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Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
Recruitment in the next decades, Talent Relationship Management (2015 update)
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Recruitment in the next decades, Talent Relationship Management (2015 update)

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Recruitment needs to shift focus from re-active filling vacancies to enabling companies to deal with the dynamics of todays business by on demand talent supply. …

Recruitment needs to shift focus from re-active filling vacancies to enabling companies to deal with the dynamics of todays business by on demand talent supply.
Talent Relationship Management provides the fundament for this "on demand talent supply".

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  • 1. Corporate recruitment in the next decades From: re-active “vacancy” recruitment To: pro-active talent relationship management Professional outlook by Alexander Crépin Talent Acquisition & Engagement strategist, trainer & interim manager www.TalenTTipper.nl an innovative TRM service
  • 2. The winners of the near future Agile companies with direct, on demand access to top talents, active & passive candidates to meet or surpass customer demands Alexander Crépin TalenTTipper.nl
  • 3. Recruitment shift in focus From: Reactively filling vacancies Alexander Crépin TalenTTipper.nl
  • 4. Recruitment shift in focus To: Talent Relationship Management For: Pro-active on-demand talent supply Alexander Crépin TalenTTipper.nl
  • 5. Talent Relationship Management & WEB 2.0 Interactive internet / social media are a success around the world • Online professional & personal relationships are becoming “normal” • Talents are used to the idea of social networking • Tools supporting relationship building (Linkedin, Facebook) becoming common practice • Online search technologies are improving • Online options to get in touch like Skype etc. are getting more affordable • Social Media via telephones ensure further growth of the online population • Etc. etc. Now it is becoming cost effective to proactively invest in identifying top talents & in development of a mutual beneficial work relationship
  • 6. Talent Relationship Management & WEB 2.0 New social networking & database technologies are transforming the way people ‘look’ for work Web technology changed looking for & finding passive candidates new rules around hiring & engagement emerge for a new generation of independent, transient & ‘globalised’ workers in the knowledge economy Z. Misko global director of Kelly Outsourcing & Consulting
  • 7. Talent Relationship Management (TRM) • Talent Intelligence (TI) • Talent Engagement (TE) TRM = TI + TE + TP • Talent Pool (TP) Alexander Crépin TalenTTipper.nl
  • 8. TRM: Talent Intelligence Knowing the Best to hire the Best Finding talents around the globe for your Top Talent Pool your talent pipeline Ensuring on demand supply of top talents in the areas that are key to your companies success Develop a people assets portfolio for recruitment ROI earn back periods for recruitment are getting shorter as life time employment is fading out Alexander Crépin TalenTTipper.nl
  • 9. Identifying key roles, strategic positions Who are you looking for? Alexander Crépin TalenTTipper.nl
  • 10. potential performance Problem Cases To Early to Judge Meeting Requirements Effective Performers Acknowledged Talent Irreplaceable Professionals High Performers High Potentials Your Top Talent Targets Consider hard- & soft competencies Alexander Crépin TalenTTipper.nl
  • 11. Resilient talents for agile companies Main characteristics of talents to successfully cope with the dynamics of change They are Positive, self confident about the world and self & able to frame unknown into possibilities Face reality head-on, labeling their setbacks, losses & disappointments for what they are They remain Focused during times of ambiguity and confusion Being Flexible both internally in their thoughts & externally with others, so they can create opportunities rather than see things in black or white Being Organized to put order and structure to chaos They use their “energy by putting systems and discipline to good use Pro-active action driven & don’t wait – they make things happen Eager to learn & share expertise & experience together for employability Alexander Crépin TalenTTipper.nl
  • 12. Talent Intelligence Talent Scouting, Identifying & Searching Top Talents + Talent Intelligence Framework development • Target labor markets, target professions • Demand & supply modeling • Demand analysis, key roles, key competencies • Talent supply demographics, internal & external • Talent source tracking • Identifying talent competitors, talent competition • Insight in target talent expectations • Ensuring a differentiating labor market positioning • Testing your brand image • Employer Value Position, Employer Branding • Developing & fostering a talent scouting / referral culture • Develop Talent Intelligence System, a Talent Bank, a Social Network • Engage professions opinion leaders network • Talent background / pre employment screening, talent assessment • Etc. Alexander Crépin TalenTTipper.nl
  • 13. Talent Intelligence Make and/or buy - Developing a Talent Intelligence Framework (TIF) - Managing your TIF - Top talent identification - Searching top talent globally - Screening talent - Data / intelligence supply - Professional Sourcing Partners around the globe Alexander Crépin TalenTTipper.nl
