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Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
Building a proactive sourcing function to fill Critical Positions
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Building a proactive sourcing function to fill Critical Positions

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How to build a proactive sourcing and recruiting function

How to build a proactive sourcing and recruiting function

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  • What happens if you do not begin with the end in mind
  • *See Appendix for Roles and Responsibilities
  • Transcript

    • 1. Building a Proactive Sourcing Function to Fill Critical Positions Rob McIntosh US Sourcing Lead Deloitte LLP Sydney, April 2008
    • 2. Ok Rob ~ What’s your credentials?
      • 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
    • 3. Agenda
      • Determining your recruitment charter and the synergies
      • needed between an effective recruiting - sourcing team
      • 2. Creating comprehensive Passive vs. Active Candidate
      • Sourcing Channel Strategies
      • 3. Getting the right people for operational excellence
      • 4. Measuring and showing the value of the Sourcing/Recruitment
      • Functions
      • Successfully communicating plans
      • 6. Brainstorming / Problem Solving / Q&A
    • 4.
      • Number one Priority on
      • the HR agenda is still to
      • attract and retain key Talent
      • Towers Perrin Survey.
      “ 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 !
    • 5. 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.”
    • 6. 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
    • 7. What happens when you don’t clearly align the sourcing strategy to the business problem you are trying to solve Sisyphus by Titian , 1549
    • 8. What is Sourcing?
      • * Examples of sourcing techniques:
      • 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.
      • Proactive techniques:
      • 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:
      • Reactive techniques
      • 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
    • 9. Lets look at the big picture first *Career CrossXroads 7 th Annual Sources of Hire Survey External Hire Data
      • Reactive Screening Channels (80%)
      • Employee Referrals
      • Company Web Site
      • Job Board applications
      • Print Media
      • Career Fairs
      • Agency submissions
      • Proactive Sourcing Channels (20%)
      • Direct Sourcing
      • Job Board Sourcing/Mining
      • Boomerangs (Alumni)
      Traditional transactional model Reactive Proactive Direct
    • 10. 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%
      • Transactional
      • Reactionary
      • Pushing paper around a desk
      • Screen in/out
      • Can’t influence Quality
      • The process drives you
      • Hiring Manager
      • Says:
      • “ Show me more resumes ~!”
      Most Recruiters play here!
    • 11.
      • Determining your recruitment charter and the synergies needed between an effective recruiting - sourcing team
    • 12. Where do I start?
      • First - Go on a listening tour with leadership and recruiters
      • Survey the market as best as possible – Does supply equal demand? Can you get the data to support it?
      • Do a pilot first - Find a recruiting leader or business group that is anxious to
      • partner and see sourcing successful
      • Commit to no more than 3 big goals to start
      • Write a very clear vision/charter for the group and ensure sourcing, recruiting and the business understands.
      • Communicate clear deliverables to recruiting with milestones, targets and accountabilities
      • Which Model/Approach will work best for me?.............................
    • 13. Which Model/Approach will work best for me?.........
      • Centralized Sourcing Model – The Pro’s
      • Ability to move and deploy resources quickly against demand
      • Collaboration and knowledge sharing happens fluently
      • Retention of IP can be maintained broadly.
      • Ensures consistent processes, SLA’s and standards
        • Centralized Sourcing – The Con’s
        • Can create and “US” vs. “Them” environment
        • Ownership issues of resources and control by supported customer groups becomes prevalent.
        • Harder to foster deep and close partnership with supported recruiters.
        • Depth of Industry and Business Group knowledge diminishes
    • 14.
      • De-Centralized Sourcing – The Pro’s
      • Tighter alignment to supported business groups and recruiters
      • Partnerships and relationships developer quicker and more deeply
      • Ownership, control and accountability increases.
      • Sourcer gains deeper knowledge and expertise in the supported area
        • De-Centralized Sourcing – The Con’s
        • Creation of ‘Silo’s’ and lost opportunities for sharing talent and best practices.
        • Accountability only to the area you support
        • Loose broad Competitive and Market Intelligence. Missed opportunities
        • Tendency to re-invent the wheel on tools and processes...“We are different than group X”
    • 15.
