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Talent Acquisition Systems 2009:  Update on Trends/Best Practices
Agenda <ul><li>Recent Market Trends </li></ul><ul><li>Where can we go from here? </li></ul>
4 Key Trends in Talent Market <ul><li>Aging workforce </li></ul><ul><ul><li>What percent of your workforce is retirement e...
Recent Technology Market Trends <ul><li>Consolidation </li></ul><ul><li>Talent Management Suites </li></ul><ul><li>New nic...
Integrated Talent Management Suite Vision
Doesn’t the integrated suite already exist? <ul><li>Major ERP systems have modules that address all or most of these funct...
Who will win the race? <ul><li>I don’t know…. </li></ul><ul><li>But there are some key dynamics that will shape the race: ...
Market Evolution <ul><li>Build </li></ul><ul><ul><li>Organic development </li></ul></ul><ul><ul><li>Tight integration </li...
The Evolving Market Landscape <ul><li>Applicant Tracking Focus </li></ul><ul><ul><li>ADP/Virtual Edge </li></ul></ul><ul><...
Where do we go from here? <ul><li>Our industry has been working very hard at becoming more and more efficient…… </li></ul>...
The Fish Net Method
Whale Watching <ul><li>More aggressive recruiting tactics are being used in the corporate environment </li></ul><ul><li>So...
Manager Involvement in the Process <ul><li>Movement toward manager self service </li></ul><ul><li>Goal is to establish acc...
Stepping up to the challenge <ul><li>Rather than attempting to improve the filtering process to increase the quality of th...
Building a Manager’s Network <ul><li>Manager’s should be engaged in maintaining a network of talent </li></ul><ul><li>True...
New Role for Talent Acquisition <ul><li>Become a Talent Coach </li></ul><ul><li>Assist the Hiring Manager in developing an...
Establishing New Role for Talent Acquisition <ul><li>Step I </li></ul><ul><ul><li>Identify Managers who will be hiring cri...
Taking it to the next level <ul><li>It is widely accepted that the stronger the network the better results </li></ul><ul><...
Network Analysis Closed Network Open Network Group 1 Group 2 Group 3 Group 4
Filling structural holes Group 1 Group 2 Group 3 Group 4
Position in Network The McKinsey Quarterly:  Harnessing the power of informal employee networks, 2007
A Possibility <ul><li>By applying the measures of network analysis to the social networks of our recruiting staff and hiri...
Visualizing The Network
Visualizing The Network
Some Other Tools to Consider <ul><li>There is niche market evolving for functionality that sits on top of, or outside of y...
Jobs2Web
Jobs2Web
Jobs2Web
Jobs2Web
Climber
Climber
Climber
Climber
Ning
Ning
Ning
Ning
Recruit2Mobile <ul><li>SMS Text Advertising </li></ul><ul><li>Mobile Website </li></ul><ul><li>Applicability: </li></ul><u...
Private Talent Community Portal CRM ATS
TNG Technology Optimization Model <ul><li>Critical Success Factors </li></ul><ul><ul><li>Technical Infrastructure </li></u...
Thank you! <ul><li>[email_address] </li></ul>
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Talent Acquisition Systems - An Update on Trends and Best Practices in 2009

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ERE Webinar from 3/25/2009, presented by Ed Newman.

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Transcript of "Talent Acquisition Systems - An Update on Trends and Best Practices in 2009"

  1. 1. Talent Acquisition Systems 2009: Update on Trends/Best Practices
  2. 2. Agenda <ul><li>Recent Market Trends </li></ul><ul><li>Where can we go from here? </li></ul>
  3. 3. 4 Key Trends in Talent Market <ul><li>Aging workforce </li></ul><ul><ul><li>What percent of your workforce is retirement eligible? </li></ul></ul><ul><li>Shifting demographics </li></ul><ul><ul><li>Are you prepared for the multi-generational needs? </li></ul></ul><ul><li>Globalization </li></ul><ul><ul><li>How will you innovate and change the way work is done to leverage talent from around the world </li></ul></ul><ul><li>Technology </li></ul><ul><ul><li>Text/instant messaging, Social networking is connecting people with no boundaries. Do you Twit? </li></ul></ul>
