Talent Acquisition 2008: Survey and Analysis of the Changing Recruiting Landscape Sally Millick, SPHR Consulting Director, The Newman Group A Webinar by ERE December 16, 2008

Agenda Introduction Survey and Analysis of the Changing Recruiting Landscape Q&A

Introduction

Survey and Analysis of the Changing Recruiting Landscape

Q&A

Why attend this session? Explore survey results with some interpretation View the trends. Are you attuned to them? Learn what is working for other companies Assess your operations. Where are you ahead? Where should you focus next? Balance priorities for 2009

Explore survey results with some interpretation

View the trends. Are you attuned to them?

Learn what is working for other companies

Assess your operations. Where are you ahead? Where should you focus next?

Balance priorities for 2009

The Annual Talent Acquisition Survey and Report Initial years were focused on sourcing Talent Acquisition has become part of overall Talent Management Five core areas of questions: Sourcing Recruiting Operations Technology Recruitment Strategy Metrics Approximately 500 respondents across recruiting function

Initial years were focused on sourcing

Talent Acquisition has become part of overall Talent Management

Five core areas of questions:

Sourcing

Recruiting Operations

Technology

Recruitment Strategy

Metrics

Approximately 500 respondents across recruiting function

General Trends: Progress…not Revolution Technology is an assumed part of process (this will vary by company size and hiring volume) Companies recognizing importance of overall talent management strategy Questions are how and when to implement, not why Most companies have areas they are doing well, and areas for improvement/optimization “Results-Driven” vs. “Passive”

Technology is an assumed part of process (this will vary by company size and hiring volume)

Companies recognizing importance of overall talent management strategy

Questions are how and when to implement, not why

Most companies have areas they are doing well, and areas for improvement/optimization

“Results-Driven” vs. “Passive”

Challenges: What are we concerned about? Companies over 20,000 “ Knowing where to find the right people at the right time…getting away from the ‘post & pray’ approach” “ Too many people involved in recruiting” “ Lack of response by hiring managers” “ Little succession planning leads to ‘fire drill’ recruiting” “ We have a great process with SOPs, but it can get a little long..” “ Too administrative…not internal candidate-friendly”

Companies over 20,000

“ Knowing where to find the right people at the right time…getting away from the ‘post & pray’ approach”

“ Too many people involved in recruiting”

“ Lack of response by hiring managers”

“ Little succession planning leads to ‘fire drill’ recruiting”

“ We have a great process with SOPs, but it can get a little long..”

“ Too administrative…not internal candidate-friendly”

Challenges… 10,000-20,000 “ The offer process is time consuming and causes us to lose candidates…” “ Our biggest challenge is that recruiting has been an administrative, rather than a value-add, function” “ The process is too lengthy, and this is not a good candidate experience” 1,000 to 10,000 “ Moving from a tactical transaction mode to a strategic talent mode” “ Recruiting ‘too late’, based on immediate need” “ Too many people involved in the offer process” “ Hiring manager feedback; needing to hire by consensus” “ We’ve been focused on managing paper, not talent” “ Our talent pools are getting scarcer. We need to become more aggressive” Less than 1,000 “ Hiring managers cannot decide what they want out of a position” “ Ability to maintain an ongoing sourcing effort” “ The large number of interviewers make scheduling difficult” “ Lack of interested candidates for particular positions at the company”

10,000-20,000

“ The offer process is time consuming and causes us to lose candidates…”

“ Our biggest challenge is that recruiting has been an administrative, rather than a value-add, function”

“ The process is too lengthy, and this is not a good candidate experience”

1,000 to 10,000

“ Moving from a tactical transaction mode to a strategic talent mode”

“ Recruiting ‘too late’, based on immediate need”

“ Too many people involved in the offer process”

“ Hiring manager feedback; needing to hire by consensus”

“ We’ve been focused on managing paper, not talent”

“ Our talent pools are getting scarcer. We need to become more aggressive”

Less than 1,000

“ Hiring managers cannot decide what they want out of a position”

“ Ability to maintain an ongoing sourcing effort”

“ The large number of interviewers make scheduling difficult”

“ Lack of interested candidates for particular positions at the company”

Sourcing 43% report that sourcing is primary recruiting “pain point”

43% report that sourcing is primary recruiting “pain point”

Sourcing Results-Driven Employee Referral Programs Networking with professional organizations Campus Recruiting Searching online databases Passive Job board postings Waiting for candidates to find job postings

Results-Driven

Employee Referral Programs

Networking with professional organizations

Campus Recruiting

Searching online databases

Passive

Job board postings

Waiting for candidates to find job postings

Recruiting Operations Results-Driven Optimizing recruiters’ time Improving hiring manager engagement “ Each interviewer is responsible for scheduling their own interviews, and hiring managers are not quick to act.” Balancing need for consistency with localized solutions Passive Static organizational structure and practices Recruiters doing administrative work

Results-Driven

Optimizing recruiters’ time

Improving hiring manager engagement

“ Each interviewer is responsible for scheduling their own interviews, and hiring managers are not quick to act.”