      • Outsourcing – The Pro’s
      • Get rid of lower value work that is not core to recruiting or the business
      • Subject Matter Expertise that you do not currently have or want to build
      • Can be potentially done at a lower cost
      • Ensures consistent processes, SLA’s and standards and one point of accountability/delivery
        • Outsourcing – The Con’s
        • You loose control of the candidate experience, branding and PR opportunities at the ground level.
        • Diminished personal interest in ensuring all the little things are consistently done right. You are just a revenue stream for vendor ‘x’.
        • Loss of IP and market intelligence.
        • Market can perceive you as just a body processing factory.
        • Recruiters do not have the patience or willingness to invest the time if partnering with 3 rd party vendors
    • 16.
      • Off Shoring – The Pro’s
      • Lowest cost to do primarily Active Channel Sourcing
      • Can handle large volume of adminsitrival transactions with quicker turnaround than local market vendors given 24/7 operations
      • Can attack the Global talent pool in some key markets given localization issues (India, China, etc)
        • Off Shoring– The Con’s
        • Quality can be a major concern if strong SLA’s and Processes are not carefully put in place
        • Can really only provide Active Channel Sourcing or Secondary Intelligence gathering vs. Phone Screening and full candidate relationship development
        • Most recruiting leaders lack experience in how to manage the relationship appropriately to drive effective results
        • English Immersion training, cultural nuances, lack of local market and geographical comprehension
        • Requires much more project management resources that companies are willing to invest
    • 17.
      • Create a pilot:
        • Has a focus on:
          • Hardest to fill profile/reqs
          • Reqs that remain open the longest (120+ days)
          • The profiles/reqs that have the biggest revenue/cost impact to the organization (this one is the best one).
        • B) Keeps the pilot to a defined area and defined time frame so not to randomize the focus of the key stakeholders and resources.
        • C) Does not try and ‘Boil the Ocean’ and come out of the gate supporting all business lines.
        • D) Ensure it can be measured and the goals are realistic. Under Promise Over Deliver to start!
      • Focus on Delivery
        • At the end of the day it all must produce hires. Don’t get caught up in cool tools or bleeding edge Sourcing structures and strategies.
        • Results gains credibility and trust to allow you time to start focusing on next gen initiatives that will require a longer term investment and commitment from leadership.
    • 18. Execution, Deliverables and Results ~!
      • Focus on quick wins while building the infrastructure
        • - Competitive Market Intelligence back to the recruiters and business
        • Creation of Job Profiles, ‘Elevator Pitches’ & Sourcing Channel Strategy
        • Documents
        • Introduction of new and creative sourcing tactics
        • Sourcing Blitz, Brown bags or SME training sessions with recruiters
      • Do not be a “Pleaser”…..Learn to love “No”!
        • Fatal trap that people fall into is wanting to ‘Please’ and show the value even if the business or recruiting request is unrealistic:
          • “ No, we can’t do that given ‘x’ , but here could be another way we could solve the problem”
          • “ No, the market place and talent pool will not support the demand…..and this is why.”
          • “ Sorry No, a Sourcing teams responsibility is not to do ‘x’ but I would like to better understand why you think sourcing could solve this problem?”.
          • “ No, I believe this is a business problem vs. a recruiting problem and why, but lets partner to solve and how”
        • Look to work with business groups that want to partner with you. Don’t force the issue!
        • It is ok to walk away from bad business. (Think like you were running a profit center or your own company)
    • 19. Sourcing Start up Issue’s to be aware of
      • “ Who moved my cheese” - Human Beings generally do not like change
        • Make the transition and integration as seamless as possible
      • Some Recruiters will see sourcing as a threat
        • Is Sourcing replacing me?
        • Am I seen as inadequate at Sourcing?
      • Most Recruitment, HR and Business leaders see recruiting as a “Cost Center” - Initial presentation and alignment of the value of a Sourcing function must address that reality to start with.
        • Communicate with recruiting and business leaders Proactive Sourcing is an investment vs. a cost like traditional transaction based recruiting
      • Proactive (Passive) Sourcing is 2-3 times greater startup and potential ongoing cost than active screening/recruiting.