  4. 4. Recent Technology Market Trends <ul><li>Consolidation </li></ul><ul><li>Talent Management Suites </li></ul><ul><li>New niche products </li></ul>
  5. 5. Integrated Talent Management Suite Vision
  6. 6. Doesn’t the integrated suite already exist? <ul><li>Major ERP systems have modules that address all or most of these functional areas </li></ul><ul><li>Specialty vendors have gained market share by developing deeper functionality with more flexibility </li></ul><ul><li>“For any given module of our ERP, there will always be a specialty product that will be better” </li></ul><ul><li>Battles are raging between the functional groups and IT </li></ul><ul><li>Niche vendors are scrambling to build the suite </li></ul><ul><li>Who will win the race? </li></ul>
  7. 7. Who will win the race? <ul><li>I don’t know…. </li></ul><ul><li>But there are some key dynamics that will shape the race: </li></ul><ul><ul><li>Depth of functionality </li></ul></ul><ul><ul><li>Breadth of the platform </li></ul></ul><ul><ul><li>Integration of process </li></ul></ul><ul><ul><li>Buyer decision-making process </li></ul></ul><ul><li>It will be difficult to be deep enough in each area </li></ul><ul><li>As vendors broaden the footprint, we may see further proliferation </li></ul>
  8. 8. Market Evolution <ul><li>Build </li></ul><ul><ul><li>Organic development </li></ul></ul><ul><ul><li>Tight integration </li></ul></ul><ul><ul><li>Look & Feel </li></ul></ul><ul><ul><li>Drain on resources </li></ul></ul><ul><ul><li>Slower to market </li></ul></ul><ul><ul><li>Not as deep </li></ul></ul><ul><li>Buy </li></ul><ul><ul><li>Quicker to market </li></ul></ul><ul><ul><li>Deeper in functionality </li></ul></ul><ul><ul><li>Customer base </li></ul></ul><ul><ul><li>Integration challenges </li></ul></ul><ul><ul><li>Potential re-write </li></ul></ul><ul><ul><li>Support challenges </li></ul></ul>
  9. 9. The Evolving Market Landscape <ul><li>Applicant Tracking Focus </li></ul><ul><ul><li>ADP/Virtual Edge </li></ul></ul><ul><ul><li>Kenexa/Brassring </li></ul></ul><ul><ul><li>Taleo/Vurv </li></ul></ul><ul><ul><li>Peopleclick </li></ul></ul><ul><li>Talent Management Focus </li></ul><ul><ul><li>Cornerstone </li></ul></ul><ul><ul><li>Halogen </li></ul></ul><ul><ul><li>Plateau </li></ul></ul><ul><ul><li>SuccessFactors </li></ul></ul><ul><ul><li>SumTotal </li></ul></ul><ul><li>Talent Management Suite </li></ul><ul><ul><li>Authoria </li></ul></ul><ul><ul><li>HRSmart </li></ul></ul><ul><ul><li>Kenexa </li></ul></ul><ul><ul><li>SuccessFactors </li></ul></ul><ul><ul><li>Taleo </li></ul></ul><ul><li>CRM </li></ul><ul><ul><li>AIRS Sourcepoint </li></ul></ul><ul><ul><li>Salesforce.com </li></ul></ul><ul><li>Workforce Planning/Analytics </li></ul><ul><ul><li>Aruspex </li></ul></ul><ul><ul><li>Doublestar </li></ul></ul><ul><ul><li>InfoHRM </li></ul></ul><ul><ul><li>Vemo </li></ul></ul><ul><li>Reference Checking </li></ul><ul><ul><li>Checkster </li></ul></ul><ul><ul><li>SkillSurvey </li></ul></ul><ul><li>Search Engine Optimization </li></ul><ul><ul><li>Jobs2Web </li></ul></ul><ul><ul><li>SEO4Jobs </li></ul></ul><ul><li>Talent Exchanges </li></ul><ul><ul><li>Bounty Jobs </li></ul></ul><ul><ul><li>Talent Maze </li></ul></ul><ul><li>Hybrid Niche </li></ul><ul><ul><li>Climber.com </li></ul></ul><ul><ul><li>Recruit2Mobile </li></ul></ul>
  10. 10. Where do we go from here? <ul><li>Our industry has been working very hard at becoming more and more efficient…… </li></ul><ul><li>…………at being reactive </li></ul>
  11. 11. The Fish Net Method
  12. 12. Whale Watching <ul><li>More aggressive recruiting tactics are being used in the corporate environment </li></ul><ul><li>Sometimes referred to as predatory recruiting </li></ul><ul><li>Poaching </li></ul><ul><li>There is no value exchange, only taking </li></ul><ul><li>This is not a sustainable form of networking </li></ul>
  13. 13. Manager Involvement in the Process <ul><li>Movement toward manager self service </li></ul><ul><li>Goal is to establish accountability for hiring </li></ul><ul><li>In what part of the hiring process do we really want the manager to be engaged? </li></ul>Once you finish entering those requisitions, HR said we should have at least five top quality candidates to talk to in just 4 weeks!