  • 14. Talent Intelligence Never forget your internal talent base!!! Offer succession opportunities Take care of succession planning NB Referrals from employee networks are essential If “outsiders” are “preferred”, the quantity & quality of employee referrals will decline Alexander Crépin TalenTTipper.nl
  • 15. TRM: Talent Engagement The extent to which talents are emotionally & rationally involved, motivated & committed to work for or to be connected to your company Alexander Crépin TalenTTipper.nl
  • 16. TRM: Talent Engagement On-demand talent supply DOES NOT MEAN Talents are disposable assets !! Alexander Crépin TalenTTipper.nl
  • 17. Life Time Employment is over will be replaced by Life Time Talent Relationships Company recruitment Alexander Crépin TalenTTipper.nl
  • 18. Traditional Careers: Life time employment Birth School Profession Professional edu Working & Training Pension linear, destination based model, job security “What would you like to be?” Employer Life time employment Job 1 Job 2 Job 3 Job 4 Assessment & choice Alexander Crépin TalenTTipper.nl
  • 19. Birth School Work Work Work Training Education Training Training Education Pension Sabbatical Today: Careers become like a journey It is estimated that today employees change jobs 20 or more times & will change career fields at least 7 times during their work life. • Career paths less linear • Careers less organizational, more employers • Future employability less certain • End of job, exit = new phase in relationship • “Returning” to previous employers becoming “normal” being employed several times, but non sequentially Alexander Crépin TalenTTipper.nl
  • 20. Modern Career Paradigm Main Challenges Employers : Employer of choice, Talent Magnet Talents : Employ & Employability How? Life Time Talent Relationships development Alexander Crépin TalenTTipper.nl
  • 21. Employer of Choice talent magnet Employer Value Position check Interest Value: The extent of attractiveness because of the excitement of the work & work environment Social Value: Attraction based on a collegial work environment with good team atmosphere Trust value Transparent open organization, you get what you see, clear communications, social media savvy Economic Value: Attraction based on salary and benefits & businesswise a steady ROI performer Development Value: Based on recognition of work and career-enhancing opportunities Application Value: The talent’s ability to apply the learned & to teach others & interact with customers Stakeholder / community value: The to be part of an organization with a responsible “citizenship” culture of giving, caring & sharing Alexander Crépin TalenTTipper.nl
  • 22. Talent Engagement Relationship building Trust, showing, sharing, doing, communicating are key • Vision, purpose, clear perspectives & expectations • Building trust, start giving without asking • Making your employer value position alive, quality • Invest in mutual talent relationship development • Share & exchange business information, resources • Participating, be open to external input • Career care & support, development/learn options • Meeting each other, (virtual) career round-up talks • Alignment of all HR practices to support & reinforce engagement Alexander Crépin TalenTTipper.nl
  • 23. www.ailo.nl Having Talent Dialogues a continuous interactive (online) process
  • 24. TRM: Talent Pool / Community Developing & managing a network of talents - with specific qualities to meet or surpass customer demands - committed / open to help you and/or to work for you - ensuring direct & easy access to these talents for on demand talent supply Alexander Crépin TalenTTipper.nl
  • 25. TRM: Talent Pool / Community o is likely a network a pipeline of potential talent not yet applicants, but very well could be someday o an interactive group of people joined together by a common interest or affinity o all members can have a conversation (listen & share) with another members Alexander Crépin TalenTTipper.nl
  • 26. TRM: Talent Pool / Network 4 different types of communities o Talent networks o Company-branded communities o Profession-based communities (of practice) o Hybrid communities (branded & profession- based) Alexander Crépin TalenTTipper.nl
  • 27. TRM: Talent Pool / Community Next generation talent communities are about UNITING all of the existing fragmented populations and conversations around an organization Produce a more holistic visibility into the talent ecosystem, in the overall talent pipeline …. Alexander Crépin TalenTTipper.nl
  • 28. Talent Pool / Community Top Talent Pipeline of Connected Talents Engaged for a life time talent relationship Alexander Crépin TalenTTipper.nl
  • 29. Talent Pool Tools To make your community easy accessible for users & easy to give and exchange information Make /use a relationship platform that supports both sides of the relationship Alexander Crépin TalenTTipper.nl
  • 30. …...the world is becoming too fast, too complex & too networked for any company to have all the answers inside …. (Yochai Benkler) Talent Pool / Community Expanding your options to meet or surpass customer demands Alexander Crépin TalenTTipper.nl
  • 31. Not all smart people in the world are working for you You need to keep looking outside Bill Joy, founder, Sun Microsystems Remember ! Alexander Crépin TalenTTipper.nl
  • 32. ….. We have lot of smart people at SAP, but we don’t have all of the smart people We want to hear insights from others, especially from our customers and partners. Maybe a manufacturer in Mexico can help a chemical company in India apply some operational best practices or use their SAP software in a different way……….. Alexander Crépin TalenTTipper.nl
  • 33. Tapping the "wisdom of the crowd" Answering customer demands is no longer confined within company walls!
