• Like
Onrec Webinar; Recruiting Smart
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

Onrec Webinar; Recruiting Smart

  • 1,059 views
Published

 

Published in Technology , Business
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
1,059
On SlideShare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
20
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. Recruiting Smart: Optimal Recruiting Results and Why a Little Strategy Pays Off We would like to thank our sponsor 1
  • 2. Tips for using your Control Panel •  Audio Mode •  Ask a Question • Grab Tab 3
  • 3. Recruiting Smart: Optimal Recruiting Results and Why a Little Strategy Pays Off Presented by: Metrics are Easy! – Analytics? Carol Mahoney Founder Now We’re Talkin’ Talent Acquisition On-Demand – a division of Live and Leap Geoffrey Dubiski • April 29, 2009 SHRM Staffing Management Conference & Exposition Carmen Hudson CEO Tweetajob 4
  • 4. Smart
Recrui,ng:

 A
Li2le
Strategy
Pays
Off
 Recrui,ng
Trends
Webinar
 Presented
by
 Carol
Mahoney
and
Carmen
Hudson

  • 5. It’s
June
1,
2010
 •  Your
recrui,ng
department
is
staffed
to
cover
turnover
 and
modest
growth:

100
reqs
per
quarter
at
most
 •  You
find
out
that
(pick
one):
 •  Turnover
in
your
sales
group
is
through
the
roof.
 •  Your
company
landed
a
huge
deal
and
needs
100
more
people
 added
over
the
next
3
months.
 •  Your
company’s
Q2
profit
margins
are
looking
so
good
that
all
 product
and
sales
groups
will
be
able
to
add
staff
in
Q3
(aWer
 cuXng
back
to
dras,cally
during
the
recession)
 •  The
CFO
is
holding
the
line
on
G&A
spending
–
so
while
 you
may
get
a
li2le
more
budget,
it
won’t
cover
 expenditures
required
to
meet
the
recrui,ng
needs
of
 the
company.

  • 6. Choose
all
that
apply
 •  You:
 a.  Bring
your
team
together
and
tell
them
they
need
to
 buck
up.
 b.  Whine
to
your
manager
that
you
need
more
money
 to
deliver
recrui,ng
support.
 c.  Hold
your
clients
hostage:
no
money,
no
support!
 d.  Update
your
LinkedIn
profile
and
pray.
 •  The
answer
is:

none
of
the
above.

Instead
you
 whip
out
your
handy
dandy
Talent
Planning
tool
 and
get
to
work.

  • 7. Ripped
from
the
consultant’s
playbook
 Talent is Abundant Get good at this Auto-pilot (process, process, process) Role is Critical to Get creative organization Outsource? Spend Time and $$
  • 8. Talent
abundant
and
cri,cal
 Talent is Abundant • Moderate dollars to produce flow of passive and active candidates • Sourcing less important Auto-pilot • Average Recruiter/Req ratios • Process management key • Efficiently narrow the pool • Train recruiting teams (mgrs and recruiter) well • Consider RPO Role is Critical to Outsource? Get creative organization Spend Time and $$
  • 9. Talent
scarce
and
cri,cal
 Talent is Abundant Get good at this Auto-pilot (process, process, process) Role is Critical to organization • Heavy Sourcing • Use research to find passive candidates and Outsource? map out talent community • Attract and Engage thru social networking (Twitter, Tweetajob, LinkedIn, FB, Ning, email campaigns/mixer events; Blogging) • Low ratio of reqs to recruiter • Consider specialty agencies/search • No RPO
  • 10. Talent
abundant,
not
cri,cal
 Talent is Abundant • Little specialized Sourcing • Promote through open jobs and job boards • High ratio of reqs to recruiter – Get good at this recruiter manages process • Greater involvement of hiring managers (process, process, process) • Great for RPO Role is Critical to Get creative organization Outsource? Spend Time and $$
  • 11. Talent
scarce,
not
cri,cal
 Talent is Abundant Get good at this Auto-pilot (process, process, process) Role is Critical to • If low critical mass of reqs, outsource organization • If enough like-reqs, hire a sourcer (or get the client to fund one) Get creative • High ratio of reqs to recruiter – Spend Time and $$ recruiter manages process • Consider RPO
  • 12. Differen,a,ng
recrui,ng
talent
and
 organiza,onal
structure
 Talent is Abundant • Experienced full-cycle recruiters • Less experienced recruiters • Strong attention to detail • Consider “pod” model to increase • Strong process and systems knowledge efficiency • Exceptional communication skills • Structure team to include learning and • Strong recruiting management needed for team development opportunities • Moderate sourcing skills, high level candidate • Project management, organization development skills important skills • Departmental alignment Role is • Departmental or Functional alignment Critical to organization • Specialist Full-Cycle Recruiters • Sourcing skills important – perhaps a • Independent, self-managed “junior sourcer” • Functional alignment • Business plays strong role in candidate development • Ability to prioritize and manage volume • Vendor management
  • 13. Catalyst
for
Conversa,on
 Truth
#1
 All
jobs
are
cri,cal.

