Building Your Sourcing Function by Donna Quintal


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Building Your Sourcing Function by Donna Quintal

  1. 1. Internal Data to Build a Sourcing StrategyDonna QuintalSr. Manager Strategic Sourcing
  2. 2. What Could Moneyball Recruiting Look Like? Here are just a few ways we could apply the Moneyball concept/analogy to talent acquisition:• Moving away from using largely subjective means of assessing talent and making hiring decisions to more objective, fact and empirical data-based means• Identifying and acquiring top talent looking for traits, experience, accomplishments and information overlooked by traditional recruiting and assessment methods• Challenging conventional wisdom as to what top talent looks like and where it comes from (e.g., Ivy league schools, high G.P.A., certifications, M.B.A’s, experience at certain companies, etc.)• Developing objective performance measurements that are relevant across any role, responsibility, company, and industry and that stick with each person as they move through their career, similar to a credit score• Individual companies developing “secret sauces” for sourcing, analyzing and evaluating potential hires based on their own data and factual statistical analysis of the makeup of their ideal hire and employee“I believe there definitely could be. Yes – it just hasn’t been developed yet.” - Glen CatheySource : 2
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  4. 4. Show of Hands• How many people are retiring in 2013?• How many people have under preforming evaluation scores?• What companies provided your top and bottom performers in 2012?• Do you know a list a skills that current incumbents have in common with one another?• Do you know each managers 360 Leadership score or rank? 4
  5. 5. Where do we get our data? HRP, PeopleSoft, & Kenexa HR Data Warehouse Reports Dashboards Analysis 5
  6. 6. What data reports can we access? ProactiveAssociate Profile 9- Box Education PredictiveOutside Work Leadership Scores Work HistoryHeadcount Rosters Live Profiles InfluenceMobility Review Scores Talent HealthBusiness Results Turnover Skills Transparency 6
  7. 7. Talent Management• Business Unit • Key Position• Job Level • # of Succession Nominations• Location • # of Development Goals in CDP• Service Date • # of Development Activities in CDP• Time in Job • Active PIP in HRP?• 2010, 2011, and 2012 9-Box Scores • 2009, 2010, and 2011 Overall,• Risk of Loss Behaviors, and Business Goals• # of Successors Ratings New for 2013:• Successive Performance Changes (2012 minus 2011 Overall Rating)• SHC Tenure (Current Date minus Service Date)• Time in Job vs. Average Time in Job of Others at Job Level 7
  8. 8. Example of Competitive Hires 2.5 & Below Below AVG 3.2 & Above Above AVG Grand Total Total RankBest Buy 10 16.13% 6 9.68% 62 -6.45%Circuit City 2 5.00% 16 40.00% 40 35.00%Wal-Mart 6 15.38% 8 20.51% 39 5.13%Target 8 24.24% 13 39.39% 33 15.15%Lowes 9 31.03% 11 37.93% 29 6.90%Home Depot 2 7.41% 6 22.22% 27 14.81%JC Penney 6 23.08% 10 38.46% 26 15.38% *Example Only Data Invalid 8
  9. 9. Example of SkillsManaging hourly associatesMicrosoft Word or equivalentManaging salaried associatesMicrosoft Excel or equivalentDelivering/facilitating training to othersServing as a mentorManaging a P&L statementTurning around a poor performing unit, location, departmentMicrosoft PowerPoint or equivalentDelivering formal/informal presentations to various audiences*Example Only Data Invalid 9
  10. 10. What Schools Did Top Performers attend? Univ of South Alabama AL Florida State University FL Univ of Iowa IA Florida A & M University FL Pennsylvania State University PA*Example Only Data Invalid 10
  11. 11. Candidates: Social Media Trends*Example Only Data Invalid 11
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