12+ years of Global recruitment experience consistently delivering results against creative ground breaking sourcing talent acquisition programs and strategies for fortune 100 companies:
Architected, Designed Sourcing Organizations that focus on strategies and initiatives to capture global hidden talent pools that drive pipeline ahead of the business demand while impacting immediate recruiting demand now.
Recruiting Experience in 3 continents (North America, India/China and Australia)
Implemented and Architected TRM (Talent Relationship Management) solutions that focus on candidate relationship strategies and permission based 1x1 marketing programs (Talent Pipelining).
Currently at Deloitte the Sourcing Consulting Team is 26% of hires and on target for 450+ hires this Year
“ Rob is a visionary and strong leader in the Corporate Recruitment space. Reporting to him I have observed first hand his ability to deliver on strategic and tactical levels. He takes care of his team, and is well adept at removing obstacles and effecting influence with other business leaders”. Shally Steckerl Chief CyberSleuth & Founder JobMachine Inc “ Rob definitely pushes the envelop on sourcing ideas and strategies. He's willing to try new approaches to solve old problems. He's a great person to work with, especially if you want to get things done. Rob's a big-picture thinker, but knows what's needed to in trenches. This is a rare and special combo”. Lou Adler CEO, Adler Group
“ Talent is the single negating factor for us in realizing our growth vision.” Jim Robbins CEO Cox Communications Interview with McKinsy in their book “ the war for talent” “ Make Hiring a Top Priority! You may have a technology or a product that gives you an edge, But your people determine whether you develop The next winning Technology or product”. Steve Ballmer CEO Microsoft Corp Business 2.0 “ A world-class engineer with five peers can out produce 200 regular engineers.” Cisco CEO John Chambers Business Week Three-quarters of senior human resources managers said attracting and retaining talent was their number one Priority. More than 62% are worried about company-wide talent shortages Corporate Executive Board Survey Among all the factors that could influence the effectiveness of organizations in the future, the foremost driver is talent. Buckingham & Vosburgh In 2006, HR and recruiting executives rank talent attraction and pipeline building as their most critical priorities Corporate Executive Board Survey Ninety-nine percent of the corporate officers participating in our survey in 2000 said their managerial talent pool needs to be much stronger three years from now. Only 20 percent agreed that they have enough talented leaders to pursue most of their companies’ business opportunities. War for Talent McKinsy Survey The Crucial Talent Pipelining Issues! 400M G8 baby boomers retiring over the next 5-10 years !
Ok so what, that is the USA?..... Then what are Australians saying? “ Corporate recruiting is still relying very heavily on post and pray as well as using agencies” “ Everyone still thinks Sourcers want to grow up to be recruiters” “ Some statistics have agency use running at between 60% and 80%” “ As a rule sourcing is very much based around finding resumes rather than contacts” “ Direct head hunting is certainly frowned upon outside of the industries that have become used to it such as the advertising world” “ I have yet to meet a recruiter who has any understanding of Boolean syntax or smart web search” “ Within the next year recruiters will find it extremely hard to fill the majority of their roles through the standard methods” “ Here’s the sad reality, most recruiters won’t even mine the or own candidate database….never mind other sources” “ Most established companies have very large databases from years of posting ads and most recruiters rely on this as a first point of call.”
Why Build…What is the problem you are really trying to solve? Are you scratching the right itch?. What is the focus?...Why are you doing this? Increase size of talent pool Recruiters do not have time or skills More qualified and interested candidates Pipeline Talent ahead of demand Save $$$ Find more passive candidates Improve branding and perception of the company Gather CI and BI on the market and competitors Lower time to hire Increase diversity hires. Find more active candidates Fill hard to fill reqs Help with screening in/out more candidates Increase Quality of hire
What happens when you don’t clearly align the sourcing strategy to the business problem you are trying to solve Sisyphus by Titian , 1549
Sourcing for candidates often refers to proactively identifying people who are not actively looking for
job opportunities (passive candidates) vs. candidates who are actively searching for job opportunities
(active candidates), though the industry also recognizes the existence of 'active candidate sourcing'
using candidate databases and the like.
Using Boolean operators on major search engine sites ( Google , Live.com , Yahoo! , etc) to identify potential candidates who might meet the criteria of the position to be filled based off targeted keywords.
Searching for candidates in job boards using keywords related to the position requirements.
Looking in your own recruitment database for candidates using keywords related to the position requirements.
Networking with individuals to uncover candidates. This would include the use of social networking tools and sites.
"Phone sourcing" or cold calling into companies that might contain individuals that match the key requirements of the position that needs to be filled.
