Talent Acquisition Systems 2009: Update on Trends/Best Practices

Agenda Recent Market Trends Where can we go from here?

Recent Market Trends

Where can we go from here?

4 Key Trends in Talent Market Aging workforce What percent of your workforce is retirement eligible? Shifting demographics Are you prepared for the multi-generational needs? Globalization How will you innovate and change the way work is done to leverage talent from around the world Technology Text/instant messaging, Social networking is connecting people with no boundaries. Do you Twit?

Aging workforce

What percent of your workforce is retirement eligible?

Shifting demographics

Are you prepared for the multi-generational needs?

Globalization

How will you innovate and change the way work is done to leverage talent from around the world

Technology

Text/instant messaging, Social networking is connecting people with no boundaries. Do you Twit?

Recent Technology Market Trends Consolidation Talent Management Suites New niche products

Consolidation

Talent Management Suites

New niche products

Integrated Talent Management Suite Vision

Doesn’t the integrated suite already exist? Major ERP systems have modules that address all or most of these functional areas Specialty vendors have gained market share by developing deeper functionality with more flexibility “For any given module of our ERP, there will always be a specialty product that will be better” Battles are raging between the functional groups and IT Niche vendors are scrambling to build the suite Who will win the race?

Major ERP systems have modules that address all or most of these functional areas

Specialty vendors have gained market share by developing deeper functionality with more flexibility

“For any given module of our ERP, there will always be a specialty product that will be better”

Battles are raging between the functional groups and IT

Niche vendors are scrambling to build the suite

Who will win the race?

Who will win the race? I don’t know…. But there are some key dynamics that will shape the race: Depth of functionality Breadth of the platform Integration of process Buyer decision-making process It will be difficult to be deep enough in each area As vendors broaden the footprint, we may see further proliferation

I don’t know….

But there are some key dynamics that will shape the race:

Depth of functionality

Breadth of the platform

Integration of process

Buyer decision-making process

It will be difficult to be deep enough in each area

As vendors broaden the footprint, we may see further proliferation

Market Evolution Build Organic development Tight integration Look & Feel Drain on resources Slower to market Not as deep Buy Quicker to market Deeper in functionality Customer base Integration challenges Potential re-write Support challenges

Build

Organic development

Tight integration

Look & Feel

Drain on resources

Slower to market

Not as deep

Buy

Quicker to market

Deeper in functionality

Customer base

Integration challenges

Potential re-write

Support challenges

The Evolving Market Landscape Applicant Tracking Focus ADP/Virtual Edge Kenexa/Brassring Taleo/Vurv Peopleclick Talent Management Focus Cornerstone Halogen Plateau SuccessFactors SumTotal Talent Management Suite Authoria HRSmart Kenexa SuccessFactors Taleo CRM AIRS Sourcepoint Salesforce.com Workforce Planning/Analytics Aruspex Doublestar InfoHRM Vemo Reference Checking Checkster SkillSurvey Search Engine Optimization Jobs2Web SEO4Jobs Talent Exchanges Bounty Jobs Talent Maze Hybrid Niche Climber.com Recruit2Mobile

Applicant Tracking Focus

ADP/Virtual Edge

Kenexa/Brassring

Taleo/Vurv

Peopleclick

Talent Management Focus

Cornerstone

Halogen

Plateau

SuccessFactors

SumTotal

Talent Management Suite

Authoria

HRSmart

Kenexa

SuccessFactors

Taleo

CRM

AIRS Sourcepoint

Salesforce.com

Workforce Planning/Analytics

Aruspex

Doublestar

InfoHRM

Vemo

Reference Checking

Checkster

SkillSurvey

Search Engine Optimization

Jobs2Web

SEO4Jobs

Talent Exchanges

Bounty Jobs

Talent Maze

Hybrid Niche

Climber.com

Recruit2Mobile

Where do we go from here? Our industry has been working very hard at becoming more and more efficient…… …………at being reactive

Our industry has been working very hard at becoming more and more efficient……

…………at being reactive

The Fish Net Method

Whale Watching More aggressive recruiting tactics are being used in the corporate environment Sometimes referred to as predatory recruiting Poaching There is no value exchange, only taking This is not a sustainable form of networking

More aggressive recruiting tactics are being used in the corporate environment

Sometimes referred to as predatory recruiting

Poaching

There is no value exchange, only taking

This is not a sustainable form of networking

Manager Involvement in the Process Movement toward manager self service Goal is to establish accountability for hiring In what part of the hiring process do we really want the manager to be engaged? Once you finish entering those requisitions, HR said we should have at least five top quality candidates to talk to in just 4 weeks!

Movement toward manager self service

Goal is to establish accountability for hiring

In what part of the hiring process do we really want the manager to be engaged?

Stepping up to the challenge Rather than attempting to improve the filtering process to increase the quality of the output We should focus on putting higher quality candidates into the funnel How?

Rather than attempting to improve the filtering process to increase the quality of the output

We should focus on putting higher quality candidates into the funnel

How?

