79% of today’s working professional’s are not actively looking for a job but they may be the perfect candidate for your open position, so how do you find, engage with and secure them into your organisation? At Talent Connect Europe 2012 we heard from Rachel Riddington of Betfair & James Dowling of Centrica (who achieved some of the highest InMail response rates last year) on how they successfully worked with their internal stakeholders to put passive candidates at the hear of their recruiting strategy, truly partnered with hiring managers, adapted their communication style and much more to secure the best talent out there.

1. Best practices in passive
candidate recruiting
1
Rachel Riddington,
Research and Sourcing Recruitment Consultant, Betfair, @riddles
James Dowling,
Group Executive Talent Manager, Centrica
Ross Carvalho,
Recruiting Solutions Consultant, LinkedIn, @ross_carvalho

2. 2
The good news:
Passive talent isn’t as passive as you think.

3. TALENT CONNECT 2012
79% of working professionals are considered
passive talent – and 59% are approachable
3
‘approachable’
BASED ON LOU ADLER’S EARLY BIRD SOURCING STRATEGY
active tiptoer explorer super passive

4. TALENT CONNECT 2012
Two of every three passive candidates you might
reach out to globally are approachable
4
Singapore: ~6:1
India: ~ 5:1
BASED ON LOU ADLER’S EARLY BIRD SOURCING STRATEGY

5. TALENT CONNECT 2012
Short tenure is no obstacle
5
47% of professionals
with less than one
year on the job are
Explorers
BASED ON LOU ADLER’S EARLY BIRD SOURCING STRATEGY

6. 6
Rachel Riddington
Research and Sourcing Recruitment Consultant
Betfair

7. TALENT CONNECT 2012
What Are Passive Candidates?
7
“A passive candidate is a qualified candidate for
employment who isn't necessarily looking for
work, that an employer/recruiter has actively
sought as part of a proactive recruitment
process”

8. TALENT CONNECT 2012
Objectives and Challenges
8
Identify/Attract and hire the
top talent
Passive + Active =
Full talent pool
Objectives
Challenges
Niche skills
sets
Recruitment
process
Business
partnering
Competitive
markets

9. TALENT CONNECT 2012 9
Strategy

10. TALENT CONNECT 2012
Talent Acquisition team
10
Talent Acquisition
Managers
• Business partner
role
Research and
Sourcing team
• Highly qualified
team with a mix of
skill sets
Executive Search
• Qualified
executive search
team

11. TALENT CONNECT 2012
Executive Search
11
Project work
Work with areas of
the business to build
strategic longer term
recruitment plans
Executive Search
Actively headhunt
and run live
assignments
Succession
Planning
Identify top talent in
the market
Build relationships
Competitor
Organisational
Mapping
Build an in depth
understanding of the
competitor landscape

12. TALENT CONNECT 2012
Strategic Sourcing – Passive candidates at the heart of
all recruitment
12
Market
Mapping
Talent Pools
Headhunting Events
Referrals

13. TALENT CONNECT 2012
Examples of strategic sourcing in process
• Niche skill sets within technology
• Identify and approach candidates on a generic
relationship building purpose
13
• Security
• Target drinks evening
Events
Market mapping
• Identify the blockers to hiring
• Influence and change the specification
to make a realistic hire
Pipelining/Talent Pools

14. 14
James Dowling
Group Executive Talent Manager
Centrica

15. TALENT CONNECT 2012 15
Vision and Strategic Priorities

16. TALENT CONNECT 2012
Develop strategic resourcing plans
16
Connect your future
business plan with
resourcing needs
Build a specific
talent intelligence
plan
Translate research
into recruiting
action

17. TALENT CONNECT 2012
Show me this really works
– Lead transformation in residential business
– Built talent intelligence outside of sector
– Convert external talent to internal
17
Renewable Talent Pool
Senior Executive Group
– Bottlenecks in supply chain
– Three-year resourcing plan

18. TALENT CONNECT 2012
Q&A