Kotlin Multiplatform & Compose Multiplatform - Starter kit for pragmatics
Glen Cathey "The Current and Future State of Sourcing" from Talent42
1. The Current and Future State of Sourcing
Glen Cathey
V.P. Sourcing and Recruiting
Center of Expertise
2. Who is this guy?
VP, Sourcing and Recruiting COE
• Lead Randstad Sourceright's (RPO) Sourcing Center of Excellence from
Alpharetta, GA, U.S.A.
• 70,000+ hires annually (Honeywell & Cisco 2 largest clients)
16+ years in recruiting (B.G.)
• I.T. (commercial & Federal), H.I.T., Engineering
• Sourcer & recruiter training (1,000+)
Sourcing/Recruiting Blogger
• www.booleanblackbelt.com
• 15K+ unique visitors per week from >100 countries
Creator of:
• Sourcing Maturity Model, Agile Sourcing Methodology, Probabilistic &
Exhaustive Sourcing, Dark Matter/Hidden Talent Pool concepts
Speaker
• 5X (soon to be 7X) LinkedIn Talent Connect speaker (US, CA, UK), 6X
SourceCon speaker, 2X ATC (Sydney & Melbourne), 2X TruLondon,
1X Talent42
LinkedIn Certified, #20 globally, #1 in Seattle
Glen Cathey / Future of Sourcing
Tough fills:
• SAN engineer w/Yankee White
• TS/SCI full scope poly swe's
• mod_perl
• DRSN engineers
• Paladin programmer
• Exchange Engineer (500K+ users)
3. Sourcing will always be necessary
Glen Cathey / Future of Sourcing
Source: LinkedIn & Lou Adler
4. Unprecedented access
Today, recruiting organizations have access to unprecedented
volumes of human capital data.
- Conventional: ATS + online resume databases
- Social: The entire rapidly expanding social media universe
- Deep web: several orders of magnitude larger than the surface web
Glen Cathey / Future of Sourcing
225M+ users
500M+ users
1B+ users
500M+ users
5. With so much data…
Why isn't it any easier to find
talent?
Glen Cathey / Future of Sourcing
6. The current state of sourcing
• Heavy focus on and interest in sourcing tips, tricks and hacks rather
than methodologies
• Many ATS's still offer (extremely) poor search capability
• Sentiment that sourcing LinkedIn is "easy" and concern over heavy
reliance
• Sourcers seek answers rather than learning the how & why
• Few purpose-built sourcing tools (structured, deep human capital)
• Search providers continue to "dummy down" search interfaces and
functionality, promise to do the "thinking" for you
• Candidate messaging not significantly different than 10 years ago
Glen Cathey / Future of Sourcing
7. What do you think?
Is sourcing today 10 years more
sophisticated than 2003?
Has there been any significant shift
in sourcer/ recruiter behavior?
Have we significantly reduced time
to fill or increased quality of hire?
Glen Cathey / Future of Sourcing
8. Access ≠ competitive advantage
Glen Cathey / Future of Sourcing
Source: John Zappe, SourceCon blog
9. Glen Cathey / Future of Sourcing
Source: Suzanne Chadwick, The Social Recruiter blog
16. In reality…
No system or database will ever "know" what you want or
need, nor can they determine "relevance"
Glen Cathey / Future of Sourcing
"With most existing online systems, a user makes an
information request in a couple of words, and the search
engine returns a list of documents ranked by relevance.
Search technologists are busily working on relevance-
ranking algorithms and question-answering systems so
that they can read as much as possible into a query
without asking any more of the user. But information-
retrieval researchers suggest that these approaches
have reached a point of diminishing returns. A search
engine cannot reliably surmise the user's intent from a
single query."
Daniel Tunkelang
• Head of Query Understanding at LinkedIn
• Former Tech Lead at Google, Chief Scientist
at Endeca
17. HCIR
Human–computer information retrieval (HCIR) is the
study of information retrieval techniques that bring human
intelligence into the search process.
