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Developing Talent Networks: Best Practices, Best Programs, and Best Tools to Uncover and Connect With Passive Candidates
 

Developing Talent Networks: Best Practices, Best Programs, and Best Tools to Uncover and Connect With Passive Candidates

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Presentation from the ERE Expo 2010 Fall in Florida, presented by David Amsden.

Presentation from the ERE Expo 2010 Fall in Florida, presented by David Amsden.

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    Developing Talent Networks: Best Practices, Best Programs, and Best Tools to Uncover and Connect With Passive Candidates Developing Talent Networks: Best Practices, Best Programs, and Best Tools to Uncover and Connect With Passive Candidates Presentation Transcript

    • ERE Expo 2010 Fall: Next Generation of Work and Hiring “Passive Candidates” DAVID AMSDEN Head of Recruiting, Cognizant October 28, 2010 Session: 3:15 – 4:15 ©2010, Cognizant
    • Agenda •  Where we were •  Where we are •  What is changing •  How we get there 1 | ©2010, Cognizant
    • HISTORICAL TRANSFORMATION in Global Markets: 10 Year Cycle Rapid CHANGE: 2 – 3 Year Cycles “High’s & Low’s” and Quick Adaptation Cycles > New Millennium Workforce 1998 – 2001 2000 – 2003 2008 –2010 2000 – 2010 2010 – 2020 .COM Boom September 11 Recession to World Is 2 Categories: to .Bomb (Disaster to Recovery: Smaller: “QUICK or Recovery) Global Banking THE DEAD” In Elastic Global Crisis (2008 > Talent Pools > Recovery ?) Recruiting is heavily dependent on “All Major Talent Markets” North / South America & Europe & India & China 2 | ©2010, Cognizant
    • HISTORICAL TRANSFORMATION in Global Markets: 10 Year Cycle Rapid CHANGE: 2 – 3 Year Cycles “High’s & Low’s” and Quick Adaptation Cycles > New Millennium Workforce 1998 – 2000 2000 – 2010 2010 – 2020 .COM Boom to .Bomb 1998 – 2001 September 11 2000 – 2003 (Disaster to Recovery) Recession to Recovery: 2008 – 2010 Global Banking Crisis (2008 > Recovery ?) World Is Smaller: In Elastic Global Talent Pools > Recruiting is heavily 2000 – 2010 dependent on “All Major Talent Markets” North / South America & Europe & India & China 2 Categories: “QUICK or THE DEAD” 2010 – 2020 3 | ©2010, Cognizant
    • Our own growth path 4 | ©2010, Cognizant
    • Four forces are changing the fundamental nature of organization and work Today, these four elements seem to be at the periphery of the traditional corporate model 5 | ©2010, Cognizant
    • These forces will become central- and transformative – to most organizations Knowledge work, of New Social and Operating ALL forms, begins to norms dominate the migrate to its right enterprise location worldwide Of Organization, Processes Cloud X Social X Broadband X and Technology Mobility = New Computing model…inside and outside the enterprise 6 | ©2010, Cognizant
    • Globalization: Population changes 2010 to 2050 5231 733 +23% 448 691 4167 352 1998 483 393 1033 Source: United Nations, 2009 7 | ©2010, Cognizant
    • We call this the Future of Work – Are you ready for… •  Next generation of TECHNOLOGY •  Next generation of PEOPLE •  Next generation of ORGANIZATION •  Next generation of RESULTS These (unstoppable) forces will have profound impact on how work is conducted, and how value is created. Are you ready? 8 | ©2010, Cognizant
    • Globalization: The Invisible Hand •  Like the invisible hand of a “market” economy directing resources to the most optimal use •  Production of goods and services no longer recognizing political boundaries •  Corporate DNA is task-based, not geography-based •  Increased mobility, the internet, and low-cost telecommunications are fueling this trend •  Well-codified processes are broken into sub-components, and then delivered wherever there is: •  Highest Quality •  Greatest Efficiency •  Optimal Talent •  Ignoring or fighting today’s Invisible Hand is a losing game 9 | ©2010, Cognizant
    • Demographics: The Millennials •  1/3 of the world’s population, 1/4 of the US population •  Born between 1977 and 1994 •  Grew up tech-savvy with globalization and virtualization as the norm, not the exception 10 | ©2010, Cognizant
