Beyond the Dollar – the Real ROI of Internal Headhunting
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Beyond the Dollar – the Real ROI of Internal Headhunting

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Presentation at the ERE Expo 2012 Fall, presented by Fraser Hill

Presentation at the ERE Expo 2012 Fall, presented by Fraser Hill

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    Beyond the Dollar – the Real ROI of Internal Headhunting Beyond the Dollar – the Real ROI of Internal Headhunting Presentation Transcript

    • Beyond  the  Dollar:  The   Real  ROI  of  Internal   Headhun6ng   Presented  by  Fraser  Hill,    Founder  of  Headhun6n.com,  Bremnus,   and  Pure  Recruitment  Training.  
    • Direct  Sourcing  Value  Model  Internal  Headhunt  Strategy  The  Headhunt  Process  
    • Background  
    • Defining  Headhun6ng  In  The   Internal  Context  
    • Headhun2ng  is  any  effort  to  proac2vely  seek   Resourcer/   Administrator   Recruiter   Headhunter   out  and  make  verbal  contact  with  a  poten2al   Researcher   candidate,  establish  if  they’re  open  to  a   conversa2on  about  a  poten2al  career  move,   and  the  conversa2on  therein.   candidates   Compe2tor  irect  Managing  diaries  for  interviews,  pos2ng  jobs,   Crea2ng/Pos2ng  job   ads,  sourcing  candidates   Crea2ng/Pos2ng  job   ads,  sourcing   mapping,  d organisa2on  dealing  with  job  board   through  job  boards,  CV   through  job  boards/ research,  cold  call  head  suppliers,  managing   screening  .             online,  CV  screening,   hun2ng,  interviewing,  invoices,  general  admin.   Interviewing,  process   shortlist  prepara2on.   management.   Compe2tor  intelligence.    
    • Why  Headhunt?  
    • Widening  The  Talent  Pool  “Have  we  truly  done  earket  versus  e  can  to  mnd  the  best   IN  the  m verything  w ON  the   fi arket  candidate  in  the  market  and  not  just  the  best  available  candidate  on  the  market?”   Direct  Sourcing   Ac2ve  Candidates  
    • 100   Number  of  roles  worked   per  year   0   Internal     Internal     Recruiter   Headhunter  
    • Headhunter   Recruiters  
    • Direct  Sourcing  Value  Model  
    • Internal  Headhunt  Strategy  
    • 100   Number  of  roles  worked   per  year   0   Internal     Internal     Recruiter   Headhunter  
    • Internal   Bench   Adver2se  Headhunt   Internally   Candidate   Sourcing  Adver2se   Employee  Externally   Referrals   External   Pipeline  
    • Adver2se   Internal   Employee   Adver2se   External   Bench   Referrals   Pipeline   Headhunt  Internally   Externally   Do  we  need  to  headhunt?   The  more  senior  the  role  the  more  likely  it  will  be  the  preferred  method.   The  more  niche  the  role  is  the  more  likely  it  is  that  it  will  be  the  preferred  method.   When  the  role  cannot  be  adver2sed  for  confiden2ality  reasons.   When  all  other  methods  have  failed,  headhun2ng  will  be  the  next  default  method.  
    • Gather  historic  data  from  last  year   How  many   How  many   How  much   What  direct   How  many   senior  roles   confiden2al   did  we  spend     market  data   niche  roles  did  we  have?   roles  did  we   on   did  we   did  we  have?   have?   headhunters?   retain?   $562,500   9   6   1   ($150k  x  15   Not  much!   @25%)    
    • Think  about  the  year  ahead   How  many   What    market   How  many   What  will  we   What  will  it  roles  will  we   data  do  we   headunters   spend   cost   headhunt?   want  to   will  we  need?   externally?   internally?   gather?   Mapping  and   16   compe2tor   1   0   $150,000   intelligence   on  all  roles  