  14. 14. Stepping up to the challenge <ul><li>Rather than attempting to improve the filtering process to increase the quality of the output </li></ul><ul><li>We should focus on putting higher quality candidates into the funnel </li></ul><ul><li>How? </li></ul>
  15. 15. Building a Manager’s Network <ul><li>Manager’s should be engaged in maintaining a network of talent </li></ul><ul><li>True networking is not aggressive </li></ul><ul><li>It is about establishing and leveraging relationships </li></ul><ul><li>There is value exchange in a relationship </li></ul><ul><li>A value based network becomes a sustainable source </li></ul>
  16. 16. New Role for Talent Acquisition <ul><li>Become a Talent Coach </li></ul><ul><li>Assist the Hiring Manager in developing and maintaining a network of enough people to hire from (20 – 35). </li></ul><ul><ul><li>Identify prospects to be introduced to the Manager’s network (avoid the old boy network) </li></ul></ul><ul><ul><li>Provide the tools for managing the Network (e.g. LinkedIn, Salesforce.com, etc.) </li></ul></ul><ul><ul><li>Attend industry events with the Manager and organize social events </li></ul></ul><ul><ul><li>Assist the manager maintain periodic, systematic communication with network members </li></ul></ul><ul><li>Create a Talent minded culture </li></ul>
  17. 17. Establishing New Role for Talent Acquisition <ul><li>Step I </li></ul><ul><ul><li>Identify Managers who will be hiring critical talent </li></ul></ul><ul><ul><li>Determine the number of networks to be established and relative size requirements based on hiring goals, and demographics </li></ul></ul><ul><ul><li>Establish criteria for inviting participants to the network </li></ul></ul><ul><ul><li>Educate managers on networking basics and protocol </li></ul></ul><ul><li>Step II </li></ul><ul><ul><li>Interview leaders who already operate as talent scouts </li></ul></ul><ul><ul><li>Determine the tools to be used for managing the information </li></ul></ul><ul><ul><li>Identify opportunities to provide relevant and meaningful content to participants (news letters, press release, CE opportunities) </li></ul></ul><ul><ul><li>Develop a calendar of events (trade shows, ball games, association meetings, etc.) </li></ul></ul><ul><li>Step III </li></ul><ul><ul><li>Establish goals for network production, number of hires and number of referrals </li></ul></ul><ul><ul><li>Identify method for data to be captured –different than source of hire </li></ul></ul><ul><ul><li>Monitor results and make adjustments </li></ul></ul>
  18. 18. Taking it to the next level <ul><li>It is widely accepted that the stronger the network the better results </li></ul><ul><li>How do we measure the strength of a person’s network today? </li></ul><ul><li>What if we apply Network Theory? </li></ul>
  19. 19. Network Analysis Closed Network Open Network Group 1 Group 2 Group 3 Group 4
  20. 20. Filling structural holes Group 1 Group 2 Group 3 Group 4
  21. 21. Position in Network The McKinsey Quarterly: Harnessing the power of informal employee networks, 2007
  22. 22. A Possibility <ul><li>By applying the measures of network analysis to the social networks of our recruiting staff and hiring managers, we can: </li></ul><ul><ul><li>Identify gaps, structural holes </li></ul></ul><ul><ul><li>Establish specific targets for hiring to fill structural holes </li></ul></ul><ul><ul><li>Identify internal resources in key positions in the network to develop retention and succession strategies </li></ul></ul><ul><ul><li>Assess the value of the overall network and create a new metric for the dashboard – “Recruiting Capital” </li></ul></ul><ul><ul><li>Assign goals and objectives to the team to increase the Recruiting Capital of the network </li></ul></ul>
  23. 23. Visualizing The Network
  24. 24. Visualizing The Network
  25. 25. Some Other Tools to Consider <ul><li>There is niche market evolving for functionality that sits on top of, or outside of your traditional Career Site that can provide more interactive functionality for your candidate contacts. </li></ul><ul><li>Micro-sites; Talent Communities </li></ul><ul><li>Here are just a few examples: </li></ul><ul><ul><li>Jobs2Web </li></ul></ul><ul><ul><li>Climber.com </li></ul></ul><ul><ul><li>Ning </li></ul></ul><ul><ul><li>Recruit2Mobile </li></ul></ul>
  26. 26. Jobs2Web
  27. 27. Jobs2Web
  28. 28. Jobs2Web
  29. 29. Jobs2Web
  30. 30. Climber
  31. 31. Climber
  32. 32. Climber
  33. 33. Climber
  34. 34. Ning
  35. 35. Ning
  36. 36. Ning
  37. 37. Ning
  38. 38. Recruit2Mobile <ul><li>SMS Text Advertising </li></ul><ul><li>Mobile Website </li></ul><ul><li>Applicability: </li></ul><ul><ul><li>Hourly/Retail </li></ul></ul><ul><ul><li>Campus </li></ul></ul><ul><ul><li>GenY/Millennials </li></ul></ul>
  39. 39. Private Talent Community Portal CRM ATS
  40. 40. TNG Technology Optimization Model <ul><li>Critical Success Factors </li></ul><ul><ul><li>Technical Infrastructure </li></ul></ul><ul><ul><li>Process Alignment </li></ul></ul><ul><ul><li>Information Management </li></ul></ul><ul><ul><li>Change Management </li></ul></ul><ul><ul><li>Operational Support </li></ul></ul><ul><li>Operational support is core </li></ul><ul><li>Continuous cycle </li></ul>
  41. 41. Thank you! <ul><li>[email_address] </li></ul>
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