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Insight Driven - Candidate Sourcing Unbundled
Insight Driven - Candidate Sourcing Unbundled
Insight Driven - Candidate Sourcing Unbundled
Insight Driven - Candidate Sourcing Unbundled
Insight Driven - Candidate Sourcing Unbundled
Insight Driven - Candidate Sourcing Unbundled
Insight Driven - Candidate Sourcing Unbundled
Insight Driven - Candidate Sourcing Unbundled
Insight Driven - Candidate Sourcing Unbundled
Insight Driven - Candidate Sourcing Unbundled
Insight Driven - Candidate Sourcing Unbundled
Insight Driven - Candidate Sourcing Unbundled
Insight Driven - Candidate Sourcing Unbundled
Insight Driven - Candidate Sourcing Unbundled
Insight Driven - Candidate Sourcing Unbundled
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Insight Driven - Candidate Sourcing Unbundled

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Insight Driven’s overview of Candidate Sourcing, in relation to senior-level recruitment.

Insight Driven’s overview of Candidate Sourcing, in relation to senior-level recruitment.

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  • 1. Strategic People Management & Talent Acquisition.These Slides are best viewed in PowerPoint slideshow mode. If you are viewing this in Slideshow mode, please use the “up” and “down” arrows on your keyboard, or left-clicks using your mouse, to proceed through this material. Press “Esc” at any time to exit. 1
  • 2. The following material on the subject of Key Talent Candidate Sourcing is entirely original and is our own work.It is based on our own practical experience as practitioners and consultants. Strategic People Management & Talent Acquisition. 2
  • 3. The Key Talent Candidate Sourcing Challenge It is important for an Organisation to understand the Candidate Sourcing Challenge, which differs for each role,as part of deciding whether to use direct, in-house Candidate Sourcing or whether to use the services of an Intermediary. Strategic People Management & Talent Acquisition. 3
  • 4. 95% ? 4
  • 5. The Key Talent Candidate Sourcing Challenge…… Start = Factors / ConstraintsApproval to Recruit • Degree of URGENCY • Degree of CONFIDENTIALITY • Degree of CANDIDATE SCARCITY Candidate Categories • Degree of PACKAGE ATTRACTIVENESS • Actives • Degree of ROLE ATTRACTIVENESS • Degree of COMPANY ATTRACTIVENESS • Passives • Resistants • BUDGET AVAILABLE for eternal recruitment support: o Consultant’s Fee o Channels Utilisation charges o Other Expenses HOW exactly to locate and contact potentially suitable, potentially interested and available Candidates? 5
  • 6. Key Talent Candidate Sourcing - background Just a few years ago, connecting senior-level demand with senior-level supply was done via traditional, long-established methods. “Connection Facilitators” (Methods for getting connected) Demand side Supply side • via Print-media Advertisements - newspapers, professional magazines Senior peopleOrganisations actively lookinglooking • via Targeted Research for opportunitiesexternally for - phone & directories-based +senior people Senior people • via Personal Network(s) - phone-based open to opportunities • via Direct Approaches to pre-known individual(s) - phone-based Professional Intermediaries (Recruitment Consultants) 6
  • 7. Key Talent Candidate Sourcing - background Now, many more channels ….. “Connection Facilitators” (Methods for getting connected) Demand side Supply side • via Online professional Networking Sites Senior people • via Online Job Board Adverts & Alerts actively lookingOrganisationslooking • via Online commercial CV Repositories for opportunitiesexternally for +senior people • via private Talent Bank (via SEO) Senior people open to • via web-based Targeted Research opportunities • via Personal Network(s) – email/phone • via Print-media Adverts Professional Intermediaries (Recruitment Consultants) 7
  • 8. Key Talent Candidate Supply Pool Online Sourcing - examples....….. + very many specialist job boards 8
  • 9. Using the internet as a key part of senior-level Candidate Sourcing is now well established practice.But, the channels and solutions available are part of a dynamically changing area, with much innovation and “product development” …. much of it being led from the USA. The next slide provides an example of some publicity being given to a new product in this field. This new product is designed to help recruiters find Candidates, with the Candidates being “ranked” by the software. This is described in the article as a “new professional job search engine built on Facebook data”, and the product is called “Identified”. This was posted online on 19 Sept 2011. http://www.forbes.com/sites/tomiogeron/2011/09/19/identified-launches-its-people-ranking-professional-search-engine/ It is not clear at all what will be possible, or what will exist, even just 3 years from now. 9
  • 10. 10
  • 11. The Key Talent Candidate Sourcing challenge……… Candidate Categories • Actives Factors / Constraints • Passives Channel Types: • Resistants • Consultant’s Own• Degree of URGENCY Candidate Database• Degree of CONFIDENTIALITY• Degree of CANDIDATE SCARCITY • Consultant’s Own• Degree of PACKAGE ATTRACTIVENESS Personal/Professional Network• Degree of ROLE ATTRACTIVENESS• Degree of COMPANY ATTRACTIVENESS • Research + Targeted Approaches (i.e. traditional executive search)• BUDGET AVAILABLE for eternal recruitment support: • Professional Networking Sites o Consultant’s Fee o Channels Utilisation charges • Executive-Level Job-Boards o Other Expenses • Third-Party CV Repositories /Databases Key Talent Acquisition Specialist CUSTOMISED CANDIDATE SOURCING STRATEGY - & DELIVERY 11 Strategic People Management & Talent Acquisition.
  • 12. Strategic People Management & Talent Acquisition. We have identified 11 Factors that influencethe success of a Key Talent Acquisition Project (when using an external Intermediary) We call these “The 11 KTA Factors”. 12
  • 13. Strategic People Management & Talent Acquisition. Of course, we ourselves do handle Candidate Sourcing activities for our Clients. And, we do that work very effectively, with a modern, progressive approach. (In fact, this is often the only thing our Clients originally have in mind for us to contribute).But, our Clients get much more from us than “just” that, because our approach includeshelping them to understand the 11 KTA Factors, and helping them to act on thepractical implications.Through this approach, we give additional value to our Clients - when they work with us, they are helped, in a spirit of partnership, to better see the specific things that they themselves may also need to do, to help make sure that any particular Key Talent Acquisition project will have a successful end-result. 13
  • 14. Strategic People Management & Talent Acquisition. If an Company does opt to use an Intermediary to help with a particularKey Talent Acquisition Project, the Company then has to choose which Intermediary to use. And, because there is much more to effective Key Talent Acquisition than “just” the Candidate Sourcing activities, it makes sense to choose an Intermediary that can help more broadly too. 14
  • 15. Strategic People Management & Talent Acquisition.Founding Partners: John Gemmill, MBA, MA (Hons) Managing Director Mobile: 07983 526378 john.gemmill@insightdriven.co.uk Richard Palmer, MA Director Mobile: 07714 188233 richard.palmer@insightdriven.co.uk www.insightdriven.co.uk

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