Talent Acquisition Systems in 2010: The Game Has Changed, Have You?
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Talent Acquisition Systems in 2010: The Game Has Changed, Have You?

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Talent Acquisition Systems in 2010: The Game Has Changed, Have You? Talent Acquisition Systems in 2010: The Game Has Changed, Have You? Presentation Transcript

  • Talent Acquisition Systems in 2010: The Game Has Changed, Have You? May 19, 2010 Presented by: Madeline Laurano Bersin & Associates Copyright © 2009 Bersin & Associates. All rights reserved.
  • About Us   Who We Are •  Bersin & Associates is an industry research and advisory services company dedicated to helping organizations implement enterprise learning and talent management strategies for business performance improvement.   Research Areas •  Enterprise Learning •  Learning Technology •  Informal Learning •  Leadership Development •  Performance Management •  Career and Succession Management •  Workforce Planning •  Sourcing and Recruiting •  Talent Management Systems •  Talent Strategy   Offerings •  In-Depth Studies and Reports •  Research Memberships •  Advisory Consulting •  Benchmarking •  Workshops Copyright © 2009 Bersin & Associates. All rights reserved. Page 2
  • Agenda   Current State of Talent Acquisition   Evolution of Talent Acquisition Systems   Key Findings   Market Trends   Innovation   Cases In Point   Predictions Copyright © 2009 Bersin & Associates. All rights reserved. Page 3
  • Macro Issues Changing Demographics Global Competition for Skilled Workers B&A Talent Watch Research - Fall 2009 •  64% cite “gaps in the leadership pipeline” as a top talent challenge •  42% cite “skill gaps in critical roles” as a top challenge Copyright © 2009 Bersin & Associates. All rights reserved. Page 4
  • Current State of Talent Acquisition Challenges Strategic Responses Unemployment at a 26-year high, many Prepare for hiring surge as job market key positions eliminated heats up Applicant résumé overload with high- and Invest in technology, job matching and low-quality candidates interview management Need for high-volume recruitment Turnover of 70% to 200% in many solutions, interview management, industries (e.g., retail, construction) employee engagement Need to maintain talent pipelines and keep Implement CRM solutions, social senior leadership talent networking, alumni programs Hiring freezes, employment furloughs, Upgrade dynamic workforce planning layoffs to cut costs through new tools and systems Source: “Talent Acquisition Systems,” Bersin & Associates, 2009. Figure 9 Copyright © 2009 Bersin & Associates. All rights reserved. Page 5
  • Workforce Readiness to Change Copyright © 2009 Bersin & Associates. All rights reserved. Page 6
  • Talent Acquisition System Market Growth Steady Growth 10% Source: “Talent Acquisition Systems,” Bersin & Associates, 2009. Figure 22 Copyright © 2009 Bersin & Associates. All rights reserved. Page 7
  • Planning to Invest in a TAS? Over 80% plan to invest this year Copyright © 2009 Bersin & Associates. All rights reserved. Page 8
  • Leading Talent Acquisition Systems Talent Acquisition Systems: A system for identifying, attracting, and onboarding top talent to efficiently and effectively meet dynamic business needs. Keys to success: 1. Efficiency (sourcing and assessing-cost and speed per hire) 2. Effectiveness (hiring quality of hire) 3. Productivity (onboarding) 4. Responsiveness (contact management) 5. Business-integrated (workforce planning) Copyright © 2009 Bersin & Associates. All rights reserved. Page 9
  • Evolution of Talent Acquisition Systems Recruiter and Candidate View 2009-2010 Recruiter View Web 2.0 Late 1990s- 2000s SEO Cloud Web-Based Video SaaS Early 1990s Corporate Career Sites Client-Server Integration Résumé Processing Late 1980s Résumé Scanning Search Technology PC-Based Business MS-DOS Based Applicant Tracking Impact Source: “Talent Acquisition Systems,” Bersin & Associates, 2009. Figure 6 Copyright © 2009 Bersin & Associates. All rights reserved. Page 10