    • 11 | ©2010, Cognizant
    • Embrace Workforce Virtualization 12 | ©2010, Cognizant
    • It’s hard to separate the issues Virtual teams are: •  Often global •  Typically multi-cultural •  Usually multi-generational •  Often operate in different time zones •  Sometimes cross organizational boundaries Physical distance is just one factor affecting the performance of virtual teams - 13 | ©2010, Cognizant
    • Leaders adopt and deploy tools & technologies that enable virtual collaboration” Q: Which statement best describe your organization’s approach to adopting technologies that enable collaboration and remote work? Source: Economist Intelligence Unit, May 2010. 14 | ©2010, Cognizant
    • Those companies that are adapting to these forces are seeing results today Leaders are already seeing the results: Q: When will changes brought on by greater collaboration and a more virtual environment result in a measurable return on investment? Source: Economist Intelligence Unit, May 2010. 15 | ©2010, Cognizant
    • Leaders place important value in productivity, innovation and talent Q: How important are the following attributes to your organisation, and how does it compare with its peers? Rate on a scale from 1 to 5 where 1=extremely important or significantly outperform; 3=average; 5=not important or significantly underperform. Percent of respondents who Leaders say their organizations Others “significantly outperform” their peers Leaders Others Percent of respondents who say the attribute was “extremely important”. Source: Economist Intelligence Unit, May 2010. 16 | ©2010, Cognizant
    • Leaders put trust and tools at their employees’ disposal in order to be successful in the Workplace of the Future Most companies provide tools for virtual teams, but leaders offer more, and more advanced, choices Q: In what ways does organization support a virtual work environment? (Select all that apply) 17 | ©2010, Cognizant Source: Economist Intelligence Unit, May 2010.
    • We have learned about the next generation of work and hiring passive candidates •  Leveraging next generation: •  TECHNOLOGY •  PEOPLE •  ORGANIZATION •  To gain RESULTS 18 | ©2010, Cognizant
    • Best Practices •  Understand Your Business > Understand Rapid Pace of Business Change > Talent Acquisition to drive “future business requirements” •  Globalization : Access Global Talent Pools •  24/7 : Anytime / Any Place : Leverage Technology •  Recruiting Evolution : Acknowledge the Millennial recruit and their techno-dexterity in the recruiting process 19 | ©2010, Cognizant
    • Best People, Process, Programs & Technology •  PEOPLE: Trained & Motivated Recruiting Teams •  PROCESS: Defined Global “People Flow” i.e. Identification , Assessment and Efficient Candidate Workflow •  Programs & Recruiting Strategy i.e. Direct Recruiting Program, Employee Referral Program & Strategic Partners (Agency & RPO) •  TECHNOLOGY: CHIRE - Global Integrated ATS – Applicant Tracking System; Mobile Computing i.e. IPAD; Video Conferencing 20 | ©2010, Cognizant
    • Best Tools: Uncover and Connect with Passive Candidates •  Referral Program: Campus Program & Alumni Recruiting •  Research: Direct Recruiting Team & Referrals •  Social Media: Facebook, Twitter, LinkedIn •  Technology: Integrated Global ATS ; Mobile Computing i.e. IPAD, •  BPAAS & Operational Changes: RPO Recruiting Process As A Service 21 | ©2010, Cognizant
    • The Future of Work People Organization •  The Millennial Generation •  Globalization + Virtualization •  As employees •  Key knowledge processes •  As customers move to distributed, virtual teams Appealing to the needs and •  The Rise of the In, Out, Here, demands of these employees There model and customers Technology Results •  Cloud •  New levels of Corporate •  Mobility performance •  Social •  Seizing advantage in Tapping into the collective changing markets knowledge of your organization and business ecosystem 22 | ©2010, Cognizant
    • Thank you ©2010, Cognizant