If
it’s
not
cri,cal,
it’s
probably
not
funded
 (especially
today).
 Truth
#2
 All
jobs
are
not
equal
in
impact.

What
keeps
the
lights
on
for
 your
company?

i.e.
product
development
and
revenue
 genera,ng
posi,ons
are
probably
key
to
the
bo2om
line.
 Truth
#3
 Although
great
people
are
always
hard
to
find,
there
are
 definitely
more
engineers
than
architects.

Abundance
and
 scarcity
of
talent
is
a
reality.
 Truth
#4
 If
we
accept
that
all
jobs
are
not
created
equal,
we
should
be
 prepared
to
differen,ate
our
recrui,ng
strategies
as
well.
 Truth
#5
 The
folks
running
the
business
today
already
get
this…
they
 live
in
a
world
of
trade‐offs
and
priori,za,on.

 Truth
#6
 Even
though
they
get
it,
they
don’t
want
to
tell
the
CFO
his
 Finance
people
aren’t
business
cri,cal.

 Truth
#7
 We
aren’t
paid
the
big
bucks
to
avoid
facilita,ng
this
discussion.

  • 14. Advice
for
facilita,ng
the
discussion
 •  Get
air
cover
(HR)
 •  Create
a
strawman
 •  Don’t
use
open
reqs.

Use
job
,tles/ departments
in
the
company.
 •  Avoid
the
rat‐hole
of
commiXng
to
services
 for
each
quadrant.

That
comes
later.
 •  Don’t
strive
for
perfec,on.

Think
of
it
as
a
 dynamic
process
that
is
ongoing.

  • 15. Case
Study
 •  200
Reqs
(double
demand
from
100)
 •  Current
Resources
 –  4
recruiters
 –  1
sourcer
 –  1
coordinator
 –  Add:

1
recruiter
(200K/hr).
 •  Current
Budget
 –  Pos,ng
budget
 –  1
LinkedIn
membership
 –  Add:
3
LinkedIn
memberships
(20K/yr)
 –  candidate
lead
gen.
tool
budget
(15K/yr)
 –  Hiring
Manager
Training
(5K)

  • 16. Case
Study
 Talent is Abundant • Sr. Manager and below: G&A, • Development Engineers, Sales, Product IT, Corporate Marketing, PR, Marketers, Marketing (outbound, customer Operations, Customer Support acquisition), Network Engineers • Reqs: 50 • Reqs: 100 • .75 recruiter • 2 recruiters Role is • .125 coordinator • .5 coordinator Critical to organization • Architects; Vertical Account • Director and above for all positions not Managers; Misc. Engineering Product deemed “high critical”; Legal, Tax, and Sales Directors/VPs; C-Suite Government Affairs • Reqs: 30 • 20 Reqs • 2 recruiters • .25 recruiter • 1 sourcer • .125 coordinator • .25 Coordinator
  • 17. The
Math*
 •  Increase
in
spend:
 –  Annualized:

40K
(tools)
+
200K
(recruiter)
=
240K
 –  Per
quarter:

60K
 –  Addi,onal
quarterly
cost
per
posi,on*:

$600
+
 cost
incurred
by
client
(agency,
sourcers,
etc.)
 *assuming
100
posi,ons
filled
within
the
same
quarter

