• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Trends in Talent Management and Recruiting - 2012 predictions

Trends in Talent Management and Recruiting - 2012 predictions



A list of the top 10 trends and more lessor trends in recruiting and talent management

A list of the top 10 trends and more lessor trends in recruiting and talent management



Total Views
Views on SlideShare
Embed Views



3 Embeds 974

http://drjohnsullivan.com 965
http://www.linkedin.com 6
http://urldrjohnsullivan--com.rtrk.com 3



Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
Post Comment
Edit your comment

    Trends in Talent Management and Recruiting - 2012 predictions Trends in Talent Management and Recruiting - 2012 predictions Presentation Transcript

    • The Top 10 Trends InRecruiting And TalentManagement with 2012 Predictions 12/11 © Dr John Sullivan JohnS@sfsu.edu www.drjohnsullivan.com
    • The basic premise for planning ahead “Its always better to be prepared… than surprised” 2
    • Let’s take a minute and look at the “big picture view” of the environment we must work in. 3
    • Big pictureIf you could use just one word or phrase to describewhat we’ve been going through over the last fewyears, what would be? 4
    • Are you prepared for a VUCA environment? The new normalDoes VUCA describe the business world that youcompete in?Volatility – you frequently and suddenly encounter major changeUncertainty – there are many surprises. Change and it’s causes are hard to predict and they do not follow an easy to predict patternComplexity – problems & opportunities are complex & they include many different elementsAmbiguity – cause and effect are difficult to connect. There is contradictory information/data and advice, making mis-reads likely. It appears to be confusing and chaotic 5
    • Why must you know the trends? It is easy to get caught up in day-to-day activities to the point where you don’t look ahead for upcoming problems and opportunities Everyone strives to be more strategic but being strategic requires that you… look forward and identify trends, opportunities and threats (SWOT) 6
    • Why must you know the trends? Unfortunately, if you don’t identify them in time the problems / threats may get bigger and the opportunities may have passed By at least becoming aware of these trends… you can avoid “surprises” and you may be able to turn them into a competitive advantage 7
    • Let’s answer another important questionWhat keeps CEO’s up at night? 8
    • What are the business areas where CEO’s expectthe most change during the next twelve months?1. Engagement with the Board of Directors2. Capital structure3. Focus on corporate reputation & rebuilding trust4. Organizational structure (including M&A)5. Investment decisions6. Approaches to managing risk7. Strategies for managing talent 9
    • CEO’s expect the most change over the next 12 months… in talent management strategy PwC 14th annual global CEO survey 2011 10
    • Conclusion - Because CEO’s now know our importanceIf you are not currently getting a boatload of moneyfrom your executives… something is wrong!Realize that…TM is where CEO’s expect the most change 11
    • A quick snapshot so you know where the leading edge isHow does your firm compare to the leading edge websites in 9 slides! 12
    • Marriott – “how would you operate in our kitchen” a game on Facebook - My Marriott Hotel 13 13
    • Career control room – Set your skills & find your jobForecaster, trend setter, numbers whiz, people person, wordsmith, quick thinker
    • If you say you are a deadline person, a problem solver and a people person Then… it recommends the right job for you
    • Simulations on today’s challenges excite and assessKPMG offers a job problem simulation to 2ndround candidates and college prospects (for brand & assessment) 16
    • Deloitte – creates mass personalized webpages 17
    • VCA Vet Hospitals - Recruiting using technical contestsDiagnose this coughing, 7-year-old miniature poodle 18
    • UK intelligence offers an agent cover story test to attract and excite Cover story test 19
    • USAF - Build an airplane and see if it will fly 20
    • Zappos – Cover letters are sooooo old fashioned
    • If these examples = an excitement score of 10How many excitement points would your site rate? 22
    • Now shifting to trends…How would you characterizelast year (2011) in recruiting? 23
    • Many have designated last year as…2011 was “The Year of Social Media” Social media usage was involved in nearly every high level functional discussion It’s clear that Facebook, LinkedIn and Twitter will play a dominate role in recruiting and development best practices for years to come Social media linked to referrals - 2011 saw 40 new venders emerge to help organizations leverage social media to attract referrals Social media for talent assessment – we started to see early stage tools to leverage social media in talent assessment (pre/post hire) > 24
    • Last year was…2011 also saw an emphasis on: Beginning to re-examine how we measure and improve the candidate experience With decreased hiring levels, there was an increased focus on… how to attract “purple squirrels” including pioneers, game changers and innovators Firms like Facebook, Google, Zappos, CACI, DaVita, Intel continued to raise the definition of what is considered to be world-class talent management 25
    • Now let’s shift to…The 10 major trends that you can expect during 2012 26
    • 2012 will be “the year of the mobile platform”The most prominent trend - the mobile platform By year’s end, even the skeptics will admit that the mobile platform (smart phones and tablets) will be the dominant communications and interaction platform among best practice organizations 27
    • 2012 will be “the year of the mobile platform”Factors that make the platform powerful include: Almost every professional will have a smart phone They carry it with them 24/7 It has an amazing response rate It can carry every type of message and interaction including voice, text, e-mail, video, websites, social media, music, games etc. It is global In addition to recruiting, the platform will become a significant tool in… learning, collaboration, feedback and leadership development 28
    • Let’s look at 9 additional major trends for 2012 29
    • Do you agree that this is a major trend?1) Intense hiring competition will return in selected areas Even though global economic issues will persist for years… the global war for talent will continue spiking in key regions and industries While growth has slowed somewhat in China… areas like Australia and Southeast Asia including India will continue to see dramatic demand for skilled talent In the US and Europe demand is still largely limited to certain industries where skills shortages have been an issue for years > 30
