – Improve manager attitude towards networking
 ...
It worked!

     • Program Results:
                  – 30% improvement in attitudes towards effectiveness of networking s...
And, managers liked it…

         • Feedback:

                      “I think this is a great focus. Many people struggle ...
What we learned
     • Don’t apologize for asking managers to network – instead, make it
       part of “How we do things ...
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Beyond Funnel Mentality
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Beyond Funnel Mentality

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Leveraging social networking when sourcing talent.

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Beyond Funnel Mentality

  1. 1. ACHIEVE TALENT MANAGEMENT SUCCESS Beyond the Funnel Mentality: Transforming the Way Companies Engage Quality Candidates Copyright © 2008. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.
  2. 2. ACHIEVE TALENT MANAGEMENT SUCCESS Agenda Evolution and trends in recruiting A new role for Talent Acquisition Case Study: Premera The Science of Networking Leveraging the tools Q&A Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved. .
  3. 3. ACHIEVE TALENT MANAGEMENT SUCCESS Evolution and trends in Recruiting Recruiting has become a frantic attempt to create the largest funnel possible to manage an enormous amount of data We are constantly in search of faster more productive recruiters Systems are evolving in an attempt to make things easy while there are many features that are rarely used Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved. .
  4. 4. ACHIEVE TALENT MANAGEMENT SUCCESS The Fish Net Method Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved. .
  5. 5. ACHIEVE TALENT MANAGEMENT SUCCESS Whale Watching More aggressive recruiting tactics are being used in the corporate environment Sometimes referred to as predatory recruiting Poaching There is no value exchange, only taking This is not a sustainable form of networking Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved. .
  6. 6. ACHIEVE TALENT MANAGEMENT SUCCESS Manager Involvement in the Process Movement toward manager self service Goal is to establish accountability for hiring In what part of the hiring process do we really want the manager to be engaged? Once you finish entering those requisitions, HR said we should have at least five top quality candidates to talk to in just 4 weeks! Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved. .
  7. 7. ACHIEVE TALENT MANAGEMENT SUCCESS The Quality Challenge The tools and technologies offer the promise of higher quality The speed of the competitive talent market is shortening the time we have to get to know a candidate Assessments help, but we still do not know the true quality until after we see the person in action Quality of hire measures can only take place post hire – Engagement survey – Manager survey, performance review – Peer review Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved. .
  8. 8. ACHIEVE TALENT MANAGEMENT SUCCESS Stepping up to the challenge Rather than attempting to improve the filtering process to increase the quality of the output We should focus on putting higher quality candidates into the funnel How? Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved. .
  9. 9. ACHIEVE TALENT MANAGEMENT SUCCESS Building a Manager’s Network Manager’s should be engaged in maintaining a network of talent True networking is not aggressive It is about establishing and leveraging relationships There is value exchange in a relationship A value based network becomes a sustainable source Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved. .
  10. 10. ACHIEVE TALENT MANAGEMENT SUCCESS A shift in thinking Rather than building the biggest possible funnel Establish a small network of talent to meet the hiring needs of a single manager Create a network community by delivering value to the members – Routine gatherings, online or in person – Web portals for content and collaboration – Turn acquaintances into relationships – Engage in activities to get to know each other Hiring people we know, increases quality Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved. .
  11. 11. ACHIEVE TALENT MANAGEMENT SUCCESS New Role for Talent Acquisition Become a Talent Coach Assist the Hiring Manager in developing and maintaining a network of ~ 20 – 35. – Identify prospects to be introduced to the Manager – Provide the tools (e.g. LinkedIn, Salesforce.com) – Attend industry events and organize social events – Assist the manager maintain periodic, systematic communication with network members Create a Talent minded culture Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved. .
  12. 12. ACHIEVE TALENT MANAGEMENT SUCCESS Establishing New Role for Talent Acquisition Step I – Identify Managers who will be hiring critical talent – Determine the number of networks to be established and relative size requirements based on hiring goals, and demographics – Establish criteria for inviting participants to the network – Educate managers on networking basics and protocol Step II – Interview leaders who already operate as talent scouts – Determine the tools to be used for managing the information – Identify opportunities to provide relevant and meaningful content to participants (news letters, press release, CE opportunities) – Develop a calendar of events (trade shows, ball games, association meetings, etc.) Step III – Establish goals for network production, number of hires and number of referrals – Identify method for data to be captured –different than source of hire – Monitor results and make adjustments Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved. .
  13. 13. Talent Network Development Program A Case Study Better Health, Sustainable Costs