Examples of what sourcing is not:
Reviewing candidates who have applied to positions through the corporate/agency web site
Processing an employee referral
Corporate recruiter receiving candidates from employment agencies
Screening candidates at a career fair
* Definition of Sourcing on Wikipedia.org
Lets look at the big picture first *Career CrossXroads 7 th Annual Sources of Hire Survey External Hire Data
Reactive Screening Channels (80%)
Company Web Site
Job Board applications
Proactive Sourcing Channels (20%)
Job Board Sourcing/Mining
Traditional transactional model Reactive Proactive Direct
Expanding the “Pie” (Talent Pool) Majority of Talent Pool is Semi-Passive or Passive (Proactive) Majority of Reactive Recruiting is Active Candidates 85-90% 10-15%
Model becomes about Pipelining targeted talent now and ahead of demand Question: What happens to all the candidates and applicants in this process??? Talent Pool Talent Pool Talent Pool Talent Pool Profile ‘A’ Profile ‘B’ Profile ‘C’ Profile ‘D’ Outreach Outreach Outreach Outreach
Model becomes Attract and Screen In
Track and keep in touch with:
High caliber talent but timing not right
Future Hires but skills not fully developed
What is in it for both of us~!
Candidate exp becomes more targeted and personalized
Map Talent more effectively across multiple profiles.
Personalized Messaging and EVP’s (Employee Value Propositions)
Quality vs. just Quantity
Cold (Suspect) Warm (Prospect) Hot (Candidate) Req (Applicant) Hot Warm Campus + Experienced Candidates Active Passive Leads/Names targeted but need to be Qualified & Sold Relationship being developed but timing not quite right
High Future Potentials
Hire Alumni QIA – Finding the right opportunity Proactive Pipelining by Profile ‘A’ “ The Perfect Pipe” YouTube Podcasts Facebook Blog’s Second Life Ongoing Sustainable relationships PHASE I Example PHASE II Example Career Gen X Gen Y Next Gen Twitter MySpace High School Programs Active Semi Passive Semi Active Fully Passive
Lets look at what an organizational structure might look like~!
Recruiting & Active Qualifying ( Reactive ) Passive Sourcing & Pre-Screening ( Proactive ) High Volume, Low Complexity = Lower Value Low Volume, High Complexity = High Value Active Candidates Passive Candidates Selling & Screening Candidate Relationship Development Proactive Relationship Development & Pipelining ahead of demand Candidate Relationship Development & Passive Sourcing Candidate/Lead Life Cycle Volume Recruiting ‘ Mainly Active’ Qualifying & Processing QIA (Qualified Interested & Available )
Deloitte Profile and Market Assessment Volume of Candidates Low (1) High (5) Low (1) High (5) Complexity of Profile/Req FAS (Forensic & Finance) SVCS (Admin Assistants) Regions (Tax - Transfer pricing ) Consulting (SAP ) SVCS (Call Center)
Are you in the volume business (Active Screening) or quality business (Passive Talent Identification and Development).
Don’t have the same resource doing both…….You will miss opportunities or fail!
Path of least resistance recruiting syndrome
Where you can, always try and focus on ‘Quality’ vs. ‘Quantity’ when building a Proactive Sourcing Function.
You must target the high value/impact profiles!
Compare “Apples” and “Apples” when showing value.
Example: Sourcing made 10 hires for 100k (10k – CPH) where if we hired the same candidates through an Agency then the cost would have been 350k
Cold Calling & Headhunting Networking & Candidate Referrals Employee Referrals Agencies Talent Pools Job Boards Candidates against Reqs + ATS Mining the Internet. 80% 20% Hiring Manger Active Candidate Sourcer Passive Candidate Sourcer Account Manager Recruiter (1) Focus on Critical business profiles. (2) Build and Acquire Research (3) Target names online (4) Candidate Referrals and Networking (5) Ongoing relationship Development (6) Manages the pipeline (1) Primary relationship owner with HM (2) Consults, Advises and gains deeper understanding of the business (3) Moves candidates through the interview process (4) Helps construct candidate EVPs, "selling" material and communications (5) Constructs offers (6) Brings in Sourer subject matter experts where needed (1) Post reqs to appropriate channels (2) Reviews and screens candidates against all the active channels (3) Generically mines ATS for matching talent against profiles (4) Proactively mines the job boards against profiles
Key Take-Away: Passive Sourcing and Volume Hiring can not exist harmoniously in the same sentence~!