  • 18. Thank you •  Carol
Mahoney
 Founder,

Talent
Acquisi,on
on
Demand
was
launched
to
deliver
recrui,ng
 management
solu,ons
to
organiza,ons
that
rely
on
talent
to
create
 compe,,ve
advantage.
Most
recently
VP
of
Talent
Acquisi,on
at
Yahoo,
Inc.
 from
2003
through
2009,
Carol
has
enjoyed
a
successful
HR
career,
with
a
 focus
on
Talent
Acquisi,on.
She
is
now
leveraging
her
exper,se
to
create
a
 consul,ng
prac,ce
focused
on
delivering
Talent
Acquisi,on
Management
 solu,ons.
carolm@talentacquisi,onondemand.com
 •  Carmen
Hudson
 CEO,
Tweetajob
an
innova,ve
social
recrui,ng
plauorm.
Prior
to
founding
 Tweetajob,
Carmen
was
Senior
Manager
of
Talent
Acquisi,on
for
Yahoo!.
At
 Yahoo!,
she
led
an
award‐winning
team
focused
on
the
strategic
applica,on
of
 sourcing
programs,
including
event
recrui,ng,
employee
referrals,
employer
 branding,
and
sourcing
skill
development.Prior
to
Yahoo!,
Carmen
was
 Manager,
Global
Strategic
Sourcing,
for
Starbucks
Coffee
Corpora,on,
and
has
 held
senior
recrui,ng
posi,ons
at
other
Fortune
500
companies,
including:
 MicrosoW,
Amazon.com,
and
Capital
One.

carmen@tweetajob.com


  • 19. The State of High Level Recruiting RecruitLadder.com

|
 21
  • 20. Value Not Volume 100% of Leadership 100% of The senior-level hire: Leadership • Is key to your company’s 80% of 80% of success Recruitment Fees Recruitment Fees •  Represent half of your corporate salary expense 50% of Wages line • Represents the majority 50% of of your executive search Wages budget 10% of • Is your most visible The Market internal barometer of 10% of success within your organization the Market RecruitLadder.com | 22
  • 21. Current State of the Market Between 2007 and 2008 the economy lost 803,900 jobs. Between December 2008 and August 2009 the economy lost 3.8 million jobs! On top of this, 55% of the current workforce is unhappy.
  • 22. Economic Challenges Increase Recruiter Challenges • Do more with less • Pressure to reduce contingent search budgets • Increased number of In-House Expectations unqualified players in job market Budgets • Investment in job boards not yielding results • Best candidates making slower and more deliberate decisions RecruitLadder.com | 24
  • 23. Despite the Recession, Quality & Availability Remain the Top Challenges More than half of respondents cited “quality of candidates” and/or “availability of candidates” as their greatest challenges – despite the recession. RecruitLadder.com | 25
  • 24. TheLadders Difference RecruitLadder.com | 26
  • 25. Solving your Business Problems •  Quality •  Reduce time to hire •  Serious candidates •  Professional support •  Lower cost RecruitLadder.com | 27
  • 26. Multi-Million Dollar Media Spend RecruitLadder.com | 28
  • 27. High-Quality, Invested Candidates Screening We hand-screen every job seeker and reject unqualified candidates (20% of submissions) to keep quality high. Business Model Our candidates pay a $30 membership fee to apply to your jobs. RecruitLadder.com | 29
  • 28. Our Job Seekers: 3.6MM and Growing! TheLadders Metric Job Seekers Average earnings $172K Graduate degrees 42% 15+ years of experience 87% 10+ years of experience 95% Held jobs that are Director-level or above 72% Held jobs that are VP-level or above 45% Held jobs that are C-level 17% Currently employed 67% Earn $150K+ 43% Earn $200K+ 21% Note: Results from online survey conducted of 8,753 members between February 2 and March 31, 2009. RecruitLadder.com | 30
  • 29. 31
  • 30. Recruiting Smart: Optimal Recruiting Results and Why a Little Strategy Pays Off Metrics are Easy! – Analytics? Thank you for joining us! Now We’re Geoffrey Dubiski • April 29, 2009 SHRM Staffing Management Conference & Exposition 32
  • 31. Join us on June 8: Employment Branding: Leveraging Your Corporate Culture for Recruiting and Retention– Analytics? Metrics are Easy! Now, 2009 Details on how to register will be in your post conference & Exposition SHRM Staffing Management Conference email or go to: http://www.recruitingtrends.com/category/events/webinars 33