2. ¡ Intro ¡ Video ¡ Deﬁnition: What ¡ Why § Context & Key Objectives ¡ How ¡ Supply and Demand Analysis ¡ Scenario ¡ Setting up a successful Client Discussion ¡ Integration ¡ Q&A
3. ¡ Have you ever felt like this guy? ………I know that I have!!
4. 4 What is Competitive Intelligence? ¡ “Competitive Intelligence: A systematic and ethical program for gathering, analyzing, and managing external information that can aﬀect your companys plans, decisions, and operations” (SCIP) ¡ “Competitive intelligence is the gathering and analysis of information from human and published sources about market trends and industry developments that allows for advanced identiﬁcation of risks and opportunities in the competitive arena.” (Ben Gilad, PhD ) Competitive Intelligence is a process which gives insights into what might happen in the near future to support business decisions 4
5. 5 ¡ Military intelligence practices Sun Tzu (Chinese military strategist -‐ 500 BC) the Art of War / Von Clausewitz, “On War” (Prussian General 1852) ¡ National Intelligence activity : national security as a policy issue after War II and link to linked to political science. ¡ More Business oriented around 1980 “Industry and Competitor Analysis” (Porter,) ¡ Now “Competitive Intelligence for Strategic Decision Making.” (SCIP) 5
6. ¡ Proactive and systematic process for gathering, managing, analyzing and using insightful people and workforce data and analytics results to help organizations achieve strategic talent and operations objectives.
7. ¡ Workforce Intelligence is an emerging capability oﬀering executives talent insights into the supply and demand situations impacting their critical positions. ¡ Competition for top talent if ﬁerce and those who invest in this capability will advance their competitive advantage. ¡ Strategic support of clients & recruitment initiatives by delivering targeted information used by recruiters to eﬀectively hire the right people at the right time.
8. ¡ Improve Short & Long Term Forecasting. Develop predictive models for supporting short & long-‐term staﬃng needs and align sourcing with future requirements. . ¡ Decrease Days-‐To-‐Fill. Gain a more thorough understanding of supply and demand by skill set to place the right person in less time. ¡ Continue to up-‐level the sourcing function as a strategic solutions provider and an integral component to talent strategy. ¡ Produce value streams that go beyond talent acquisition: § Global Rewards § Talent Management § Strategic Programs
10. ¡ Recruiting and HR Leadership Team ¡ Recruiters and Sourcers ¡ Internal Product Marketing ¡ Corporate BI or CI if such teams exist ¡ Communications ¡ Clients and Hiring Managers ¡ Employees ¡ And of course…..candidates
11. ¡ Requires a dedicated resource (‘s) ¡ Buy in from the leadership team and stake holders ¡ Establish an Intelligence Development Lifecycle (IDL) ¡ Identify key sources & systems § Internal Ecosystem development § External Ecosystem development ¡ Select a central database or system § Share Point, Access, SQL, other ¡ Build some simple tools/templates ¡ Establish strategic joint partnerships ¡ Develop your intelligence cycle/rhythm
12. 14 • Project Management Needs assessment • Publicly available data Data • Intellectual Property data Collection • Industry Analysis of • Competitors Data • Report Delivering • Action intelligence 14
17. Determining which jobs high impact and hard to ﬁll Impact Diﬃculty
18. • The position has been posted for 90+ days yet is still unﬁlled. • You have exhausted your typical search paths and still not short list or slate developed. • The hiring manager has not been happy with the quality of candidates that you have presented.
19. People in the Workforce Employers
20. Learn in Advance Which Jobs will Be Hard-‐To-‐Fill → Any position that is to the left on the scale is hard-‐to-‐ﬁll. • Talent Demand is larger than Talent Supply. → Any position that is to the right on the scale is easy-‐to-‐ﬁll. • Talent Supply is larger than Talent Demand.
21. ¡ Computer Software Engineers ¡ Web Developers ¡ Network & Computer Systems Administrators
22. ¡ Bookkeeping, Accounting and Auditing Clerks ¡ Law Clerks ¡ Oﬃce Clerks
23. → Job Title: Senior Software Engineer – Cloud Platform → Originally posted: 7/10/2011 → Location: Palo Alto, CA → Keywords: • Cloud Computing • Distributed Systems • Software Engineer
24. This posiBon is expected to be diﬃcult to ﬁll. It should not be a surprise that the posiBon is sBll open aIer 3 months.
25. An esBmated count of the talent pool in your local market. These are people who are currently employed with diﬀerent organizaBons in your area.
26. These are the companies who are recruiBng for similar talent in your area. Review their job descripBons.
27. 1: Expand Your Target Tittles
28. Review the list of companies that have previously hired for this role, passive candidates may sBll be working at these companies. In addiBon, you may ﬁnd addiBonal keywords to be used when searching your database for candidates.
29. Data Mash Ups People Companies Demand • Employees • Top Competitors • Open Reqs • Applicants • Sectors • Pending Reqs • Prospects • Industries • Closed Reqs • Sources • Universities • Posted Reqs • WFP • Succession
30. ¡ Companies ¡ Locations ¡ Key Words/Skills ¡ Ranked Records (sliver medalists/runner ups) ¡ Review Search Strategy/Short List with Client ¡ Launch Network /Engagement Campaign
31. Go into your launch discussion with your client with the following: ¡ Analysis of target sources & Orgs ¡ Alternate titles and locations to discuss ¡ Ranked Records (sliver medalists/runner ups) ¡ Review Search Strategy with supply & demand analysis ¡ Short list of Ranked Proﬁles/Candidates (A’s) ¡ Launch Network /Engagement Campaign ready to go.