        • Example:
        • Agency fee = pay once hired
        • Employee Referral = pay once hired
        • Sourcing Vendor/Contractor = Invest up front to build infrastructure before ROI (generally 3 months before first hire)
    • 20. 2. Creating comprehensive Passive vs. Active Candidate Sourcing Channel Strategies
    • 21. The Current Corporate Recruiting Model One Requisition Result One hire if the hiring manager does not change their mind
      • Model = Screen Out
      • Transactional & Reactive
      • What’s in it for me~!
      • Stop/Start/Stop/Start
      • One size fits all candidate exp
      • Quantity vs. Quality Focus
      • No time for relationships
      • Causes show me more candidates mentality
      Traditional Active Channel Transactional Volume Recruiting Question: What happens to all the other candidates and applicants in this process??? Hundreds of req’s x
    • 22.
      • A Proactive Sourcing Approach
      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
        • Alumni
      • 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
      Pipeline Robustness
    • 23. 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
      • Offer &
      • Interview Declines
      • Not quite
      • ready yet
      • 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
    • 24. Lets look at what an organizational structure might look like~!
    • 25. 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 )
    • 26. 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)
    • 27.
      • Active Channel Screening
      • vs.
      • Proactive (Passive) Channel Sourcing
      • 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
    • 28. 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
    • 29. Key Take-Away: Passive Sourcing and Volume Hiring can not exist harmoniously in the same sentence~!
    • 30. Putting it together Talent Profiles EVP’s (Elevator Pitches) Sourcing Channel Strategy Document
    • 31.
      • Talent Profiles
      • 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.
          • Example:
            • 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
    • 32. Talent Profile – “x” & EVP (Elevator Pitch)
    • 33.  
    • 34.  
    • 35. Using Profile data for a Search
    • 36.
      • EVP’s (Elevator Pitch’s)
        • For the profiles and business you are to support. Remember you are tapping passive candidates on the shoulder so your EVP must be targeted and hit the right cords.
        • Find out what the value proposition of your competitors are against that profile
        • Why would they leave? Are there universal themes you can sell against?
        • A EVP needs to read like a marketing document not a req.
        • Build you candidate communication plan and outreach messaging around it
    • 37. Example EVP (Elevator Pitch) for Company ‘X’
      • Why they are looking :
      • Financially unstable, concerns about future
      • Company has shrunk, lost their culture after going public
      • Heard rumors that they are selling off some units
      • Reputation in the market
      • Promotion in level
      • Contract jobs are paying more/no travel
      • Low cost model risks competition with even lower cost Indian firms
      • Constant acquisition rumors
      • 30% turnover
      • “ fiefdoms”
      • Why join Us ?:
      • CULTURE
      • Larger firm - provides more projects, volume and diversity, results in more career path opportunities and more variety in career development
      • More prestigious company
      • Quality of talent, mentorship here
      • RESPOND/INTERVIEW quickly , turnaround time is key to keep that window open for us. We are losing to competitors who can process them faster
      • We don’t use solution ‘A’ as a “loss leader” to obtain Outsourcing or Government work
    • 38. Example EVP (Elevator Pitch) for Company ‘Y’
      • Why they are looking :
      • No Opportunities for National travel
      • Below-market compensation
      • Promotion in level
      • Culture
      • Lost the "premier" feeling of their brand
      • Too big! Feel like contractors, very impersonal, cold environment
      • Bureaucracy, takes forever to get things done
      • Using X as a “loss leader” to obtain outsourcing, hardware/software deals
      • Why join Us ?:
      • Traditional consulting model;
      • Culture; Prevailing comments “they feel lost” since being acquired by X
      • Many ex ‘Y’s’ are more open to leave now that the salary freeze has lifted and adjustments are now being made
      • National travel (Elaborate on Projects)
      • An open and collaborative working environment;
      • Many ‘Y’s’ have joined and are flourishing here;
        • [Use ex Company ‘Y-list’ to potentially line up a preemptive conversation~!]
    • 39.
      • Creating a Sourcing Channel Strategy Document
        • 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
    • 40.
      • Sourcing Channel Strategy document
    • 41.  
    • 42.  
