Optimizing the Recruitment Function in an Uncertain Economy


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David York's presentation from the ERE Expo 2009 Spring.

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Optimizing the Recruitment Function in an Uncertain Economy

  1. 1. Optimizing Recruiting in an Uncertain Economy David York Area Manager Recruiting KPMG LLP April 1, 2009 1
  2. 2. Agenda  Introduction  Trends & Predictions  Making a Case to Leadership  Workforce Planning  Leveraging Recruiting in other Areas 2
  3. 3. Vision To build a recruiting organization that delivers value to the clients, serves as a strategic capability for the company and is recognized as world-class within our industry. Collaborate to provide Proactively target industry strategic and holistic to source qualified Recruit to improve the recruiting/staffing strategy talent base of the candidates who embody that will fill positions faster, the core values of the company. improve utilization, reduce company. costs and drive revenue. Provide the highest level of Meet the hiring targets by customer service and be partnering with our clients viewed as a strategic and helping them manage advisor and recruiting candidates through the expert by our clients. recruiting lifecycle. 3
  4. 4. Trends/Predictions  Hiring will continue to be slow until the end of 2009. Layoffs will continue. Some recruiters will leave recruiting for alternative careers (much the same way they did in 2001).  More active candidates will increase workload of in - house resources due to increased volume.  With fewer recruiters, more recruiting will fall on hiring managers and HR generalists causing recruiters to be more involved in managing the process with them. 4
  5. 5. Trends/Predictions (continued)   Reduction in use of search firms (both retained and contingency) causing such firms to offer unbundled services and/or reduced fees.   In-house resources will be stretched necessitating the need to strategically outsource. RPO firms will expand, but will need to be flexible in offering unbundled and partial RPO services.   Companies more likely to wait for (and find) the “perfect” candidate due to increased supply of candidates.   Managing of contingent workforce to increase 5
  6. 6. Trends/Predictions (continued)   Salaries will remain steady, but signing bonuses will decrease   Cost per hire will re-emerge as a focus of leadership, much as it did in 2001   Candidates much less likely to relocate for positions   Employer brands will suffer due to “bad press” around lay offs and poor candidate management.   Turnover and retirement rates will decrease 6
  7. 7. Now that we understand where we are and where we are headed…what do we do about it? 7
  8. 8. Making a Case to Leadership   Create solid business case to keep recruiting budget (or mitigate cuts)   Position recruiting as strategic and not just transactional (i.e. workforce planning)   Utilize recruiting metrics to make your case (Cost Per Hire, Recruiting Efficiency Ratio, Time To Fill)   Present idea of “top grading” the organization’s talent 8
  9. 9. Workforce Planning Workforce Planning   Definition: analysis of the supply and demand of talent,   ensuring the organization has the right people in the right places at the right times allowing it to execute its business strategy. Why do a WFP?   Provides a strategic basis for human resource decisions   Links expenditures to long term goals and objectives of the   organization Links recruitment, training and development decisions to   organizational goals Addresses changes in program direction   9
  10. 10. Workforce Planning (continued)   Essential items involved in creating a WFP Top management support     Accountability of all levels/functions   A well documented, simple, and systematic approach   Components of a WFP Integration of other planning process   Workforce supply analysis   Forecasted workforce needed to achieve plans noted   above Gap analysis   Strategies to address workforce supply and gap issues   Evaluation   10
  11. 11. Recruiting with a reduced budget and reduced resources   Review your ROI on sourcing channels Identify top sourcing channels and associated costs   and focus on the most cost effective Employee referrals   Alumni/boomerangs   Social networks (LinkedIn, Facebook, MySpace, Twitter)   Recruiting at professional events   Google   Blogs   Open Houses (include candidates and clients)   Review offer turn downs and strong finalists   11
  12. 12. Recruiting with a reduced budget and reduced resources (continued)   Review contracts with agencies and attempt to get fee reductions and/or look at unbundled services   Review contracts with internet sites and attempt to renegotiate fees and/or scale back on those that do not provide adequate results. 12
  13. 13. Leveraging Recruiting in Other Areas  Utilize recruiters to help redeploy talent from low return areas to high return areas.  Have recruiters provide transition assistance to employees involved in a reduction in force  Identify skills gaps with the recruiters and recruiting organization and provide training  Utilize recruiters to train inexperienced managers in interviewing and hiring  Involve recruiting in the workforce planning process 13
  14. 14. What Questions Do You Have? 14
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