Putting it together Talent Profiles EVP’s (Elevator Pitches) Sourcing Channel Strategy Document
Why Create them?: Main issue with recruiting/sourcing at the req level is if requirements change, Hiring Manager changes their mind or a last minute next door neighbors cousin gets the job all the hard work you have done against that req goes to waste.
Look at your reqs and work out how many have similar (Multi-incumbent) requirements and group them together as a profile.
Account Manager sales profile vs. Business Development sales profile
Database Marketing vs. Event Marketing vs. Online Marketing
Software Developer in Windows Media vs. Software Developer on MSN services.
Have a clear description of must have’s vs. nice to haves + target companies/talent pools).
This is the foundation of your SLA and will help solve for hiring managers or recruiters that like to ‘move the goalposts’ all the time on search criteria.
Make the process the SLA vs. a separate document that no one will ever read
Helps define the lanes in the road and Clearly defines all the passive and active channels that need to be covered by profile and then allocate the appropriate resources against the channels. Reduce mine vs.. yours vs.. duplication and redundancy.
Ensure resources cover all the key sourcing channels and hidden talent pools
Acts as an anchor to discussion on what channels yield results by profile vs.. not
Educates all members on different and creative tactics that need to be assessed and evaluated
Creates some corporate memory and understanding around the historical Channels ROI
“ We did this video one night after work. We are a company called Connected Ventures, a group of friends who work for: Vimeo, CollegeHumor, Busted Tees, and Defunker.” ... and, we're hiring: connectedventures.com/jobs.shtml Total 1,430,589 2,738 878
3. Getting the right people for operational excellence
Today's Full Lifecycle Recruiter What are the current issues here? I Too many Reqs Too many Candidates to review Too much Adminsitriva = Too much to deal with~!
Account Management with Hiring Manager and Candidate
Respond to emails/phone calls
Meetings & Reporting
Job Boards Ad’s Candidates/Applicants Name Identification Targeted Company Headhunting & Cold Calling Online Research and name identification Social Networking tools and groups Networking First Outreach & Selling Screening & Qualifying Recruiter Hire Candidate Development CRM / ATS Data Entry Schedules Interviews Constructs Offer
Secondary Researcher = Deep Internet Mining (Internet Research)
Sourcer = First contact, romancing, selling and pre-screening
Candidate Developer = Building, Developing and Maintaining rich deep relationships
Sourcing has become specialized…Do you need all or a combination? Candidates/Applicants Name Identification Targeted Company Headhunting & Cold Calling Online Research and name identification Social Networking tools and groups Networking Primary Researcher Secondary Researcher First Outreach & Selling Screening & Qualifying Sourcer Recruiter QIA Handoff Hire Candidate Developer CRM / ATS
What to Outsource? Candidates/Applicants Name Identification Targeted Company Headhunting & Cold Calling Online Research and name identification Social Networking tools and groups Networking Primary Researcher Secondary Researcher First Outreach & Selling Screening & Qualifying Sourcer Recruiter QIA Handoff Hire Candidate Developer CRM / ATS Possible to Outsource but only Active Channel candidates Least impact to Outsource Never Outsource Potential to Outsource Active Channel candidates, but avoid Passive Channel Some companies have outsourced with success
Lead, manage and develop a team of Sourcers to deliver against critical talent identification needs for the Company. Partner with Recruiting/HR Manager to develop and execute the sourcing strategies that support the companies hiring initiatives.
Understanding defined market attributes to assist in developing creative sourcing strategies for long term and sustained growth
Collaborate with Recruiting teams to assess needs, develop sourcing strategy and implement sourcing plans to meet the needs of various business groups
Prioritize sourcing efforts with US Sourcing Lead to assure optimum sourcing team success
Work closely with this US Sourcing Lead around creation of a Sourcing Channel strategy for all business groups with the ultimate execution and comprehensive coverage of those Sourcing Channels.
Leading a team of Sourcers responsible for Identifying, Screening and Developing candidates through various Sourcing tactics (direct headhunting/cold calling, deep web internet, networking/referrals, etc.)
Manage the sourcing process for a given area which includes: Communicating Direct Sourcing objectives, processes and mission to Recruiting
Manage individual Sourcers to achieve sourcing team and individual Sourcer productivity/goals
Creation of ‘job profiles’ and Sourcing Channel Strategies for each of the supported Industries and Sectors .
Research, implement and maintain leading edge and creative sourcing tools.
Look to leverage and capture CI & BI that is actionable and reportable back to recruiting leadership and the partnership
Provide key reporting back to sourcing and recruiting leadership that ultimately drives key business decisions making.
