Optimizing Recruiting in an
Uncertain Economy
David York
Area Manager Recruiting
KPMG LLP
April 1, 2009
1

Agenda
Introduction
Trends & Predictions
Making a Case to Leadership
Workforce Planning
Leveraging Recruiting in other Areas
2

Vision
To build a recruiting organization that delivers value to the
clients, serves as a strategic capability for the company and
is recognized as world-class within our industry.
Collaborate to provide
Proactively target industry
strategic and holistic
to source qualified Recruit to improve the
recruiting/staffing strategy
talent base of the
candidates who embody
that will fill positions faster,
the core values of the company.
improve utilization, reduce
company.
costs and drive revenue.
Provide the highest level of Meet the hiring targets by
customer service and be partnering with our clients
viewed as a strategic and helping them manage
advisor and recruiting candidates through the
expert by our clients. recruiting lifecycle.
3

Trends/Predictions
Hiring will continue to be slow until the end of 2009.
Layoffs will continue. Some recruiters will leave
recruiting for alternative careers (much the same way
they did in 2001).
More active candidates will increase workload of in -
house resources due to increased volume.
With fewer recruiters, more recruiting will fall on
hiring managers and HR generalists causing
recruiters to be more involved in managing the
process with them.
4

Trends/Predictions (continued)
Reduction in use of search firms (both retained and
contingency) causing such firms to offer unbundled
services and/or reduced fees.
In-house resources will be stretched necessitating
the need to strategically outsource. RPO firms will
expand, but will need to be flexible in offering
unbundled and partial RPO services.
Companies more likely to wait for (and find) the
“perfect” candidate due to increased supply of
candidates.
Managing of contingent workforce to increase
5

Trends/Predictions (continued)
Salaries will remain steady, but signing bonuses
will decrease
Cost per hire will re-emerge as a focus of
leadership, much as it did in 2001
Candidates much less likely to relocate for
positions
Employer brands will suffer due to “bad press”
around lay offs and poor candidate management.
Turnover and retirement rates will decrease
6

Now that we understand where we are
and where we are headed…what do we
do about it?
7

Making a Case to Leadership
Create solid business case to keep recruiting
budget (or mitigate cuts)
Position recruiting as strategic and not just
transactional (i.e. workforce planning)
Utilize recruiting metrics to make your case (Cost
Per Hire, Recruiting Efficiency Ratio, Time To Fill)
Present idea of “top grading” the organization’s
talent
8

Workforce Planning
Workforce Planning
Definition: analysis of the supply and demand of talent,
ensuring the organization has the right people in the right
places at the right times allowing it to execute its business
strategy.
Why do a WFP?
Provides a strategic basis for human resource decisions
Links expenditures to long term goals and objectives of the
organization
Links recruitment, training and development decisions to
organizational goals
Addresses changes in program direction
9

Workforce Planning (continued)
Essential items involved in creating a WFP
Top management support
Accountability of all levels/functions
A well documented, simple, and systematic approach
Components of a WFP
Integration of other planning process
Workforce supply analysis
Forecasted workforce needed to achieve plans noted
above
Gap analysis
Strategies to address workforce supply and gap issues
Evaluation
10

Recruiting with a reduced budget and
reduced resources
Review your ROI on sourcing channels
Identify top sourcing channels and associated costs
and focus on the most cost effective
Employee referrals
Alumni/boomerangs
Social networks (LinkedIn, Facebook, MySpace, Twitter)
Recruiting at professional events
Google
Blogs
Open Houses (include candidates and clients)
Review offer turn downs and strong finalists
11

Recruiting with a reduced budget and
reduced resources (continued)
Review contracts with agencies and attempt to get
fee reductions and/or look at unbundled services
Review contracts with internet sites and attempt to
renegotiate fees and/or scale back on those that do
not provide adequate results.
12

Leveraging Recruiting in Other Areas
Utilize recruiters to help redeploy talent from low
return areas to high return areas.
Have recruiters provide transition assistance to
employees involved in a reduction in force
Identify skills gaps with the recruiters and recruiting
organization and provide training
Utilize recruiters to train inexperienced managers in
interviewing and hiring
Involve recruiting in the workforce planning process
13

What Questions Do You Have?
14