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2012 Recruitment Strategies Beyond Talent Acquisition
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2012 Recruitment Strategies Beyond Talent Acquisition

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2012 Recruitment Strategies Beyond Talent Acquisition 2012 Recruitment Strategies Beyond Talent Acquisition Presentation Transcript

  • Candy DLC. Mauricio, RGC. candymauricio@gmail.com +63922 889 8776• Licensed Counselor (PRC#377), Internationally +639152607340 Accredited Appreciative Inquiry Practitioner, +632 348 8777 Researcher, & Speaker, Certified Psychometrician, Civil Service Eligible• Coach, Human Capital & Organization Developer, International Management Consultant, Social Entrepreneur, & Trainer• Established, Audited, and Improved HR Department for various industries like BPO, Construction, Education, Insurance, Memorial Services, Non-profit, Real Estate, & Telecommunications• Actively contributing to ODPN – Makati Hub PSTD-ARTDO, IAC, PGCA, and CDAP
  • Outline:Part 1:Back to basics and alignment of perspective.What is the importance and main purpose of the job?  Foundations of the Talent Acquisition Process: Sourcing, Recruitment, Selection, & Placement Quick facts about Talent Acquisition and its relation to Management and Development of the people and their organization Social Recruiting Must Haves: The 3Ts (Talent, Technology, and Takings) 
  • Part 2:What do I need to do & how do I start using whatI am learning in this workshop? How do I, as a recruiter /hr, create recruitment strategies that is beyond talentacquisition for my organization? Core Values before VMOKRAPI-SPATRES Becoming the change agent through recruitment: Using AI in developing your programs Cases
  • Part 3: How do we enhance our recruitment servicesand integrate talent intelligence in our approach?  Understand Human Capital DevelopmentSolutions Utilize the 3Ts in Human Resource services yourthe 90-day plan / commitment plan: Checklist ofwhat I need to do
  • Story of the Business Owner What is the importance and main purpose of the job? I want to be abusiness owner, What do I need to do?
  • What are Who doyou selling? you need? -Marketing & -Human Resources. Sales Dept. How much do you need? -Finance. How will your business operate? - Operations. Take away my people, but leave my factories & soon grass will grow on the factory floors. Take away my factories, but leave my people & soon we will have new and better factory.
  • Who are you?What do you do? How do you see it being important?What are the benefits you hope achieve through this workshop?
  • Quick Facts about Talent Acquisition Excerpt from: http://www.youtube.com/watch?v=E4s0aaX6pUs&feature=related
  • I know I like to It feels I want to be they exist. join them. right. part of them. Recruiting for Priests Recruiting for Students Recruiting for Executives Recruiting for Teachers, Recruiting for Product Recruiting for Volunteers Network Architects,Management, Marketing, Civil & Environmental & Analytics Recruiting for Software Engineer, Scientist Engineers & Web Developer, Creative Design & UserRecruiting for Blue-Collar Experience Recruiting for White-Collar
  • Sourcing Get Awareness & Catch Attention3.How do you get known?4.What are you known for? I know they exists.
  • Social Media for Sourcing Excerpt from: http://www.youtube.com/watch?v=0eUeL3n7fDs&feature=related
  • Leave an Impression Draw Attraction Recruitment 3.How do you make the candidate feel? 4.What is most likeable about your organization?I like tojoin them.
  • Sample Recruitment PR Excerpt from: http://www.youtube.com/watch?v=vIAFnHszHOA
  • Create InterestSelection Initiate Interaction 3.How do assess your applicants? 4.What kind of experience do you provide? It feels right.
  • Blind Screening from Online Recruitment Excerpt from: http://www.youtube.com/watch?feature=endscreen&NR=1&v=N-3j8fWMyE8
  • Online AssessmentExcerpt from: http://www.youtube.com/watch?feature=endscreen&NR=1&v=k0l3_kyQAxY
  • Get them Engaged Encourage Participation3.How do you guide themfrom on-boarding toregularization?4.What enculturationprogram do you provide? I want to be part of them.
  • Theories In Practice SkillsExcerpt from: http://www.youtube.com/watch?v=L30-kVjwV3k
  • Pre-employment job placementFinding the right person for the job.Is the candidate a good match for the company and the job?Training & DevelopmentPersonalize training programs so that each employeecan be developed according to their learning styleManagement Decision MakingHelp select future managers and leaders.Discover which career path is best suited for your talent and whattraining they may need.Conflict ResolutionResolve conflict by understandingpersonal styles to settle differences.
  • Example Case
  • The 3Ts to makesuccessful Recruitment Strategies Talent (People)Technology Takings(Environment) (Benefits)
  • Situational Analysis Process Talent: Technology: Takings: How satisfied are you with What systems do you have Who do you want to process in place? to support your efforts? collaborate with? (5 as the highest) What is in it for them?SourcingRecruitmentSelectionPlacementTalent: How would you score your organization & why?