Manage sourcing costs effectively
10+ years of experience in creative direct sourcing techniques for a large company preferred.
Understanding how to identify and attract passive talent though multiple sourcing channels is key.
Proven track record on consistently increasing the productivity/results of sourcing/recruiting teams while acting as a mentor, lead and developer of talent of the individuals that they managed.
Experience with TRM (Talent Relationship Management) or CRM (Customer Relationship Management) solutions and how to leverage technology to help optimize a sourcing function is highly desirable.
Demonstrated strong communication and interpersonal skills and can clearly show how they can navigate large complex corporate environments to get the job done. Impact and influence without direct authority to enable change is required.
Strong knowledge of industry and technology trends, compensation, benefits and the competitive landscape
4. Measuring and showing the value of the Sourcing/Recruitment Functions
Do you have the right technology to measure Success?
When building a Proactive Candidate model the first
questions you need to ask yourself……Will your
current ATS/CTS allow you to:
Pipeline talent that is not against an open req & map talent to multiple profiles, Industries and Pipes vs.. just one req (Data Segmentation)?
Identify Leads (suspects and prospects) quickly and easily by specialized category that might not have a resume to do a search against?
Does your solution enable the building of meaningful personalized 1x1 relationships through customized communication and programs to targeted talent pools vs.. the traditional 1 communication piece to many approach?
Can you current solution capture and store Competitive and Business Intelligence in a meaningful way that can be easily accessed to make strategic decisions?
Capture more succinct data that will motivate the candidate to change a career path vs. trying to squeeze them into what the organization wants?
Capture the cost against research, tools and headcount and track those costs against results to determine ROI by Channel or Resource?
Can you manage, track and leverage your talent pools in a multi-dimensional way?
Track and build relationships as potential talent while also leveraging as a referral network (Connectors, Sneezers, Top Referrers)
How to measure it effectively and show value at all levels?
Key Point - Measuring traditional recruiting vs. sourcing is measuring ‘apples' and ‘bananas’. Focus on measuring the value vs. just the cost savings!
Create a simple 1 page SLA
( Better = build the SLA into the process vs.. a separate doc )
What is the profile. Get everyone one the same page (Recruiter, Sourcer and Hiring Manager)
Acceptance rates of candidates submitted against profile (80%)
Recruiters will respond with yes/no (why – to calibrate/validate) within 48hours.
Recruiters will reach out to contact candidates within the next 48 hours.
After ‘x’ accepts move to next priority/profile/region/etc
Hires by themselves as a measure is dangerous…. Can you hold Sourcers accountable that do not own the offer process, req or hiring manager relationship????
‘ x’ Submits a week (3-5)
Recruiter Acceptance to hire metric (10:1)
Passive Channel Hires at 1.5 per month
Average number of passive candidates ID’d that respond with interest (30-35%)
Robustness of Pipeline against Target Companies (20 new leads ID’d a week)
No. of candidates formally interviewed
Top 10% performer; do they stay past 1 year
CUSAT – Recruiter, HM and Candidate satisfaction levels
Example: Throughput Analysis - ‘Cradle to Grave Metrics’ Example: Comparative Analysis Passive vs. Active Candidate Throughput (Cradle to Grave Metrics) Question “ What are the things we need to be doing to increase the passive candidate initial response %?” “ What are we doing to help with efficiencies around active candidate screening to determine quality earlier on in the process?”
Example: Target Company Throughput Questions “ Does the talent pool of the target companies support business demand for the next 3 years?” “ At current pace we will exhaust target companies talent pools?” “ Do we need to expand targets or revisit profile requirements?” Example: Negative Disposition Trends Questions “ Can we improve our EVP to move the 60% rejection reason’s down?” “ Can we look at more flexible travel arrangements for this profile?” “ What additional relationship development programs can we put in place to keep connected to the interested but timing not quite right group?” Target Company Total Candidates in database Total Hires % We reject Candidates % Candidates reject us % of hires to applications A 337 21 67% 9% (16:1) B 222 13 57% 8% (17:1) C 135 13 70% 8% (17:1) D 533 16 71% 10% (33:1) E 351 8 74% 7% (47:1) F 64 1 80% 1% (64:1)
Example: Comparative Source Analysis Agency Hires and Job Board Hire Overlap Question “ Opportunity to get more effective with your Sourcing Channel Strategy and coverage to ensure nothing is left on the table?” Example: Comparative Source Analysis Job Board vs. Job Board Overlap Question “ How can we do a better job of reducing overlap with Postings, Resume Mining and Branding to get a more effective ROI?”