  14. 14. About Premera • Health Benefits Provider: $3 Billion revenue, 1.7 million members • Operations in Washington, Alaska, Oregon • 3,000 Employees, 6 recruiters • Our hiring includes IT, Nurses, Actuaries, Customer Service & more • Our Business Environment – Economic Pressures – Industry Changes - Health Care Reform on the Horizon – New Business Strategy – Importance of Talent as Critical to Business Success An Independent Licensee of the Blue Cross Blue Shield Association 14 Better Health, Sustainable Costs
  15. 15. Our Challenge: engage managers and create a more agile sourcing strategy • Shift mindset from posting to sourcing • Use resources efficiently – more resumes doesn’t equal better candidates • “Sourcing is Recruiting’s Job” • Need for flexibility and scalability • Build manager ownership and accountability for talent An Independent Licensee of the Blue Cross Blue Shield Association 15 Better Health, Sustainable Costs
  16. 16. Innovative and simple approach • Objectives – Improve manager attitude towards networking – Increase manager ownership and accountability – Build networks with capability to produce viable candidates – Get better candidates into the pipeline to generate quality hires • Talent Network Development Program Elements – Recruiters were “Talent Coaches” - provided 1:1 support, tools and resources – Piloted process across the business – Established small, effective networks of talent to meet needs of a single manager – Networking efforts focused on exchange of value vs. a specific recruiting effort – Used surveys to measure results An Independent Licensee of the Blue Cross Blue Shield Association 16 Better Health, Sustainable Costs
  17. 17. It worked! • Program Results: – 30% improvement in attitudes towards effectiveness of networking skills – 40% improvement in ratings of the value of networking as very important or essential to managers’ professional success – 50% improvement in usage of online networking tools – 50% improvement in leveraging network for non-recruiting purposes – 80% of respondents rated support from their Talent Coach as very or extremely important – 100% of respondents are more comfortable with networking and plan to take action to build their network An Independent Licensee of the Blue Cross Blue Shield Association 17 Better Health, Sustainable Costs
  18. 18. And, managers liked it… • Feedback: “I think this is a great focus. Many people struggle in this area and I believe it has huge opportunity.” “Recommend this to all managers. Tips provided by Recruiting Partner were invaluable.” An Independent Licensee of the Blue Cross Blue Shield Association 18 Better Health, Sustainable Costs
  19. 19. What we learned • Don’t apologize for asking managers to network – instead, make it part of “How we do things here” and our partnership • Build simple, online tools. Example: “Linkedin Tip Sheet” • Teach them how. Example: “Getting Great Talent” workshop • Peer Pressure works. Recruiters recognize managers who do it well • Difficult to measure ROI right away, it’s a shift in thinking and takes time • Share the results you do have, early and often to build adoption An Independent Licensee of the Blue Cross Blue Shield Association 19 Better Health, Sustainable Costs
  20. 20. ACHIEVE TALENT MANAGEMENT SUCCESS Taking it to the next level It is widely accepted that the stronger the network the better results How do we measure the strength of a person’s network today? – Number of entries in the rolodex – Contacts in the outlook folder – Number of connections on Linked-in Anecdotal references – “She is really well connected” – “He knows everyone and their brother” What if we apply the principles of Network Theory? Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved. .
  21. 21. ACHIEVE TALENT MANAGEMENT SUCCESS Network Analysis Closed Network Open Network Group 4 Group 1 Group 3 Group 2 Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved. .
  22. 22. ACHIEVE TALENT MANAGEMENT SUCCESS Filling structural holes Group 4 Group 1 Group 3 Group 2 Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved. .
  23. 23. ACHIEVE TALENT MANAGEMENT SUCCESS Position in Network Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved. The McKinsey Quarterly: Harnessing the .power of informal employee networks, 2007
  24. 24. ACHIEVE TALENT MANAGEMENT SUCCESS Social Capital "refers to the collective value of all 'social networks' and the inclinations that arise from these networks to do things for each other“ social capital can be measured by the amount of trust and "reciprocity" in a community or between individuals Robert D. Putnam, Bowling Alone Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved. .
  25. 25. ACHIEVE TALENT MANAGEMENT SUCCESS Software Enabled Analysis is Coming www.touchgraph.com Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved. .
  26. 26. ACHIEVE TALENT MANAGEMENT SUCCESS Visualizing the Network Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved. .
  27. 27. ACHIEVE TALENT MANAGEMENT SUCCESS Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved. .
  28. 28. ACHIEVE TALENT MANAGEMENT SUCCESS Twitalyzer Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved. .
  29. 29. ACHIEVE TALENT MANAGEMENT SUCCESS Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved. .
  30. 30. ACHIEVE TALENT MANAGEMENT SUCCESS Custom Private Community Portal Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved. .
  31. 31. ACHIEVE TALENT MANAGEMENT SUCCESS Final comments The tools are changing – we need to change the way we use them Establishing value based networks is a sustainable source of quality candidates Managers must participate in the networking to create the quality Different model for investment of recruiting budget; Be selective in the application, where does it make the most sense Measure, measure, measure Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved. .
  32. 32. ACHIEVE TALENT MANAGEMENT SUCCESS Thank you! Matt Dale Head of Consulting Australia Jeremy Paynter Head of Consulting New Zealand Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved. .

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