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Sourcing Great Candidates: Quick and Effective Tactics for Improving Your Candidate Pipeline
 

Sourcing Great Candidates: Quick and Effective Tactics for Improving Your Candidate Pipeline

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Donna Weiss\'s presentation from the ERE Expo 2008 Fall.

Donna Weiss\'s presentation from the ERE Expo 2008 Fall.

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    Sourcing Great Candidates: Quick and Effective Tactics for Improving Your Candidate Pipeline Sourcing Great Candidates: Quick and Effective Tactics for Improving Your Candidate Pipeline Presentation Transcript

    • Sourcing Great Candidates: Improving Your Candidate Pipeline Recruiting Roundtable Presentation ERE Expo October 30, 2008
    • AGENDA Source: Recruiting Roundtable research. The Business Case for Pipeline Building The “Who, What, When” of Proactive Outreach Tapping into Warm Leads
    • State of the Union High quality talent is still hard to find “ Even with all the tools and resources out there, we still can’t seem to find the talent we need.” Vice President, Talent Acquisition Consumer Products Company 1 Quality of hire has been indexed to 100 points based on their respective values as of Q2 2007. Data from the Roundtable’s Recruiting Executive Dashboard TM . Source: Recruiting Roundtable research.
    • A Tougher Job Sourcing the right candidates is only getting harder given the realities our organizations face Source: Recruiting Roundtable research.
    • Surveying the Global Landscape Primary research reveals variation in the active-passive continuum Source: Recruiting Roundtable research.
    • Our Survey Method We surveyed more than 58,000 employees to understand what drives their interest in pursuing another job Source: Recruiting Roundtable research.
    • Source: Recruiting Roundtable research. The Business Case for Pipeline Building The “Who, What, When” of Proactive Outreach Tapping into Warm Leads
    • Casting a Wider Net Roundtable analysis reveals a surprising spectrum of job-search behaviors In the labor market Source: Recruiting Roundtable research.
    • Passive = (Somewhat) Higher Performance On average, passive candidates perform slightly better than active candidates Source: Recruiting Roundtable research.
    • Passive = (Significantly) More Likely to Stay Candidates who were more passive in their job search are more likely to stay at their new organizations Source: Recruiting Roundtable research.
    • The Real Payoff: Less Competition The more passive the candidate, the fewer competitors for talent Source: Recruiting Roundtable research.
    • More Than We Thought Roundtable analysis reveals that a substantial percentage of the labor market has been proactively targeted Source: Recruiting Roundtable research.
    • Source: Recruiting Roundtable research. The Business Case for Pipeline Building The “Who, What, When” of Proactive Outreach Tapping into Warm Leads
    • Passive ≠ Unreceptive Passive candidates are surprising willing to learn about potential job opportunities Source: Recruiting Roundtable research.
    • Questions to Consider Proactive outreach can be intimidating without a well-defined strategy Source: Recruiting Roundtable research.
    • Making Contact A number of factors can dramatically affect the chances of getting someone interested Source: Recruiting Roundtable research.
    • Familiarity Breeds Interest Organizational characteristics are the most important driver of candidate interest Source: Recruiting Roundtable research.
    • What Potential Candidates are Looking For Lead with messages focused on opportunity Source: Recruiting Roundtable research.
    • Crafting an Outreach Message Be prepared for the outreach conversation Source: Recruiting Roundtable research.
    • Bad News Drives Interest Take advantage of events at competing organizations to drive candidate interest Source: Recruiting Roundtable research.
    • It’s Not Who They Are But What They Know It’s less important who conducts outreach than their level of job knowledge Source: Recruiting Roundtable research.
    • Many Places to Mine (and Track) Data Note: the Roundtable does not endorse any vendors. Information above only represents a sample of vendors offering services at the time of our research. The list above is for informational purposes only. Corporate Executive Board expressly disclaims all warranties, express or implied of fitness of this research for a particular purpose. Source: Recruiting Roundtable research.
    • It Is Already Happening Across all levels in the organization, employees are maintaining relationships with recruiters at other organizations Source: Recruiting Roundtable research.
    • Home Is Where the Job Is Prospective candidates are receptive to contact about other job opportunities, and prefer that contact be made at home Source: Recruiting Roundtable research.