    • Last  year  we  spent  $562,500  on  headhunters  for  our  15  most   senior,  niche  or  confiden6al  roles.  We  didn’t  retain  any  significant  market  data  or  rela6onships  with  key  people  in  the   external  market.     This  year  with  the  same  demand  we  can  save  73%  on  costs  by   hiring  an  internal    headhunter  for  $150,000  and  retain  a   significant  amount  of  market  data  and  compe6tor  org  chart   informa6on  that  we  can  make  further  future  hires  from.    
    • The  Headhunt  Process  
    • Preliminary   Starts  with  a  well  wri`en  job  spec     Your  internal  clients  market  knowledge   Your  market  knowledge  Secondary   Online  Research  including  Linked  In   Speaking  to  well  known  internal  and  external  candidates   Head  Hunt  calls  
    • When  we  work  on  a  search  with  typically  30  to  50  candidates  to  contact,  only  3  to  5  of   these  will  make  it  to  a  shortlist.    That  means  that  90%  of  the  people  we  speak  to  will  not  be   right,  but  the  conversa2ons  you  have  with  the  candidates  who  are  not  right  are  just  as   important.     Three  Headhunt  Call  Objec2ves  Find  out  if  they’re  a  suitable  candidate  and  interested  in  a  career  move.  Gather  market  intelligence  and  further  understand  our  compe22on.  Get  referrals  and  further  map  out  our  compe22on.  
    • Informa2on  to  gather  Get  a  brief  overview  of  their  background  and  current  role.  Find  out  who  they  report  to  and  where  they  sit  in  the  organiza2on  structure.  Find  out  what  their  salary  and  bonus  is.  Find  out  as  much  as  you  can  about  their  business  strategy.  Get  Referrals.  
    • Building  Org  Charts  –  The  Mapping  Process  Building  complete  org  charts  is  probably  the  most  challenging  part  of  direct  sourcing.    You  have  to  be  consistent  and  diligent  in  asking  all  of  the  ques2ons  and  pursuing  your  objec2ves  outlined  in  the  headhun2ng  training.    The  only  way  to  find  out  what  the  current  structure  looks  like  is  to  speak  to  the  people  that  exist  within  it.    You  have  to  become  a  refined  head  hunter,  which  like  a  hunter,  has  to  be  almost  stealth  like  in  your  approach.    
    • Percentage  of  Candidates   Names  Iden2fied   Selected  From  These  Sources  When  conduc2ng  name  gathering  research,  we  must  do  more  than  just  a  LinkedIn  search.  Referrals  are  the  most  important  source  of  quality  candidates.  
    • The  importance  of  calling  candidates  Market  Informa2on  –  what’s  happening  at  our  compe2tors?  Salary  and  bonus  informa2on.  An  understanding  of  what  mo2vates  them  in  their  career  –  push  and  pull  factors.  Referrals  –  hugely  valuable  and  oien  the  source  of  the  candidate  that  gets  hired.  The  opportunity  to  build  rapport,  establish  on-­‐going  rela2onships  in  the  industry  and  have  opportuni2es  to  ask  for  favours  in  the  future.  Compe2tor  organisa2on  structures.  Your  job  being  a    lot  more  fun  and  interes2ng.  
    • Beyond  the  Dollar:  The  Real   ROI  of  Internal  Headhun6ng  Market  intelligence  and  rela6onships.  Quality  of  hire  –  is  this  the  best  candidate  in  the  market  (versus  on  the  market).  Social  media  is  not  the  solu6on,  it  simply  enables  us  to  get  closer  quicker  to  our  target  audience  -­‐  We  s6ll  have  to  make  the  calls  and  build  rela6onships.    
    • Beyond  the  Dollar:  The  Real   ROI  of  Internal  Headhun6ng  To  get  a  return  on  investment  we  need  to  invest  in  more  recruiters  working  on  less  roles.  The  internal  model  needs  to  move  more  towards  a  “return  model”  over  a  cost  model.    We  need  to  move  from  RPO  towards  RVI  (Recruitment  Value  In-­‐sourcing).  
    • Fraser  Hill  fraser@headhun6n.com