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Creating and Managing an Exclusive Supply Chain of Talent - Ryan Cook

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Talent Communities, Networks, Pipelines, Pools, Circles, Targets… plenty of buzz words but how do you put these concepts into an actionable strategy and project roadmap? Ryan Cook, Strategic …

Talent Communities, Networks, Pipelines, Pools, Circles, Targets… plenty of buzz words but how do you put these concepts into an actionable strategy and project roadmap? Ryan Cook, Strategic Recruitment Consulting Leader for LinkedIn and former Director of Global Recruitment Operations at CH2M HILL, will share a case study on how his team at CH2M HILL was meeting the challenge of building sustainable, diversified and exclusive pipelines of talent; aligned to the work force plan and business strategy. In this session, he will share what has worked, what hasn't, and how companies can accelerate their journey to create an exclusive pipeline of talent for current and future hiring needs.

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  • How large is your Talent Pool? Talent Pool is a term used to describe total available talent in the marketplace. For my former company, the pool is small and the skill sets we look for are extremely niche. Eligible candidates are certified engineers. Skills are rarely transferable between professions. In most cases, we cannot ‘up skill’ or train individuals for the roles – especially when professional engineering certifications are required. The size of your talent pool is the starting point for segmenting talent and building talent communities.
  • 38,000 companies in 41 countries. Most difficult to fill jobs are #1 Skilled Trades Workers and #2 Engineers (Specifically Mechanical and Electrical Engineers). Major impact to the firm. External data used to quantify total talent pool and need for developing supply chain of talent.
  • Study from Oxford Economics and Towers Watson shows that talent will remain scarce in the future. Two problems for the company: This map shows all professions… If this were only engineers, it would be various shades of bright red. The areas already in red are largely aligned with future growth projections.
  • CLC Recruiting has found that once they join, passive candidates are 9% higher performing and 25% more likely to stay than active candidates. Published in November 2011, page 8 of Smart Sourcingresearch brief displays how passive sourcing positively impacts candidate conversion and quality of hire.  Additionally, this graph shows that focusing on passive candidate sourcing benefits your pipeline management efficiency. The steepest drop-off within the active candidate pipeline occurs between interview and offer extension, with an interview-to-offer rate of only 26%. In contrast, the ratio for passive candidates is significantly higher, at 81%—an indication of higher quality candidates at the interview stage. Personal definition of Active/Passive: Often thought that active candidates are disgruntled employees or currently without work. It is not about whether or not an individual is employed. It is about whether or not they have the ability to make an informed decision about their next career opportunity. If they have the luxury of time to make an informed decision, it stands to reason that they will make a better decision and thereby perform better in their new role and more likely to stay in the position for a longer period of time. If, on the other hand, they are in desperation (to pay bills or to leave a current employer), they may not make the best choice. Active seekers are those who have to make a move… they are active on job boards and proactively apply to jobs. Passive candidates are harder to find and require a different, prolonged outreach effort.   
  • Exclusive supply chain of talent – not just available talent.NOTE: Not real data… used to express the value only. 2,00 hires less the 30% that are hired via ERP equals 1,400 hires per year. Assuming all of them are a result of a marketing effort and we spend 1,000,000 to attract candidates that year, we will have paid 714.28/hire. If we can reclaim just 50% of the candidates in the application funnel, we can add 700 more people to our database each year. Assuming we can convert 10% in year 1, 20% in year 2, and 30% in years 3, 4 and 5, the number of additional hires per year increases as the community size compounds over the five year period. Because the company did not spend any of the advertising dollars attracting the individual, take the number of hires X 714.28 to come up with a cost-efficiency of just over 2M in 5 years or around 400K per year. Although this wont likely result in a hard cost savings to the TA function, it will allow for investment shifts to more impactful attraction channels/methodologies. Added bonus in that the network has increased focus on passive candidates over the outmoded advertising model aimed at active seekers.
  • We knew we had a small Talent Pool of niche skillsets, that the current supply was small, that the future supply was even smaller, the current advertising outreach was reaching a point of diminishing returns, and that we needed to increase passive outreach efforts… This posed significant risk to the organization and led to the creation of a Talent Attraction Strategy.