This term human–computer information retrieval was coined
by Gary Marchionini in a series of lectures delivered between
2004 and 2006.[4] Marchionini’s main thesis is that "HCIR
aims to empower people to explore large-scale information
bases but demands that people also take responsibility for this
control by expending cognitive and physical energy."
Source: Wikipedia
Glen Cathey / Future of Sourcing
18. “Society has reached the point where one can push a button and be
immediately deluged with…information. This is all very convenient, of
course, but if one is not careful there is a danger of losing the ability to
think. We must remember that in the end it is the individual human
being who must solve the problems.”
Eiji Toyoda
• Former President and Chairman of
Toyota Motor Corporation
• Major contributor to the development
of Kaizen and the Toyota Way
• Probably would have pwned sourcing/
recruiting
Glen Cathey / Future of Sourcing
19. “There is an almost universal quest for easy answers and half-baked
solutions. Nothing pains people more than having to think."
Martin Luther King Jr.
• American clergyman, activist, and
leader in the African-American Civil
Rights Movement.
• He is best known for his role in the
advancement of civil rights using
nonviolent civil disobedience
• Nobel Peace Prize winner
• Born in Atlanta (sorry S7!)
Glen Cathey / Future of Sourcing
20. “The flood of data means more noise (i.e., irrelevant/useless
information) but not necessarily more signal (i.e., relevant results)”
Often we expect too much of computers and not enough of ourselves.
People blame systems “ when they should be asking better questions.”
Nate Silver
• Principal, FiveThirtyEight
• Author, The Signal and the Noise:
Why So Many Predictions Fail-but
Some Don't
• Correctly predicted 50 out of 50 states
in the 2012 presidential election
Glen Cathey / Future of Sourcing
21. Beyond Boolean & Google
Sourcing is so much more than Internet
search via Boolean strings - it's about
information retrieval.
Information Retrieval is the science of
searching for documents, information
within documents, and searching
relational databases and the Internet.
An information retrieval process begins
when a user enters a query into a
system.
Queries are formal statements of
information needs.
Glen Cathey / Future of Sourcing
22. When it comes to sourcing…
What's your need?
Glen Cathey / Future of Sourcing
23. Your real sourcing needs…
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
DegreeofPredictiveControl
Critical Candidate Variables
Job Posting Data-Based Sourcing
Glen Cathey / Future of Sourcing
25. SOCIAL & BIG DATA SOLUTIONS
Glen Cathey / Future of Sourcing
26. LinkedIn Recruiter
LinkedIn has the opportunity to
evolve into a full-blown CRM
solution.
LIR already has the capability of
uploading CV's and offers
increasingly searchable candidate
metadata.
A more robust candidate
communication platform could be
all that is necessary to establish LIR
as *the* CRM of choice.
Glen Cathey / Future of Sourcing
33. Entelo – Predictive Analytics Engine
Glen Cathey / Future of Sourcing
Entelo sent out email alerts for approximately 400 professionals and monitored
their job activity over 90 days. At the end of that period, 24 percent had taken
a new job, compared to the 3.1 percent of the general population of passive
candidates who did in the same time frame.
Professionals identified by Entelo Sonar are seven times more likely than an
average job seeker to leave their existing position in the 90-day period following
a Sonar alert.
34. TalentBin – Social Aggregation & Matching
Glen Cathey / Future of Sourcing
40. The future state of sourcing
• Heavy focus on and interest in sourcing methodologies and a
disciplined approach to the retrieval, analysis and action upon human
capital data
• Manual Internet mining disappears
• More purpose-built sourcing tools (structured, deep human capital)
• ATS's leveraging best-in-class search/retrieval (Lucene, dtSearch, etc.)
• Search providers "smart-up" search interfaces and functionality and
involve/communicate with users
• Human sourcers will not be replaced by matching algorithms (sorry vendors)
• Sourcing (finally!) matches marketing in segmentation and messaging
Glen Cathey / Future of Sourcing
42. Data
"When every business has free and ubiquitous data, the ability to
understand it and extract value from it becomes the complimentary
scarce factor. It leads to intelligence, and the intelligent business is the
successful business, regardless of its size. Data is the sword of the 21st
century, those who wield it well, the Samurai."
