Is Your Recruitment Platform Ready for the Recovery?: Updating Your Technology

Is Your Recruitment Pla2orm Ready for the Recovery? Presented by Elaine Orler Talent Func4on Group, LLC

Talent Func4on Group Talent Func4on is a consultancy whose mission is to facilitate the evolu4on of the corporate staﬃng func4on. Talent Func4on helps staﬃng leaders and solu4on providers to deliver results for their clients. Talent Func4on combines project‐based consul4ng with execu4ve coaching services to address the people, prac4ces, and soFware that make up the Talent Acquisi4on func4on.

Agenda   Market Overview   Take Inventory   Make a Decision   Improve on what you have   Transform to something new   Follow Through

Polling Ques4on   What keeps you up at night preparing for a recovery? A.  I need more staff to meet the influx of requisi4ons to fill B.  I have staff but our tools/technology are holding us back C.  I need to start over with people process and technology D.  Everything is great – we’re ready.

Metaphors to describe 2008 ‐2009 1.  Bailout 2.  Joe The Plumber 3.  Angry Whopper 4.  Toxic assets 5.  Rock‐star 6.  Addic4on 7.  Perfect storm 8.  Train wreck 9.  Surge 10.  Ratchet hdp://www.metaphorobservatory.com

History of Recrui4ng in a Down Economy   Reac4ve: “Slam on the Brakes”   Focus: Reducing cost vs. Increasing Revenue   Investments: Delayed, or abandoned   Budget: Rapidly decreasing   Talent Market: Higher unqualified, lower qualified talent pool   Responsibility: Support downsizing efforts and communica4on

History of Recrui4ng in a Growth Economy   Proac4ve: “Pedal to the Metal”   Focus: Future Hires driving revenue   Investments: Rapid changing technology   Budget: Incremental increase for ‘fix it’ projects   Talent Market: Steady stream of unqualified, poten4al qualified now interested   Responsibility: Support headcount planning, sourcing, and placements

Recrui4ng Model ShiF

Polling Ques4on   Given the current recrui4ng model, how likely are you to consider a new model given a recovery year? 1.  Yes – Considering all of the op4ons 2.  Yes – Already moving to a new model 3.  No – Sa4sﬁed with how we are structured today

Recruiter Role Changing Proac4ve Sourcing Talent Strategist •  Aligns the efforts •  Specialized, targeted •  General area of within the overall discipline •  Variable processes business based on type of •  Consistent process for •  Understands broad talent iden4fying talent resource objec4ves, •  Few qualified ac4ve •  Harvest candidates needs and gaps candidates – stronger from broad categories •  Expert in pinpoin4ng sourcing efforts of qualified resumes/ the need and the profiles •  Strong social sourcing plan networking, •  Strong rela4onship •  Strategic alignment of rela4onship building with line mgmt for talent across the with external talent con4nuous recrui4ng business

Talent Acquisi4on with Talent Management Talent Acquisi<on Adjus4ng to the Speed of the Market Talent Management Adjusts to the speed of Business

2010 Recrui4ng Technology Landscape Talent Acquisi<on Systems (TAS) Human Resource Mgmt Systems (HRMS) •  Candidate Rela4onship Management (CRM) •  Beneﬁts •  Job Distribu4on Management •  Payroll •  Pre‐Screening and Assessment •  Employee Management •  Program Management (ERP, College) •  Volume Recrui4ng (Event Management) •  Internal Mobility •  Onboarding Management Talent Management Systems (TMS) •  Applicant Tracking •  Performance Management Applicant Tracking •  Succession Planning Systems (ATS) •  Learning Management •  Competency Management •  Applicant/Resume •  Compensa4on Management Management •  Candidate Career Portals

What is Recrui4ng Technology in 2010? Socia l Me dia Video Online Assessments Mobile Applica<ons

Adver4sing/Marke4ng

Candidate Rela4onship Management

Interview/Assessments

New Recrui4ng Technology for 2010

Talent Management… HCM…

WHERE ARE WE TODAY?   Limited insight into what’s needed to build for the future   Constrained resources due to 4ght budgets   Lack of con4nued aden4on on improving technology u4liza4on and adop4on   Change in leadership, direc4on, business model “We’ve always done it this Every 4me we way”. implement something new the Recruiters revert back to a manual process.

Rebuilding a Recrui4ng Technology Strategy  Talent Acquisi4on Focus   Understand: Technology Adributes and Capabili4es   Decide: Op4miza4on or Transforma4on   Manage: Vendor Rela4onships/Partnerships

Process Adributes and Planning Framework 1. Inventory what we have.

Op4miza4on Or Transforma4on op∙<∙mi∙za∙<on [op‐tuh‐muh‐zey‐shuhn] 1.the fact of op4mizing; making the best of anything. 2.the condi4on of being op4mized trans∙for∙ma∙<on [trans‐fer‐mey‐shuhn] –noun1.the act or process of transforming. 2.the state of being transformed. 3.change in form, appearance, nature, or character.

Process and Technology Current State Internal Mobility On‐Board Veriﬁca4ons CRM Agency Mgmt Interviewing High Assessments Employee Volume Referral (Hourly) Adver4sing Job Distribu4on Metrics/ Analy4cs College (Event) Pre‐Screening Recrui4ng Interviewing

Quest HireRight Cendant ADP‐WOTC KMS Taleo Arbita The Right HireVue Bernard Thing/AIRS Hodes Avature Assess Systems

Process and Technology Integra4on Opportunity Job Dist High CRM Volume Emp. Metrics Referral Agency On‐Board Mgmt Talent Acquisi4on System College Veriﬁca4on Programs Interview Adver4sing Internal Pre‐Screen Mobility Assess

Ques4ons to consider   What are the pains in recrui4ng for this organiza4on?   What are considered the most cri4cal posi4ons to fill?   Who owns the staffing and recrui4ng decisions?   How oFen are the recrui4ng processes evaluated and updated?   Is our recruiter workforce centralized or decentralized?   What percentage of 4me are the recruiters spending on manual processes?   How long have the recruiters been with the company?   Who is responsible for the overall success of staffing?   If mul4ple people have equal responsibility, how many are there?

Ques4ons to consider….   Who is the automa4on champion?   How well do they understand staﬃng/recrui4ng automa4on?   Is there a realis4c budget?   What are the steps to get a purchase order signed?   Who has authority to approve purchases?   What is the 4meframe for a system selec4on?   Anything less than 4 months, is at risk.   Are we considering RPO as an op4on?

Going Forward: Vendor Management/Partnership   Know your Vendor   Manage the Vendor Rela4onship   If you don’t manage them, they WILL manage you.   Only pay for measured performance   Ensure your contract is:   Enforceable   Manageable   Control informa4on

Ques4ons/answers

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Is Your Recruitment Platform Ready for the Recovery?: Updating Your Technology

by beeshields on Mar 03, 2010

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Is Your Recruitment Platform Ready for the Recovery?: Updating Your Technology — Presentation Transcript