    • Do you agree that this is a major trend?Intense hiring competition in selected areas High tech will see a significant escalation in the war for top talent As innovators and game changers leave established tech firms like Facebook, Apple, Google, Twitter, and Zynga… a whole new breed of tech start-ups will be born each vying for the best of the best Competition will force recruiting to innovate at a breathtaking pace 31
    • Do you agree that this is a major trend?2) Retention issues will increase dramatically Almost every survey shows that despite high engagement scores, more than a majority of employees are willing to quit their current job as soon as a better opportunity comes along I am predicting that turnover rates in high demand occupations will increase by 25% during the next year… and thus, so will your recruiting load Because most retention programs have been so severely degraded, retention could turn out to be the highest economic impact area in all of TM 32
    • Do you agree that this is a major trend?Retention issues will increase dramatically Rather than the traditional “one-size-fits-all” retention strategy, a targeted personalized approach will be required if you expect to have a reasonable chance to retain your top talent 33
    • Do you agree that this is a major trend?3) Social media increases its impact by becoming more data-driven Most firms jumped on the social media bandwagon but unfortunately, the trial-and-error approach used by most has produced only mediocre results Adapting social media approaches from the business coupled with strong analytics will allow a more focused approach that harnesses and directs the efforts of all employees on social media Talent leaders will increasingly see the value of a combination of internal and external social media approaches for managing / developing talent 34
    • Do you agree that this is a major trend?4) Remote work changes everything in TM The continued growth of technology, social media and easy communications now makes it possible for most knowledge work and team activities to occur remotely Allowing top talent to work “wherever they want to work” improves retention and makes recruiting dramatically easier Unfortunately, even though it’s possible for 50% of a firms jobs be done remotely, manager and HR resistance has limited the trend > 35
    • Do you agree that this is a major trend?Remote work changes everything in TM Fortunately, most leaders have begun to realize that teamwork, learning, development, recruiting and best practice sharing can now successfully be accomplished using remote methods Firms like IBM, SUN and Cisco have led the way in reducing and eliminating barriers to remote work 36
    • Do you agree that this is a major trend?5) The need for speed shifts the balance between development and recruiting Historically, the best practice has been to develop and select primarily from within More firms have begun to copy the “Apple model” (where a firm is continually crossing traditional industry boundaries) As the speed of change in business increases… there simply isn’t time to develop When the business requires “brand-new skills” instantly… the balance shifts towards recruiting (vs. development) > 37
    • Do you agree that this is a major trend?A shift in the balance between development andrecruiting As a result, the trend will be to continually shift the balance towards recruiting for immediate needs And the use of contingent labor for short duration opportunities and problems > 38
    • HR has 8 options for increasing productivity Buy Build Recruit regular employees Develop internal talent Borrow Retain Borrow contingent labor Retain key internal talent Move More productive Redeploy internal talent Make internal talent more productive Release Use substitutes Weak & excess labor (Tech, outsource, cust.)
    • Do you agree that this is a major trend?6) Employee referrals are coupled with social media The employee referral program in many organizations are operated in isolation… as are the firm’s social media efforts Talent managers are beginning to realize that the real strength of social media is relationship building by your employees With proper coordination, employee relationships can easily be turned into high quality employee referrals > 40
    • Do you agree that this is a major trend?Employee referrals are coupled with social media This realization will lead to a shift away from recruiters and towards relying on employees to build social media contacts and relationships The net result will be that as many as 60% of all hires will come from the combined efforts The strength of these relationships will lead to better assessment and the highest quality hires (with no diversity issues) from employee referrals 41
    • Do you agree that this is a major trend?7) Employer branding returns Employer branding and building talent communities are the only long-term strategies in recruiting True branding is rarely practiced (hint: it’s not recruitment advertising / marketing) especially in the cash strapped function of today Years of layoffs, cuts in compensation and generally bad press for business in general may force firms to invest in true branding > 42
    • Do you agree that this is a major trend?Employer branding returns Your brand is now owned and communicated by others You can no longer control your brand but you can monitor and influence it in a direction that isn’t catastrophic to recruiting and retention The increased use of social media and frequent visits to employee criticism sites, make managing brand perception difficult Are you aware of the impact of glassdoor.com on your brand and recruiting? 43
    • Do you agree that this is a major trend?8) The candidate experience is finally getting the attention it deserves The high jobless rate has allowed corporations to essentially abuse some applicants Organizations usually don’t treat candidates as well as they did their customers As competition for talent increases, talent leaders will be forced to modify their approach > 44
    • Do you agree that this is a major trend?The candidate experience Leaders must realize that treating applicants poorly can not only drive away other high-quality applicants but it can also lose them sales and customers At the very least, firms must more closely monitor candidate experience metrics 45