  • High-Impact Talent Management Framework Talent Strategy & Business Alignment  Talent Planning Process & Engagement Integration Talent Systems Change Talent Measures Solution Design Strategy Strategy Strategy Management and Targets Diversity Planning Workforce Planning  Enterprise Skill Gap Assessment Critical Talent Assessment Talent Forecasting Scenario Planning Talent Segmentation Critical Role Identification Repor.ng & Analy.cs Talent    Leadership &   Leadership Development Executive Education HIPO Identification Talent Reviews Total   Succession  Talent Profiles Talent Pool Management Governance  Acquisi.on  Assessment & Calibration Talent Mobility Rewards  Sourcing Candidate Pools Assessment Career   Employee Brand Career Planning Skill Transferability Job-Fit Assessment Rewards & Recognition Employer Brand Recruiting Management   Professional & Management Tracks Career Development Coaching/Mentoring Talent Mobility Pay for Performance Benefits for Talent Development Selection Experiences Bench Strength Assessment Onboarding Talent Mobility Performance    Goal Alignment Skill Gap Analysis Performance Evaluation Performance Calibration Management   Coaching   Development Planning Performance-Based Pay Learning Strategy Learning Content Audience Analysis Learning Programs Learning & Capability Development  Learning Architecture Knowledge Management Formal & Informal Approaches Measurement & Evaluation Capability & Competency Management  Job Profiles Competencies Behaviors Experiences Skills People Resources & Org Structure Communications Talent Infrastructure  Process Design & Mapping Talent Systems Copyright © 2009 Bersin & Associates. All rights reserved. Page 11
  • Integrated Talent Acquisition Talent Strategy & Planning Employer Branding Performance Management Sourcing Screening Hiring Onboarding & Assessment Goal Setting Sourcing Tools Cascading Goals Phone sourcing Background Checking Self-Assessment Internet Sourcing Interview Scheduling Forms Management Selection Tools Manager Assessment Resume Sourcing Offer Letter Generation Tasks Management Assessment Tools 360 Assessment Job posting Candidate Experience Socialization I/O Psychologists Development Planning Career Websites Communication Competency Assessment Employee Referral Alumni Programs Contact Management Technology, Reporting, and Analytics Copyright © 2009 Bersin & Associates. All rights reserved. Page 12
  • Purchasing Decisions for Talent Management Suites Copyright © 2009 Bersin & Associates. All rights reserved. Page 13
  • TAS Market Trends   Replacing the Resume •  Job-Matching •  Video •  Social Networking   Future of Job Boards   Recruitment Advertising   Sourcing Tools   Screening & Assessments   Quality of Hire   Globalization   Complementary Services   Market Consolidation Copyright © 2009 Bersin & Associates. All rights reserved. Page 14
  • Key Players in the TAS Market Copyright © 2009 Bersin & Associates. All rights reserved. Page 15
  • Key Findings   Today’s Talent Acquisition System providers are responding to today’s market by offering more innovation in advanced features and strategic partnerships.   Organizations need to consider integrating their talent acquisition system with their HRMS and third-party recruitment providers during the implementation stages.   Contact Management needs to be a priority when considering talent acquisition. Copyright © 2009 Bersin & Associates. All rights reserved. Page 16
  • Key Findings   Global support needs to encompass more than multi- lingual configuration including compliance to local regulations, currency and time zone support.   Market churn is a constant in today’s talent acquisition marketplace.   Solution providers are experiencing an up-tick in customers from high-volume industries such as Retail and Hospitality.   Customers are demanding more Web2.0 capabilities and social networking integration from their talent acquisition providers. Copyright © 2009 Bersin & Associates. All rights reserved. Page 17
  • TAS Market Consolidation 2006 2007 2008 Peopleclick/ Authoria Stepstone Source: “Talent Acquisition Systems,” Bersin & Associates, 2009. Figure 21 Copyright © 2009 Bersin & Associates. All rights reserved. Page 18
  • Social Networking Talent Acquisition Systems Competition Traditional ATS Video Copyright © 2009 Bersin & Associates. All rights reserved. Page 19
  • Traditional Solution Providers Talent Segments Talent Processes Copyright © 2009 Bersin & Associates. All rights reserved. Page 20
  • Innovative Solution Providers Talent Segments Talent Processes Copyright © 2009 Bersin & Associates. All rights reserved. Page 21
  • Demand for Web 2.0 Capabilities Source: “Talent Acquisition Systems,” Bersin & Associates, 2009. Figure 3 Copyright © 2009 Bersin & Associates. All rights reserved. Page 22