  • Summary:Part 1:Back to basics and alignment of perspective.What is the importance and main purpose of the job?  Foundations of the Talent Acquisition Process: Sourcing, Recruitment, Selection, & Placement Quick facts about Talent Acquisition and its relation to Management and Development of the people and their organization Social Recruiting Must Haves: The 3Ts (Talent, Technology, and Takings) 
  • How do I start using what I am learning in this workshop?How do I, as a recruiter / hr, create recruitment strategies that is beyond talent acquisition for my organization?Internalize your Core Values before VMOKRAPI-SPATRES Vision, Mission, Objectives, Key Result Areas, Performance Indicators, Strategies, Projects, Activities, Tasks, and Resources Spirituality in the WorkplaceCV = MVP (internal engagement) 3Ts (external engagement) Core Values as the guideline to Core Values exhibited by Mission, Vision, and Purpose of the Talent (Process), Technology (Systems), and Takings Organization (Policies) (THE TALK) (THE WALK)
  • Internal Stakeholders External Stakeholders2.Employees 2.Customers We cannot give3.Managers 3.Suppliers What we do not have4.Boards Members 4.Competitors5.Owner 5.Government 6.Environment Do you believe 7.Community 8.Country you are the right person Internal External to do your jobShared Values Integrity of Strategies at this time?Appreciated Skills Foundation of StructurePreferred Style Consistency of SystemsStaff Development  Right Person  Right Job Talk the Talk Walk the Walk= Counseling = Performance Management  Right Time= Consulting = Management Development  Right Organization Talk the Walk Walk the Talk= Mentoring = Good Governance= Coaching = Leadership
  • Ap-pre’ci-ate, v., 1. valuing; the act of recognizing the best in peopleor the world around us; affirming past and present strengths,successes, and potentials; to perceive those things that give life(health, vitality, excellence) to living systems 2. to increase in value,e.g. the economy has appreciated in value. Synonyms: VALUING,PRIZING, ESTEEMING, and HONORING.In-quire’ (kwir), v., 1. the act of exploration and discovery. 2. To askquestions; to be open to seeing new potentials and possibilities.Synonyms: DISCOVERY, SEARCH, and SYSTEMATIC EXPLORATION,STUDY.
  • Service-Learning is a teaching, sharing, and learning strategythat integrates meaningful community service with instructionand reflection to enrich the learning experience, teach civicresponsibility, and strengthen communities.
  • Becoming the change agent through recruitment:Using Strength-based and Learn & Serve Orientation in Talent Acquisition
  • Exercise to Develop Strategies What are the targeted quick wins & long term vision Process Define & Discover Dream & Design & Deliver & Plan & Prepare Participate Ponder Prove (All Intelligent) (All Interested) (All Involved) (All Innovative) (All Impact)Sourcing 1 2 3 4 5Recruitment 6 7 8 9 10Selection 11 12 13 14 15Placement 16 17 18 19 20
  • Questions to Develop Strategies What are the targeted quick wins & long term visionProcess Define & Discover & Dream & Design & Deliver & Plan Prepare Participate Ponder Prove (All Intelligent) (All Interested) (All Involved) (All Innovative) (All Impact)Sourcing What are the Where do your What are you How do you get What is the best interests of our (top performers) known for? known? description you (future)employee employees hang- ever heard about s / candidates? out? your organization?Recruitment What makes your What makes your How do your What culture or what culture / employees stay? employees candidates feel environment are environment are initiate? about you? your employees you creating with looking for? the candidates you have?Selection What do you What are the How do you What are your How do you assess expect from the advantages in think your guidelines during your applicants? candidate who placing the candidates your interaction fills the position? particular describe you? with the candidate to fill candidate? the position?Placement What are your What are the How do you How do you How do you set Theories In strengths & guide them in create your your new hires for Practice Skills for potentials your on- enculturation success? your new hire? needed from your boarding? new hire?
  • Cases3.According to CNBC, being a Human Resource Professional is one of theBest or Worst Job this year?5.Name one of the top 5 social recruiting job sites for 2012?7.Name one department HR can directly collaborate with for companybranding?9.What is the name of the 2-dimensional assessment we featured in thisworkshop that encompasses DISC, Enneagram, MBTI, and 16 PF and hasFilipino translation?11.Name 1 HR Solution that is Open source.
  • How do we enhance ourrecruitment servicesand integrate talent intelligence in our approach?  Design for Six Sigma: Get it right the first time
  • The Story of SuccessExcerpt from: http://www.youtube.com/watch?v=OBdepvmYlvs
  • Understanding Human Capital Development SolutionsThe story of a success• Slow & Steady wins the race• Fast & Consistent will always beat the slow & steady• First identify your core competency & then change the playing field to suit your core competency
  • 90 – Day Plan: Establish Teamwork Its good to be individually brilliant and to have strong core competencies but unless you’re able to work in a team, and harness each other’s core competencies, you’ll always perform below at par because there will always be situations at which you’ll do poorly and someone else does well.
  • Commitment Plan Process Define & Plan Discover & Prepare Dream & Participate Design & Ponder Deliver & Prove (All Intelligent) (All Interested) (All Involved) (All Innovative) (All Impact)Sourcing TalentTechnology TakingsRecruitment TalentTechnology TakingsSelection TalentTechnology TakingsPlacement TalentTechnology Takings
  • Sometimes all we need is someone to believe in us for us to look into our own potential and ability tosucceed, for us to be inspired and start dreaming. Let’s be that one person who believe. Are you that one?
  • Candy DLC. Mauricio, RGC. candymauricio@gmail.com +63922 889 8776 +639152607340 +632 348 8777