Balancing need for consistency with localized solutions

Passive

Static organizational structure and practices

Recruiters doing administrative work

Technology Results-Driven Optimizing current technologies Understanding technology capability to drive new ideas for process change Continuous improvement of processes Passive Episodic review for improvements Adherence to old paradigms (filtering candidates) rather than active candidate outreach Lack of systems integration

Results-Driven

Optimizing current technologies

Understanding technology capability to drive new ideas for process change

Continuous improvement of processes

Passive

Episodic review for improvements

Adherence to old paradigms (filtering candidates) rather than active candidate outreach

Lack of systems integration

Technology Survey Result: Talent Acquisition Functions Used Regularly Multiple answers possible. Searches within the company database 64% Employee referral submittals 63% Reporting of staffing metrics to management 54% Conceptual search within the database 44% Pre-screening questions for Internet applicants 43% Integrated job posting mechanism to outside career Web sites 46% OFCCP compliance saved search tools 33% Agency/search firm direct submittals 31% Candidate score or ranking based on responses to pre-screening questions 34% Interview scheduling tools 35% Electronic interview feedback capture 24% Ability to allow candidates to check their status 23% Integrated third-party candidate assessment tools 19%

Survey Result: Talent Acquisition Functions Used Regularly

Multiple answers possible.

Searches within the company database 64%

Employee referral submittals 63%

Reporting of staffing metrics to management 54%

Conceptual search within the database 44%

Pre-screening questions for Internet applicants 43%

Integrated job posting mechanism to outside career Web sites 46%

OFCCP compliance saved search tools 33%

Agency/search firm direct submittals 31%

Candidate score or ranking based on responses to pre-screening questions 34%

Interview scheduling tools 35%

Electronic interview feedback capture 24%

Ability to allow candidates to check their status 23%

Integrated third-party candidate assessment tools 19%

Recruitment Strategy Results-Driven Workforce Planning Results of planning linked to sourcing and hiring forecasts Recruitment as an improvement initiative, rather than overhead process Passive Reactive recruiting and firefighting Lack of realistic attrition metrics Lack of connection between external talent marketplace and internal talent requirements

Results-Driven

Workforce Planning

Results of planning linked to sourcing and hiring forecasts

Recruitment as an improvement initiative, rather than overhead process

Passive

Reactive recruiting and firefighting

Lack of realistic attrition metrics

Lack of connection between external talent marketplace and internal talent requirements

Metrics Survey Result: Top Recruitment Metrics Open Requisitions by Recruiter 70% Aggregate Time-to-Fill 69% Number of Hires Per Period 60% Cost Per Hire 57% Functional Time-to-Fill 47% Internal Placement Percentage 47% Offer-to-Accept Ratio 45% Interview-to-Offer Ratio 44% Decline-to-Offer Ratio 35% Diversity 33% Time-to-Fill by Exempt and Non-exempt Requisitions 29%

Survey Result: Top Recruitment Metrics

Open Requisitions by Recruiter 70%

Aggregate Time-to-Fill 69%

Number of Hires Per Period 60%

Cost Per Hire 57%

Functional Time-to-Fill 47%

Internal Placement Percentage 47%

Offer-to-Accept Ratio 45%

Interview-to-Offer Ratio 44%

Decline-to-Offer Ratio 35%

Diversity 33%

Time-to-Fill by Exempt and Non-exempt

Requisitions 29%

Metrics Results-Driven Actionable metrics Driving improvements through metrics Capturing trends and cycles Passive Too many or too granular metrics Measuring adherence to process, rather than results Focus on irrelevant metrics to drive behaviors Link to business goals

Results-Driven

Actionable metrics

Driving improvements through metrics

Capturing trends and cycles

Passive

Too many or too granular metrics

Measuring adherence to process, rather than results

Focus on irrelevant metrics to drive behaviors

Link to business goals

Conclusions Sourcing is primary challenge, to be addressed increasingly by outreach activities Operations are optimized if they promote consistency yet allow flexibility to meet unique needs Continuing need for right balance of people, process, and technology Effective recruitment strategies begin with robust workforce planning Linking impact of talent acquisition strategy to business outcomes is still a challenge Do what will make the most impact on your particular marketplace

Sourcing is primary challenge, to be addressed increasingly by outreach activities

Operations are optimized if they promote consistency yet allow flexibility to meet unique needs

Continuing need for right balance of people, process, and technology

Effective recruitment strategies begin with robust workforce planning

Linking impact of talent acquisition strategy to business outcomes is still a challenge

Do what will make the most impact on your particular marketplace

Questions? Thank You Sally Millick, SPHR Consulting Director, The Newman Group To learn more or for a copy of this presentation and the survey report, email: [email_address] Also, visit www.tng.futurestep.com

Questions?

Thank You

Sally Millick, SPHR

Consulting Director, The Newman Group

To learn more or for a copy of this presentation

and the survey report, email: [email_address]

Also, visit www.tng.futurestep.com