    • Do you agree that this is a major trend?9) Forward-looking metrics begin to dominate Almost all current TM and recruiting metrics are backward looking, in that they tell you what happened in the past Other business functions have long championed the use of "forward-looking" or predictive metrics (i.e. supply chain, production and finance) Forward-looking metrics can improve decision- making and they can also help to prevent or mitigate future talent problems > 46
    • Do you agree that this is a major trend?Examples of forward-looking metrics and CI Is the unemployment rate trending up or down? Will there be periods where your competitors are not recruiting? Are their times in the year when there are an abundance of candidates? Can trends in the number of applicants or offer acceptance rates forecast the future? What will “next year’s” turnover rate be? 47
    • Finally, let’s shift to…Some additional “lesser” trends that you should prepare for 48
    • Some other “lesser trends” to considerTalent communities/ Professional communities Talent communities are really active candidate/ prospect communities… that you send job announcements to Professional communities include no applicants and the goal is long term relationship building based on learning and professional growth… that subtly evolves into recruiting 49
    • Additional trends Prioritization – continued budget and resource pressure will force talent management leaders to prioritize their services, business units, key jobs and high-value manager/employees Integration – there will be increasing pressure for talent management functions to more closely integrate and work seamlessly 50
    • Additional trendsCompetitive analysis for a competitive advantage The increasingly competitive bus. world has forced every function to be more externally focused HR has a long history of being internally focused and not being “highly competitive” There is pressure to become more businesslike and to adopt an “us versus them” perspective That means conducting competitive analysis, CI and making sure that every key TM function produces results that are superior to those of our competitors 51
    • Additional trends Contingent workers – as continuous business volatility becomes the “new normal,” the increased use and the improved management of contingent workers will become essential for agility and flexibility (approaching 50%) Recruiting at industry events – as industry events return to popularity, recruiting at them will again become an effective tool for recruiting top and diverse talent 52
    • Additional trends Assessment continues to improve – vendors, software and tools continue to improve in this area that will become increasingly important Hire before they do – most firms will restrict their hiring until the turnaround actually begins. However, it is critical that your firm has a talent pool or pipeline developed, so that you can hire immediately and get top talent “right before” your competitors realize the downturn is over 53
    • Some other major trends to considerPrepare for a permanent skill gap The skills required by organizations will continually upgrade, while the available labor with those skills will continue to decline Location software – talent managers will begin to realize that software that allows you to check-in and see who is within close geographic proximity has great value and many still unidentified uses 54
    • Additional trendsExpedited leadership development As more “baby boom” leaders and managers actually begin to retire, there will be increased pressure for expedited leadership development What is needed are solutions that develop talent remotely using social media tools… and within months rather than years (more levels, entire teams, agility) 55
    • Some other major trends to considerRisk identification Almost every other business function has already adopted a risk management strategy and soon talent management will be forced to adopt a similar strategy and set of metrics This risk assessment/management program will not only cover HR legal issues but also… the economic “risk” associated with weak hiring, slow hiring, the absence of developed leaders and the cost of turnover of key talent 56
    • Additional trends Speed up internal movement through proactive internal placement - few things increase productivity, retention and development faster than rapid, proactive, directed and “accurate” internal movement College recruiting needs to be reengineered – on college campuses, communications and job seeking approaches have changed dramatically but college recruiting programs have been stagnant for years 57
    • And the last “minor trend”Directly increase corporate revenues by focusingon revenue generating and rev. impact jobs Talent management should work with the COO to identify the jobs that generate significant amounts of revenue or that directly impact revenue generation TM must then prioritize its resources and people so that they focus on hiring, retaining, developing etc. the areas that have a high revenue impact Work with the CFO in order to develop metrics that demonstrate the $ increase in revenues 58
    • Well if CEO’s expect major changes… There are two basic ways to dramatically change recruiting 1. Do more of the smart things 2. Stop doing the dumb things 59
    • The top 10 dumb things recruiters do10. Not identifying job acceptance criteria(Consequences - hurts marketing/ attracting & sellingpassives)9. Not prioritizing jobs(Consequences - lost rev, low budgets, perceived as notbus. like)8. Using active approaches for passive candidates (Consequences – never see postings, lose top candidates)7. Assuming interviews are accurate(Consequences – bad hires, more turnover, no forward thinkers) 60
    • The top 10 dumb things recruiters do6.Making slow hiring decisions(Consequences – those with multi-offers gone,frustrated mgrs., rev. loss)5. Using the same rec. process for different level jobs(Consequences – no returned calls, slow hiring & low qual. hires)4.Not learning the business(Consequences – mgrs. & candidates ignore you, low bus. impact) 61
    • The top 3 dumbest things that recruiters do3.Not taking advantage of EE referrals(Consequences – loss of volume, quality, assessment & selling)2.Expecting dull position descriptions to attract(Consequences – competitors get the best, mgrs. frustrated)1.Not managing the candidate experience(Consequences – hurt brand, lose customers, they extrapolate) 62
    • Did this make you think? 63