  • What’s the Buzz? Interactivity Connectivity   Blogs Accountability   Micro-blogs   Video   Chat   Instant Messaging   Polling Building online communities of people who share interests and/ or activities, or who are interested in exploring the interests and activities of others. Copyright © 2009 Bersin & Associates. All rights reserved. Page 23
  • Social Networking…Who’s Who…. General Social Networking International Social Networking •  Plaxo •  Bebo •  MySpace •  Orkut •  Jigsaw •  Hi5 •  Yahoo Groups •  Live Journal •  Google Groups •  Skyblog Social Networking Aggregators Social Networking Niche Sites •  Pipl •  ERE Media •  Spock •  Recruiting Blogs •  Wink •  Talent Bar •  Ziki •  Recruiter Earth •  Spokeo Copyright © 2009 Bersin & Associates. All rights reserved. Page 24
  • Twitter…At a Glance Copyright © 2009 Bersin & Associates. All rights reserved. Page 25
  • Gen Y…TMI????? Thirty-four percent of companies stated that they would still consider a candidate with inappropriate language, behavior and references to alcohol, drugs and sex on their social networking sites -ERE Media Research 5/2008 Copyright © 2009 Bersin & Associates. All rights reserved. Page 26
  • Recommendations to Buyers   Price   User Experience   Heritage   Delivery Models   Domain Experience   Customer References   Staying Power   Innovation   Technology Infrastructure   Company Culture Copyright © 2009 Bersin & Associates. All rights reserved. Page 27
  • Pricing Copyright © 2009 Bersin & Associates. All rights reserved. Page 28
  • Improved User Experience Features •  Job Carts •  RSS Feeds •  Quick Links •  Video •  Embedded Analytics •  Mouseovers •  Job Agents •  Pictures •  Wizards •  Dashboards •  “Drag and Drop” Configurability •  “Send to a Friend” •  “Point and Click” •  Collaboration •  Personalized Icons •  Web 2.0 Features •  Google Map Integration •  Logos and Corporate Branding •  “Save to Favorites” •  Organizational Charts •  Adjust Text Size •  Side-by-Side Comparisons Source: “Talent Acquisition Systems,” Bersin & Associates, 2009. Figure 35 Copyright © 2009 Bersin & Associates. All rights reserved. Page 29
  • How Important is the User Experience? Copyright © 2009 Bersin & Associates. All rights reserved. Page 30
  • Leaders in User Experience Copyright © 2009 Bersin & Associates. All rights reserved. Page 31
  • Consider the Heritage of Your Provider Copyright © 2009 Bersin & Associates. All rights reserved. Page 32
  • Copyright © 2009 Bersin & Associates. All rights reserved. Page 33
  • Aetna’s Process of Narrowing the Field   Define Business Requirements   Engage Procurement   Short List Creation   Distribute RFP   Field Questions   Rate Providers Based on RFP   Scripted Demo   Onsite Demo   Score Providers   Engage Procurement   Final Review Copyright © 2009 Bersin & Associates. All rights reserved. Page 34
  • Best Practices in Implementation Copyright © 2009 Bersin & Associates. All rights reserved. Page 35
  • Aetna’s Implementation Process   Engage Project Team   Requirements   Design   Development   Testing   Change Management   Training   Conversion   Go Live   Vendor Management Copyright © 2009 Bersin & Associates. All rights reserved. Page 36
  • Implementation Challenges Source: “Talent Acquisition Systems,” Bersin & Associates, 2009. Figure 54 Copyright © 2009 Bersin & Associates. All rights reserved. Page 37
  • Global Implementation Copyright © 2009 Bersin & Associates. All rights reserved. Page 38
  • Cases-In-Point Copyright © 2009 Bersin & Associates. All rights reserved. Page 39
  • Job Social Boards Media Cost High-cost Free Search Solid Limited Search Search Engines Interface Network Follow-up Less phone Effort calls and emails Target Active Active Audience and Passive Copyright © 2009 Bersin & Associates. All rights reserved. Page 40
  • Sourcing: Hyatt Copyright © 2009 Bersin & Associates. All rights reserved. Page 41
  • Sourcing: Hyatt Copyright © 2009 Bersin & Associates. All rights reserved. Page 42
  • Screening & Assessing: GSK Copyright © 2009 Bersin & Associates. All rights reserved. Page 43
  • Linda Marcus Copyright © 2009 Bersin & Associates. All rights reserved. Page 44 © 2010 PeopleAnswers, Inc.— Proprietary and Confidential Information
  • Predictions   Demand for Innovation will Continue   Social Networking Continues to Grow   More Consolidation   General Job boards Decreased Traffic   New Technology Choices   Next Generation TAS Copyright © 2009 Bersin & Associates. All rights reserved. Page 45
  • Questions? Madeline.Laurano@bersin.com (617) 367-1560 www.bersin.com Copyright © 2009 Bersin & Associates. All rights reserved. Page 46