    • 43. Creative and Impactful Sourcing Strategies =
    • 44. *Seth Godin Purple Cow + Differentiation Targeted & Permission Based Competitive Advantage !!!
    • 45. Creative and Impactful Sourcing Strategies
      • ‘ Think out of the box’ – dare to be different
      • Why not ask your target candidate base how they would like to be approached?
      • Research and do your due diligence in the market by checking with other recruitment leaders on what works and why?
      • Put together a recruiting ‘Think Tank’
      Final Word to the Wise: Am I better off tweaking and improving upon what is already a known success vs. just dreaming up something new because it is cool and different?
    • 46. Google Ad Word Campaign
    • 47. Find Rob’s Dog~!
    • 48. Red 5 Studio’s Pitch
      • Creative and Unique
      • Mysterious allure
      • Absolute polished presentation and packing of the message
      • Personalized and Targeted
      • Did their homework
      • “ We want you”
      • Senior leader made the initial outreach
    • 49. Blog Site
      • Thinking creatively and being publicly transparent about their approach!
        • 4 day work weeks
        • Money for hobbies
        • Discretionary spending accounts
      • Ranked among the top posts on the extremely popular social book-marking site - Del.icio.us .
      • 146 Comments on their Blog [March 5 th ] with interest in career opportunities at 37signals
    • 50. Google’ Recruiting Billboard Question
    • 51. “ 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
    • 52. Quick Break (4 min 37 Seconds…)
      • 4min 37 seconds later……
      • Brainstorming Exercise
      • 15 min – Out of the Box Creative Thinking
      • 15 min - Sharing Discussing
    • 53. 3. Getting the right people for operational excellence
    • 54. 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
    • 55.
      • Today we have a
      • “ Breath” vs. “Depth” Dilemma
      What are our options?
      • Take something off my plate
      • Change your organizational structure
      • Reset expectations with business
      • Outsource something
      • Dedicate a specialist to go deep on Talent Acquisition and Candidate Development
    • 56.
        • Primary Researcher = Name/Lead Generation (Phone Sourcing)
        • 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
    • 57. 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
    • 58.
      • Hiring the Talent - What to look for….
      • Sourcers
      • Look for specific experience with talent identification, cold calling or networking
      • They love the phone not fear it! Most agency recruiters don’t fear the phone and are willing to dial and smile.
      • Know all the latest tools and websites (Social Networking, Blogs, etc) and how/when to use them….
        • The last point is the difference between Good to Great!
      • Generally extroverts and self confident (Sales background somewhere)
      • Traditionally full life cycle corporate recruiters struggle in a pure sourcing role
      • Screening resumes or searching databases is more a junior recruiter skills.
      • Watch out for candidates that think a sourcing role is a stepping stone to real recruiting opportunity or something more senior.
      • Do they have experience working virtually and remotely?
    • 59.
      • Hiring the Talent - What to look for….
      • Internet Researchers
      • Solid foundation in Boolean syntax and have moved to more advanced approaches (Robot’s & Spiders)
      • Are Geeks …..Just like me  (Programming Background, love of technology)
      • Like to break things or reverse engineer the problem
      • Not a fear of the phone but a preference to use the keyboard as their weapon of choice
      • Ask them what their typing speed…..anything less than 40 probably means they are not a real Researcher or they suck at their job.
      • More introverted and methodical in their approach
      • Will have experience working virtually and remotely
    • 60.
      • Hiring the Talent - What to look for….
      • Candidate Developers
      • Have experience in roles that are more akin to Account Management, Customer Relationship and Development
      • Love developing the relationship vs. creating/finding it.
      • Look for people that love to tell you about their kids, weekend, fish stories……and are just as interested in hearing your’s
      • Ask them how many birthday’s do they track and send cards/notes to those people
      • Look for recruiters that like to do exactly the opposite to all other recruiters
      • = differentiation & memorable
        • Q: How are you today Rob? ….
        • A: “Not bad for [INSERT day of the week when being asked! ]
    • 61.
      • Hiring the Talent - What to look for….
      • Sourcing Leaders
      • Traditionally full life cycle corporate recruiters struggle in a pure sourcing role
      • Watch out for candidates that think a sourcing role is a stepping stone to real recruiting opportunity or something more senior.