  • 34. Almost all smart people around the world could work WITH you share expertise & experience co-create, co-produce advise We now have global platforms for free collaboration (Don Tapscott) Not all smart people work for you Alexander Crépin TalenTTipper.nl
  • 35. Internal External inside & outside the organization the borders are blurring between these two check your workforce paradigm Inside Outside Alexander Crépin TalenTTipper.nl
  • 36. TRM holistic agile workforce model HR Human Relations based Combining a core group of permanent employees with a contingent workforce of connected talents • temporary employees • independent contractors • consultants • alumni • all other identified stakeholders that could support you to meet & surpass your customer demands It helps to manage more closely workload volumes, labor costs, diversity ambitions and on demand sourcing of key resources! Alexander Crépin TalenTTipper.nl
  • 37. Talent Pool / Community Timely sourcing of scarce/strategic resources • Vacancies, a screened candidate pipeline • Tapping expertise, specific know how • Tapping experience, operational context • Access to people “Politically” need to know for network • Temporary, ad hoc work arrangements • Specific tasks of limited duration • Flexibility & diversity needs • Sharing resources, co-creation, co-production • Inplacement, outplacement ……… Alexander Crépin TalenTTipper.nl
  • 38. Talent Pool / Community Talent pools & communities are a new breed of infrastructure designed to support the real organization! Talent pools holistically will be: o sourcing or recruiting solutions o communications or marketing solutions o training or workforce development solutions o collaboration or productivity enhancement solutions Alexander Crépin TalenTTipper.nl
  • 39. Talent Pool / Community Beware of the talent pool becoming NOT just a database of resumes!! Communication should be taking place from: o recruiter-to-candidate o candidate-to-recruiter o candidate-to-candidate! Alexander Crépin TalenTTipper.nl
  • 40. Talent Relation Management is done together & requires direction to optimize ROI Alexander Crépin TalenTTipper.nl
  • 41. TRM not a “shortcut” route • Building a talent pool / community / network takes time & effort • Challenge: making them organic & self- sustaining • Members driving the dialogue about what the company does and how it does it and why it could be a great place to work • The shared content drives affinity, loyalty and ultimately, increased applications and referrals • Gives recruiters visibility into that most nebulous — but most important — consideration of all: organizational / cultural fit Alexander Crépin TalenTTipper.nl
  • 42. TRM some (HR) implications • A focus on top performers • Mindset = employees don’t intend to stay but like to work for you • Work out a succession plan, including possible rehire options • Engage and challenge your top performers to keep them as long as you can • Conduct off-boarding interviews • Have an employer branding & engagement team in place • Keep in touch using an alumni program, or social media community program • Use workshops & offer training to top alumni to engage them • Have a boomerang rehire program in place • Plan for some returning for contingent work • Don’t forget your retired talent for post-retirement work Alexander Crépin TalenTTipper.nl
  • 43. With TRM recruiters add value by structurally improving companies - agility - people assets portfolio - competitive talent advantage - innovation & problem solving capabilities by offering opportunities to talents - to build agile sustainable work relationships - to work & to earn a living Alexander Crépin TalenTTipper.nl
  • 44. Always remember It’s is about People & Trust! Alexander Crépin Alexander Crépin TalenTTipper.nl
  • 45. Call Alexander Crépin + 31 (0) 653 641 905 http://nl.linkedin.com/in/alexandercrepin www.twitter/alexandercrepin Interested in Talent Relationship Management ? Alexander Crépin TalenTTipper.nl I help you to succeed
  • 46. How I can help you: – Explore how TRM can make your organization more agile – Explore how TRM can increase your recruitment ROI – Develop a customized TRM recruiting strategy – Make the transition towards TRM based talent supply – Train & coach your recruiters to work along the TRM model – Develop a Talent Intelligence Framework – Talent Intelligent Services via Top Talent ReSearch Center in Slovakia & international network of executive researchers – Building your in-company Talent Bank / Talent Pool – Outsourcing of your Talent Bank for specific job roles Alexander Crépin Alexander Crépin TalenTTipper.nl
  • 47. Thank You Thank you Dank u wel Alexander Crépin TalenTTipper.nl
  • 48. End! Alexander Crépin TalenTTipper.nl

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