Building a Manager’s Network Manager’s should be engaged in maintaining a network of talent True networking is not aggressive It is about establishing and leveraging relationships There is value exchange in a relationship A value based network becomes a sustainable source

Manager’s should be engaged in maintaining a network of talent

True networking is not aggressive

It is about establishing and leveraging relationships

There is value exchange in a relationship

A value based network becomes a sustainable source

New Role for Talent Acquisition Become a Talent Coach Assist the Hiring Manager in developing and maintaining a network of enough people to hire from (20 – 35). Identify prospects to be introduced to the Manager’s network (avoid the old boy network) Provide the tools for managing the Network (e.g. LinkedIn, Salesforce.com, etc.) Attend industry events with the Manager and organize social events Assist the manager maintain periodic, systematic communication with network members Create a Talent minded culture

Become a Talent Coach

Assist the Hiring Manager in developing and maintaining a network of enough people to hire from (20 – 35).

Identify prospects to be introduced to the Manager’s network (avoid the old boy network)

Provide the tools for managing the Network (e.g. LinkedIn, Salesforce.com, etc.)

Attend industry events with the Manager and organize social events

Assist the manager maintain periodic, systematic communication with network members

Create a Talent minded culture

Establishing New Role for Talent Acquisition Step I Identify Managers who will be hiring critical talent Determine the number of networks to be established and relative size requirements based on hiring goals, and demographics Establish criteria for inviting participants to the network Educate managers on networking basics and protocol Step II Interview leaders who already operate as talent scouts Determine the tools to be used for managing the information Identify opportunities to provide relevant and meaningful content to participants (news letters, press release, CE opportunities) Develop a calendar of events (trade shows, ball games, association meetings, etc.) Step III Establish goals for network production, number of hires and number of referrals Identify method for data to be captured –different than source of hire Monitor results and make adjustments

Step I

Identify Managers who will be hiring critical talent

Determine the number of networks to be established and relative size requirements based on hiring goals, and demographics

Establish criteria for inviting participants to the network

Educate managers on networking basics and protocol

Step II

Interview leaders who already operate as talent scouts

Determine the tools to be used for managing the information

Identify opportunities to provide relevant and meaningful content to participants (news letters, press release, CE opportunities)

Develop a calendar of events (trade shows, ball games, association meetings, etc.)

Step III

Establish goals for network production, number of hires and number of referrals

Identify method for data to be captured –different than source of hire

Monitor results and make adjustments

Taking it to the next level It is widely accepted that the stronger the network the better results How do we measure the strength of a person’s network today? What if we apply Network Theory?

It is widely accepted that the stronger the network the better results

How do we measure the strength of a person’s network today?

What if we apply Network Theory?

Network Analysis Closed Network Open Network Group 1 Group 2 Group 3 Group 4

Filling structural holes Group 1 Group 2 Group 3 Group 4

Position in Network The McKinsey Quarterly: Harnessing the power of informal employee networks, 2007

A Possibility By applying the measures of network analysis to the social networks of our recruiting staff and hiring managers, we can: Identify gaps, structural holes Establish specific targets for hiring to fill structural holes Identify internal resources in key positions in the network to develop retention and succession strategies Assess the value of the overall network and create a new metric for the dashboard – “Recruiting Capital” Assign goals and objectives to the team to increase the Recruiting Capital of the network

By applying the measures of network analysis to the social networks of our recruiting staff and hiring managers, we can:

Identify gaps, structural holes

Establish specific targets for hiring to fill structural holes

Identify internal resources in key positions in the network to develop retention and succession strategies

Assess the value of the overall network and create a new metric for the dashboard – “Recruiting Capital”

Assign goals and objectives to the team to increase the Recruiting Capital of the network

Visualizing The Network

Visualizing The Network

Some Other Tools to Consider There is niche market evolving for functionality that sits on top of, or outside of your traditional Career Site that can provide more interactive functionality for your candidate contacts. Micro-sites; Talent Communities Here are just a few examples: Jobs2Web Climber.com Ning Recruit2Mobile

There is niche market evolving for functionality that sits on top of, or outside of your traditional Career Site that can provide more interactive functionality for your candidate contacts.

Micro-sites; Talent Communities

Here are just a few examples:

Jobs2Web

Climber.com

Ning

Recruit2Mobile

Jobs2Web

Jobs2Web

Jobs2Web

Jobs2Web

Climber

Climber

Climber

Climber

Ning

Ning

Ning

Ning

Recruit2Mobile SMS Text Advertising Mobile Website Applicability: Hourly/Retail Campus GenY/Millennials

SMS Text Advertising

Mobile Website

Applicability:

Hourly/Retail

Campus

GenY/Millennials

Private Talent Community Portal CRM ATS

TNG Technology Optimization Model Critical Success Factors Technical Infrastructure Process Alignment Information Management Change Management Operational Support Operational support is core Continuous cycle

Critical Success Factors

Technical Infrastructure

Process Alignment

Information Management

Change Management

Operational Support

Operational support is core

Continuous cycle

Thank you! [email_address]

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