- Jonathan Rosenberg, former SVP of Product Management @ Google
"We have clearly entered an economy in which talent is considered a
critical and scarce commodity. When this happens, companies should get
smarter about every single talent decision. Enter the world of 'data-driven
people decision-making.'"
- Deloitte
Glen Cathey / Future of Sourcing
43. Text Mining
"Text mining, also referred to as text
data mining, roughly equivalent to text
analytics, refers to the process of deriving
high-quality information from text."
Source: Wikipedia
"Information, in its most restricted technical
sense, is a sequence of symbols that can be
interpreted as a message."
"The most valuable commodity I know of is
information, wouldn't you agree?"
- Gordon Gekko
Glen Cathey / Future of Sourcing
44. Big Data and Analytics
"I am not convinced that you can
automate the insight part. I work in a large
corporation and we have a very nice "big
data" infrastructure (we have had an
analytics platform for years). The biggest
challenge is finding interesting questions
that we need answers for. As a Data
Scientist (background in machine learning,
optimization, data mining etc.), I am not a
domain expert in any of the business units
that generated the data. If I don't know
what questions are, how can an algorithm
that I write get me insights? In summary,
we always need someone to generate
hypotheses and data will help us verify
that hypotheses."
-Fortune 500 Data Scientist, Machine Learning Ph.D
The real power of "Big Data" isn't the data – it lies in the discovery and
communication of meaningful patterns in data (aka analytics).
• Where do our best employees come from? (specific
schools, companies, industries, etc.)
• What is the “DNA” of our best employees? (degrees,
prior experience, backgrounds, demographics,
personality traits, interests, etc.)
• How can we more effectively and consistently find and
recruit our ideal employee profile?
• Who are our best managers?
• Do we really need to hire people with prior industry
experience?
• Should we biased against “job hoppers?”
• How can we leverage assessments to increase our
quality of hire?
• Does our interview process really “work?”
• Do reference checks actually have any value?
• Who should I be giving new challenges to/promoting?
• Who is likely to quit in the next 6 months?
• Where are our talent gaps today, and what will they be
in near future?
• What are our most effective sources of talent, and why?
Glen Cathey / Future of Sourcing
45. Analyzing massive data sets (30K – 100K
employees), Evolv has identified undervalued
characteristics and discovered non-intuitive
insights, such as:
• For hourly workers, people who fill out online
applications with 3rd party browsers (Firefox or
Chrome) rather than IE perform better and change
jobs less often
• For call center employees, people with a criminal
background actually perform a bit better than those
who do not, and "job hoppers" are no more likely to
quickly quit than those who have stayed in previous
jobs for long periods of time
• It is unnecessary to hire people with experience in a
similar role for some positions, because they found
the probability of survival at 180 days to be virtually
identical
Source: The Economist, Robot Hiring
http://www.economist.com/news/business/21575820-how-software-helps-
firms-hire-workers-more-efficiently-robot-recruiters
Non-Intuitive Insights
Glen Cathey / Future of Sourcing
46. A large financial services firm believed that employees with good
grades who came from highly respected universities made good sales
performers.
Source: Forbes, Josh Bersin
http://www.forbes.com/sites/joshbersin/2013/02/17/bigdata-in-human-resources-talent-analytics-comes-of-age/
Sales productivity and
turnover analysis was
performed for new sales
employees over their
first 2 years of
employment and
correlated with total
performance and
retention against
various demographic
factors.
Challenging Conventional Wisdom
Glen Cathey / Future of Sourcing
47. ®Evolution
"A new scientific truth does not triumph by convincing
opponents and making them see the light, but rather
because its opponents eventually die, and a new generation
grows up that is familiar with it."
Glen Cathey / Future of Sourcing
Max Plank
• German theoretical physicist
• Originated quantum theory
• Nobel prize winner
• Hung out with Albert Einstein
• Would have been an awesome tech
recruiter