      • Most agency recruiters don’t fear the phone and are willing to dial and smile.
      • Look for leaders with start-up experience.
      • Look for experience in roles that impact and influence without direct authority.
      • Look for political savyness and ability to navigate the bureaucracy
      • Do they have experience working virtually and remotely?
      • Has your leader managed an offshore or RPO vendor?
      • Does your leader know how to produce throughput, trend and comparative analyst reporting and metrics?
      • Can the motivate, inspire and lead the troops as the journey will not be a simple one?
      • Can they stay focused on the end result vs. playing with new cool tools and approaches?
    • 62.
      • Job Description:   Candidate Development Sourcer
      • Key Responsibilities:
      • Partner with Recruiting Team Leads and Sourcing to develop and execute the sourcing strategies that would identify and attract FI (Future Interest) & HP (High Potential) talent.
      • Create an external brand with the aligned talent pools around function/region/industry for the area of alignment supported.
      • Prescreen, deliver active and interested candidates to the supported Sourcing/Recruiting Team
      • Creation of creative permission based marketing and communication strategies that will be used to build and sustain relationships with candidates
      • Capture and report on key metrics that show results, trends and opportunities in key talent markets and supported business.
      • Ensure all data is captured, updated and reported properly
      • Research, implement and maintain leading edge and creative sourcing tools and resources that improve candidate relationship development
      • Functional/Industry Knowledge:
      • 5+ years of experience in creative direct sourcing techniques preferred.
      • Experience with direct and indirect marketing techniques in one or more of the following areas: (Permission based marketing; Email campaigns CRM Marketing; Database Marketing)
      • Experience working in a Senior Account Management capacity nurturing and building upon key critical relationships.
      • Experience working in a customer-facing role (account management, customer service management, retention/loyalty programs etc.)
      • Ability to implement creative and unique relationship development programs and strategies.
    • 63.
      • Job Description:   Internet Researcher
      • Key Responsibilities:
      • The primary focus of the Internet Researcher is to identify targeted talent (name generation) by the
      • supported and business groups, through the use of secondary research methods and tools.
      • This role is critical to ensuring a sustained competitive advantage for the company as you will be
      • focused on identifying talent that is normally not found through the traditional active sourcing
      • channels. Ownership of and a deep focus on the following tools and techniques to identify hidden
      • passive talent:
        • Robots, Spiders, RSS Feeds and other Automated alert/notification technology
        • Social Networking Tools
        • User Groups & Blogs
        • Press Releases, Company Pages and PR
        • Publications and Associations
        • Boolean Search against all major and niche vertical search engines
        • Tools (Hoovers, OneSource, Factiva, Broadlook, Infogist, ZoomInfo, AIRS SourcePoint, etc)
      • Responsible for continual research of new techniques, sites and tools that help in the identification of hidden talent
      • Will be responsible for Managing Vendor relationships related to acquiring 3rd party research for the supported practice area.
      • Conduct primary research and talent market analysis that identifies and analyzes external market trends by the practice area supported.
      • Proactively identify and obtain Competitive and Business Intelligence by the practice area supported and forward key information to the Candidate Development Managers and relevant recruitment leaders.
    • 64.
      • Functional/Industry Knowledge:
      • 5+ years of experience in a Recruitment Research related role with a primary focus on identifying names through pure passive channels (not Job boards, own ATS, Employee Referrals)
      • Deep expertise with Boolean logic and all associated internet mining techniques
      • Proven track record in secondary research techniques and experience with tools that enable the identification of hidden talent.
      • Experience with market, competitive and business intelligence beneficial.
      • Experience working with and managing 3rd party research firms preferred
    • 65.
      • Job Description:   Sourcing Manager
      • Key Responsibilities :
      • 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 .
    • 66.
      • 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
      • Functional/Industry Knowledge:
      • 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
    • 67. 4. Measuring and showing the value of the Sourcing/Recruitment Functions
    • 68. 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?
        • Track Pre-ATS/CTS metrics and reporting?
          • Leads
          • Initial Contact (negative dispositions)
          • Lead Pipeline by (Region, Industry, Company, etc)
    • 69.