  • Getting people to place their bets on 2-3 years from now was a challenge. Like putting money down on Roulette. You know past history but it is a gamble. Get comfortable with ambiguity and that we may be wrong… but at least directionally accurate. Quantification was tough because people couldn’t grasp the big picture of frequency and volume… they knew their areas but didn’t have line of sight into other business groups or geographies. Talent segmentation ended up being so broad as to water down the overall relevance of the community. Not sustainable because their wasn’t enough relevance to sustain long-term interest or value for the member. Top down approach resulted in large segments that were aligned to market segments… We may want to create waste water segments in the end but the trick was defining which group within that segment we should focus on or cater to their unique interests.Military was a perfect example of a cross functional area… as was program management. Could go across multiple market segments… how do you personalize in such an environment and how do you get people aligned with the most specific group for their interests?Market segments were easiest for the business group leadership to comprehend but weren't always aligned with the talent we needed within those segments. They could see the business need but not the challenges of talent scarcity within the market segments.
  • Needed to change the approach…
  • Changed approach from top-down to bottom-up.
  • Extensive research of ATS and workforce data:Which positions were taking the longest to fill?Which positions had the fewest applicants?Which positions had the highest levels of churn?4) Which positions did the recruiters report as the most difficult to fill?Identified 28 critical roles across the enterprise. Created a Critical Roles Assessment. Largely based on the data needed to market to talent segments via Facebook, LinkedIn, Google AdWords, etc…Recruiter SMEs complete the forms and we held interviews to determine FREQUENCY AND VOLUME (critical to prioritization of the roles).
  • We started with Internal Survey data of individuals within the critical role families. Needed to uncover who they were and what makes them tick. Where do they hang out? How do they interact with the internet? Are there specific geographies where there are higher concentrations of these individuals? Etc…
  • We used information from LinkedIn:To see where we were getting our talent and where we were losing it… We looked at broader Talent Pool Reports… example here for Marketing Professionals in Europe.We used information from Corporate Executive Board and others:To determine talent attraction drivers in specific geographies. And with all this information on our critical roles: The current supply, the future supply, current and future demand, alignment with WFP and business strategy, geography, psychographics, demographics of talent segments, etc… We had enough information to define which communities needed to be developed in order to create exclusive supply chains of talent aligned with the WFP and Business Strategy so that we had the best chance at creating a sustainable and diversified pipeline of talent and mitigate risk for the firm.
  • It’s like throwing a wedding reception…
  • You want to arrange the seating so that people are at tables that will get along and share common interests…Taking time to understand the audience… grouping like-minded individuals, with common/shared interests… making sure that there is a long-term need for the group… and that it aligns with the current and future needs of the business… we believe, will give the communities their best shot at success and thereby pay dividends in the end.
  • Once you have the communities defined… How do you communicate with them in order to ensure success?Need to place the ‘burden of membership’ on the company NOT the individual. SMEs within each community helps generate and share content across larger networks that align with the community. Provide content to associations, contribute to the dialogue, invite people back into the community. Keep out competitors… community should not be laced with recruiters from the competition… shouldn’t be an open network. Define the rules of the community up front and maintain tight control over members who degrade the group with bad activity. Need community managers… Sourcers will become community architects of the future… Responsible for coordinating content between Talent Acquisition and Marketing, connecting with associations and external communities, managing internal communities, encouraging dialogue and member communication, and, ultimately, identifying and connecting top candidates to opportunities within the company.
  • Transcript

    • 1. June 2013Creating Exclusive Supply Chains of Talent
    • 2. 3
    • 3. Current Scarcity of Talent2012 Talent Shortage Survey, ManpowerGroup. 38,000 employers in 41 countries.“At the global level, vacancies for skilled trades workers top the list of the most difficult positionsto fill.”“The second most in-demand category is engineering staff: Mechanical, electrical and civilengineers are most often identified in short supply by employers.”
    • 4. Global Talent Scarcity 2021
    • 5. TOP-DOWN APPROACH12Difficulty thinking „future state.‟Quantification was hard.Talent segmentation was too broad.What to do with cross-functional areas?Market Segments vs. Talent Segments.Holes in Plan
    • 6. CLC Data & LinkedIn Talent Pool ReportsMarketing Professionals - Europe
    • 7. 19
    • 8. Creating Community 75-80% NON-JOB RELATED! Employee SME and Member generated content Procured content to enrich community Aimed toward starting conversations Relevant to communities Symbiotic relationship with external communities Share whitepapers and thought leadershipTEST: People remain in the community because membershipprovides intrinsic value to the member and elevates their individualworth regardless of current employment status.
    • 9. Questions?
    • 10. LinkedIn Confidential ©2013 All Rights Reserved

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