Talent Mapping - Intelligence Supporting your recruitment plan


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As talent acquisition and management become more strategic and less reactive, companies increasingly seek intelligence to inform their decisions around recruitment and talent planning. Talent Mapping can provide valuable information on the ‘landscape’ of available talent ahead of any recruitment activity and is an important first stage in any meaningful talent pipeline programme.

Join us on this 30 minute webinar to learn:

- Why & when use Talent Mapping
- Using mapping for strategic talent planning/ pipelining
- It’s not just about people, what else can you use it for
- Not everyone’s on LinkedIn, so how do you find them?

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Talent Mapping - Intelligence Supporting your recruitment plan

  1. 1. Talent Mapping – Intelligence Supporting Your Recruitment Plan Stephen Buchanan Managing Director, Research Europe Ltd 12th February 2013
  2. 2. What is Talent Mapping? Talent Mapping provides up-to-date intelligence on the available talent within a given market. Typically it involves the identification of individuals occupying various positions within a business, their job titles, their reporting lines and their position on the company org-chart. Normally, career profiles of the individuals identified are produced. Sometimes it involves finding salary information for groups of individuals.
  3. 3. Value of Talent Mapping Provides competitor intelligence – people & structures Shows you the potential candidates in the market Can inform recruitment and headcount planning Creates a talent “pipeline” or “pool” for future recruitment Decreases time to hire Improves employer branding & engagement levels
  4. 4. Pre-Recruitment Planning Informs recruitment decisions ahead of committing resources to headcount, retained search or recruitment agencies Example: Big 4 accountancy firm planned to establish a new banking compliance advisory practice Do our competitors have this practice? Who works there?/who could we recruit? What talent is within the banks?/who could we recruit?
  5. 5. Talent Pooling / Pipelining First stage in creating a future talent ‘pool’ or ‘pipeline’ Researchers or talent managers can engage with highpotential candidates well in advance of any recruitment activity, build relationships and promote the employer brand Example: Global risk advisory business developing an office in France Who works at our competitors? Who works at non-competitor business who would have the right skills & cultural fit? Engage with future candidates & build relationships
  6. 6. Outputs Names, titles & contact details Organograms (org-charts) Career profiles
  7. 7. Org Charts Universal Jack Beer Managing Director Steve Sales Senior Director Marketing, International Division Tina Cooper Head of Rock Yan Hora Product Manager, Rock James Thomson Head of Pop Sarah Carter Product Manger, Pop Mike Poole Product Manger, Pop Ulrekia Shade Head of Urban Gemma Baker Product Manager, Urban Steph Grey Product Manager, Urban
  8. 8. Contact Details John Lewis Notes: •Karen Shot, Head of Omni-Channel Development, has very recently left John Lewis. She has not yet been replaced •James Lewis is the Online Director – he has four reports, listed below Name Job Title Reports to Contact Details James Lewis Online Director Andy Street, Managing Director James_lewis@johnlewis.co.uk sb: +44 20 7828 1000 Emma Simmonds Head of Online Marketing and Analytics James Lewis emma_simmonds@johnlewis.co.uk sb: +44 20 7828 1000 James Shift Head of Online Marketing James Lewis James_shift@johnlewis.co.uk sb: +44 20 7828 1000 Lee Salmon Head of Online – Commercial and Category James Lewis Lee_salmon@johnlewis.co.uk sb: +44 20 7828 1000 Sean North Head of Online Customer Experience James Lewis Sean_north@johnlewis.co.uk sb: +44 20 7828 1000
  9. 9. Career Profiles Kyle Boost – Asos.com Career profile: 2011 – present: Head of Business Transformation, Asos.com “ownership of the overall change programme” 2010 – 2011: Head of Programmes, Asos.com “leadership of the change programme, including technology and people change” 2009 – 2010: Senior Manager, Sapient “responsible for programme management” 2006 – 2009: eBusiness Manager, Tarmac “defining the eBusiness strategy and running programmes to deliver against this strategy” 2002 – 2006: Engagement Director, Roundarch (Deloitte Consulting & WPP j/v) 1999 – 2002: Project Manager, Cambridge Technology Partners 1990 – 1998: CRM Consultant, IBM Global Services Education: 1985 – 1989: Management Science degree, Loughborough University • Has managed transformation programmes within a pure play environment • Wider programme management experience • Has worked within a technology environment for much of her career • Spent first 16 years within consultancies – likely to be comfortable engaging with/influencing stakeholders at various levels
  10. 10. Salary information Need to engage with individuals to get up-to-date salary information Salary survey Talent pipelining
  11. 11. Managing Data How do you store and manage the data? ATS? (who has access to the data?) Executive search / research – specific software? e.g. Filefinder Invenias
  12. 12. Shift from Transactional to Strategic Recruitment
  13. 13. Question & Answers Contact E-mail: stephen@researcheurope.co.uk Tel: 020 3714 3881