        • 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)
    • 70. 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
    • 71. 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????
      • Productivity Metrics
      • ‘ 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)
      • Quality metrics
      • Hire
      • Offer presented
      • No. of candidates formally interviewed
      • Top 10% performer; do they stay past 1 year
      • CUSAT – Recruiter, HM and Candidate satisfaction levels
    • 72.
      • Metrics = Throughput, Comparative and Trend Analysis
        • Channel ‘X’ vs.. Channel ‘Y’
        • Profile ‘A’ vs.. Profile ‘B’
        • Cradle to grave metrics……What is the drop off % at each stage?
        • What trends are you seeing on candidates negative disposition by Profile, Region, Business Group?
          • Comp out of line with market?
          • Relocation issues
          • Bad candidate exp
          • Business Problem vs.. Recruiting/Sourcing problem
      • Can you start to measure it differently?
        • Cost of unfilled position to the company (lost opportunity)
        • Additional revenue generated PA by candidate filling profile ‘A’
        • Cost associated with replacing the employee
        • Quality of hire = X back to the bottom line
        • Key Takeaway
        • Metrics for the sake of metrics is just busy work. It must achieve one of the following:
      • Sell the storey to a leader
      • Help make a case for change/improvements
      • Set better expectations on what is the issue or what is possible/not possible
      • Most importantly, it must provide a tangible actionable direction to take vs.. just more pretty data
    • 73.
        • Key Takeaway
        • Metrics for the sake of metrics is just busy work. It must achieve some of the following:
      • Sell a story to a leader
      • b) Help make a case for change/improvements
      • c) Set better expectations on what is the issue or what is possible/not possible
      • d) Most importantly, it must provide a tangible actionable direction to take vs.. just more pretty data
    • 74.
      • Some Examples of Sourcing Reporting,
      • Performance Metrics
      • and key trend analysis
    • 75. Sourcer Productivity Dashboard
    • 76. Pipeline % Probability to Close
    • 77. 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?”
    • 78. 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)
    • 79. 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?”
    • 80. 5. Successfully Communicating Plans
    • 81.
      • Communication & Evangelization
      • “ The 4 C’s”
      • Sourcing is a relatively new science and the majority of business
      • leaders but do not understand how it works.
      • If you do not C onstantly, C learly, C onsistently and with C onviction
      • communicate what the sourcing functions charter, strategy, metrics
      • and value is back to the organization, then you will be looked at
      • and measured the same way they perceive and measure traditional
      • reactive candidate transactional recruiting.
    • 82. Communication, Evangelization and Integration.
      • Communicate out, up, down and Often and Often and Often
      • If you split the sourcing channels between recruiters and Sourcers, continually communicate that sourcing does not get ‘hire credit’!.
        • Also you can only hire the person once (watch for double counting)!
      • Be very, very transparent (The Good, The Bad and the Opportunities)
      • Use different communication vehicles (Conf calls, emails, newsletters, create a sourcing portal) to ensure the message/vision hits home.
      • Be creative and different.…Send the messages in way’s they do not expect....Be Memorable!
      • When sending emails make sure you embed workflow, charts or diagrams into the body of your emails.
        • Solves for lost in translation issues!
    • 83.
      • Shared Goals AND/OR
      • Clear expectation on sourcing is not taking hire credit but rather is a sourcing channel (like agency, Referrals, etc).
      • Everyone must understand their roles and responsibilities
      • Recognize and Reward those individuals and partnerships where Integration is happening effectively
        • Get leadership buy in and support to hold both Recruiters and Sourcers accountable
      • Ensure regular re-occurring weekly meetings between the groups in the beginning with a clear agreed to agenda, goals and end state outcomes (“begin with the end in mind”)
      • Continue to take a temperature gauge with the Sourcers, Recruiters and Leaders on how things are working. Don’t let the problems get away from you, you must catch them early.
      Integration - Do whatever you can do to stop the “ Us vs. Them” Environment from happening!
    • 84. Make the marketing and communication different and memorable ! “ Congratulations on your first hire from the Sourcing Team” I'm a Sourcing Hire
    • 85. Brainstorming Problem Solving Q&A

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