    • “ Personal Touches” Keep Candidates Warm Passive candidates generally prefer phone-based outreach, but are open to other channels of communication Source: Recruiting Roundtable research.
    • On the Question of “Who…” Passive candidates indifferent between ongoing contact from the recruiter or hiring manager Source: Recruiting Roundtable research.
    • Key Takeaways - Crafting your Initial Pitch Put the message at the intersection of the position and candidate interest Source: Recruiting Roundtable research.
    • Source: Recruiting Roundtable research. The Business Case for Pipeline Building The “Who, What, When” of Proactive Outreach Tapping into Warm Leads
    • A Matter of Trust Current employees are the most trusted source for information about jobs Source: Recruiting Roundtable research.
    • Employee Referrals v1.0 vs. v2.0 Dramatic differences exist between traditional and progressive employee referral programs Source: Recruiting Roundtable research.
    • Casting a Wide (Enough) Net? Only one-quarter of employees recommend their organization, and barely one in ten hiring managers frequently submit referrals Source: Recruiting Roundtable research.
    • Referral Challenges: Volume & Quality Organizations may find volume and/or quality to be an issue Source: Recruiting Roundtable research.
    • Why Referrals Often Fall Short Employees either don’t know how (or who) to refer or may become frustrated with the process Source: Recruiting Roundtable research.
    • New Hire Coaching Ensure new hires are introduced to the organization’s referral process early on Source: Recruiting Roundtable research.
    • Increasing Visibility to Drive Repeat Usage Having a clear process helps employees feel confident enough to refer again Source: Recruiting Roundtable research.
    • Post – Referral Debrief Provide feedback to employees to encourage future referrals Source: Recruiting Roundtable research.
    • Communication Failures Provide candidates (who can become silver medalists) with accurate information during the process Source: Recruiting Roundtable research. “ The day-to-day mechanics of my role were not explained well before I took the job. If the position were described accurately, I probably wouldn’t have taken the role.” Anonymous Quote from New Hire, 2008 Talent Selection Survey
    • Tell and Show Two primary ways to inflect the candidate’s decision about the organization Source: Recruiting Roundtable research.
    • Tell it Like it Is Reinforce the accuracy and completeness of information provided to candidates so silver medalists will want to stay in contact with you Source: Recruiting Roundtable research.
    • Candidate Touch Point Worksheet Identify “hidden” candidate experiences to enhance holistic candidate care and ensure silver medalists will maintain a relationship Source: Recruiting Roundtable research.
    • Key Takeaways – Tapping into Warm Leads Source: Recruiting Roundtable research.
      • Referral programs are often under-utilized
      • as a source of candidate pipelines
      • Be clear with employees about how
      • they can help – clarity on the process as
      • well as on what you are looking for
      • will help
      • Don’t damage your potential future
      • “ silver medalist” leads with poor
      • candidate care – make sure you provide
      • accurate information and a positive
      • experience to ensure the potential future
      • leads will stay in touch
      Key Concepts
      • Ask for leads in every interaction with staff
      • Increase visibility by ensuring the referral
      • process is clearly articulated and coach staff
      • on methods to enhance the volume of high
      • quality referrals
      • Ensure quality information is provided to
      • candidates and map the hidden candidate
      • touch points (and work to address any issues)
      Implementation Tactics
    • Summary
      • Conclusion #1: Complexities in the job of a recruiter/sourcer
      • today make the business case for more proactive outreach even more critical
      • Conclusion #2: Craft your “pitch” accordingly
              • Organizational factors play a key role in driving candidate interest
              • Lead with messages about opportunity
              • Monitor events at other organizations
              • Make sure the person conducting the outreach is knowledgeable
              • about the position
      • Conclusion #3: Rethink ways to leverage current employees for
      • referrals and other warm leads
      • Conclusion #4: Don’t ignore candidate care – the hiring
      • experience matters when it comes to pipeline
      • building
      Source: Recruiting Roundtable research.
    • Questions? Donna L. Weiss Recruiting Roundtable, Senior Director 571-303-6646 [email_address]
    • Leveraging Warm Leads Self-Diagnostic Source: Recruiting Roundtable research.
    • Reaching Deeper Into the Labor Market Self-Diagnostic Source: Recruiting Roundtable research.
    • Cultivating Relationships Over Time Self-Diagnostic Source: Recruiting Roundtable research.