• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Passive Talent Pipeline: How to Determine if its Right for You
 

Passive Talent Pipeline: How to Determine if its Right for You

on

  • 239 views

 

Statistics

Views

Total Views
239
Views on SlideShare
239
Embed Views
0

Actions

Likes
1
Downloads
14
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

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.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • Social Revolution <br /> Game changer-web turned social <br /> Social expectations-transparency <br /> informs as to style, expectations, availability of information, type of communication, <br /> <br /> <br /> Conversations <br />
  • It is about the lack of the right talent
  • Research tells us we have shifted from an active candidate market to a passive candidate marketplace. <br />
  • research tells us that 75-85% of employed people are willing to listen to an offer. <br />

Passive Talent Pipeline: How to Determine if its Right for You Passive Talent Pipeline: How to Determine if its Right for You Presentation Transcript

  • Passive Talent Pipeline: How to Determine if its Right for You Webinar: July 2, 2014
  • 3 Webinar Roadmap Social Media Revolution Relationship Talent Landscape Talent Segments Intelligence Social Data Valuable Information Passive Talent Pipeline: How to Determine if its Right for You
  • 4 Sourcing is Top TA Priority
  • 5 Top Strategies for TA
  • 6 Identify Target Audience Aggregate Data Prospect Engagement Ongoing Engagement Talent Audience Target Talent Audience Talent Lead Qualified Lead Candidate New Hire/ Employee Alumni Identify Target Audience Aggregate Data Talent Marketing Tactics Employed Prospect Engagement Ongoing Engagement Strategic Sourcing Model Talent Pipeline Initiative Strategic Talent Acquisition Model
  • Talent Pool A Talent Pool is a target audience or segment that have been roughly pre-qualified and will be part of an outreach initiative; usually a one off effort. Talent Pipeline A Talent Pipeline is a pool or target audience that we are engaging and relationships are being cultivated by iterative outreach. New prospects are added to this pipeline as they are identified. Talent Community A Talent Community is an interactive group of people joined together by a common interest or affinity that offers the ability for its members to communicate with each other. It is about them, not about us. Talent Network A Talent Network is an automated job alert system of Lockheed Martin jobs that prospect’s select when joining. It is about us, it is not about them.
  • 8 Why Build Talent Pipelines… Active candidate strategy, i.e. “advertising” is not working-takes nearly 1000 visits per hire ATS technology transaction focused-”apply & goodbye” Lack of accurate metrics from our vendor partners Candidate experience lacking; we have created a black hole Shift in job seekers behavior from job board searches to web based searches
  • 9 Talent Pipeline Influences Social Media Revolution Relationship Talent Landscape
  • 10 Social Media Revolution Talent Expects Us to Be Social Talent Expects Us To Be Social Engaged Talent Expects Us to Be on Social Platforms Talent Expects Us To Provide Relevant Information Talent Expect Us to Be Transparent
  • 11 Relationship 1. Web 2.0 to Web 3.0 2. Era of Relationships and loyalty in going to be key Pronunciation: gwanˈCHē
  • 12 Talent Landscape Talent Landscape data… 1. Talent Shortage 2. The Rise of Passive Candidate 3. Prospects are willing to listen our pitch, but somehow we are not communicating it to the right media.
  • 13 Talent Shortages
  • 14 0 20 40 60 80 Aberdeen Research Staffing.org Towers Watson Beyond.com 64 53 61 65 Shortage of Required Skills
  • 15 The Rise of the Passive Candidate 0 10 20 30 40 50 60 2006 2009 2010 2011 2012 2013 2014 Passive Neutral Acitve ©2014 Corporate Executive Board. All Rights Reserved.
  • 16 32 26 26 26 45 23 26 19 0 10 20 30 40 50 60 2006 2010 2012 2014 Very Passive to Somewhat Passive Neither Active Nor Passive Some Active to Very Active 17 51 48 55 Very Passive to Somewhat Passive ©2014 Corporate Executive Board. All Rights Reserved.
  • 17 0 10 20 30 40 50 60 Very Active Active Both Active & Passive Somewhat Passive Passive ©2014 Corporate Executive Board. All Rights Reserved.
  • 18 Sweet Spot 6 months 2 years 4 years 6 years @Inside the Brain of the Passive Candidate; Entelo Whitepaper 2014 So the sweet spot for recruiting passive candidates is usually between 10 months and 4 years with “spikes” at 10 months, 21-22 months and around 45 months.
  • 19 The Long Tail of a Job Search… 66 percent of respondents said they thought about looking for a new job within six months before actively searching. @CareerBuilder CANDIDATE BEHAVIOR 2012:
  • 20 Open to Changing Jobs 0 10 20 30 40 50 60 70 80 90 77 80 79 71 84 67
  • 21 They Say They Are Interested, But… 67% told sourcers they were open to a new job 26 % of that group misrepresented real interest ©2014 Corporate Executive Board. All Rights Reserved.
  • 22 Elements of Talent Pipeline Talent Segments Intelligence Social Data Valuable Information
  • 23 Talent Segments Intelligence 1.It is not an active vs. passive conversation; I want all of them 2.Think 1-5 years out in terms of strategy 3.Think about our target audiences and map strategies to their behaviors
  • 24 Talent Segments: Talent Supply RF Engineers (Occupation) RF Engineers (Filter: Skill) RF Engineer (Filter: Skill) RF Target Audience 47,000 10,000 1700 400
  • 25 Talent Landscape: Raytheon Ball L-3 Alliant Techsystems Honeywell Space Systems Loral General Dynamics Orbital Sciences Crane Aerospace Harris Boeing CompetitorsTalent Supply
  • 26 Top Job Elements When Changing Jobs Benefits & retirement plan Benefits & retirement plan 8% Work location/commute 14% Compensation 13% Interesting work 29% The company (reputation, brand, image, etc) 7% To keeping security clearance current & active 11% Program mission 18%
  • 27 Elements of Interesting Work Your colleagues & team 14% Your boss 9% Professional growth 27% Promotion or advancement 8% Work life balance 19% Program mission 23%
  • 28 Web 3.0 Engagement Platform Lockheed Martin contact Business Related Video Content Highlight Business Welcome Letter Welcome Video
  • 29 Social Data 1.Take advantage of all the data that is available 2.Aggregate data from variety of sources-all kinds of social aggregation tools available 3.But don’t forget to go deeper
  • 30 Sourcing-Go Deep and Wide ©2014 Corporate Executive Board. All Rights Reserved. Online tools cause sourcers to contact easy to identify names, rather than to think critically about the targets.
  • 31 1.Become a career coach 2.Become an advocate for the prospect’s candidacy 3.Provide valuable profession related content
  • 32 Talent Web Behaviors | Activities Active Ads, Keyword searches Neutral Personal & Business Networks Passive Career Development Content Very Passive Project Related Content Key Words-jobs Resume-How To Tech Briefing White Papers Job Boards Salary Info Networking Events Tools Personal Networks Personal Networking Sponsorship at Conferences Webinars Salary Info Business Networks Inside Scope Training Social Networking Social Networking Social Networking Social Networking
  • 33 Marvin Smith Strategic Talent Sourcing Consultant Global Talent Strategies & Solutions Lockheed Martin @talentcommunity www.linkedin.com/in/marvsmith/ marvin.e.smith@lmco.com Current duties: • Talent Community Strategy • Talent Pipeline Initiatives • TA Strategy-thought partner • Social Recruiting • TA Technology & Tools