Talent Pools, Pipelines & Communities

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Copy of HR.com presentation on Talent Pools, Pipelines and Community delivered with Teri Matzkin in January of 2014

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Talent Pools, Pipelines & Communities

  1. 1. 2 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information Talent Shortages Digital Era Social Expectations Megatrends Impacting TA
  2. 2. 3 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information Talent Shortages 59 60 61 62 63 64 65 66 Aberdeen Research Towers Watson Beyond.com Shortage of Required Skills So unlike the talent war of the 1990s and 2000s, which was driven by a lack of supply of all talent, today’s war is all about a lack of supply of the right talent.--Gary Burnison Chief Executive Officer at Korn/Ferry International
  3. 3. 4 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information Digital Era In 2014, the majority of job seekers begin their search on the web, not traditional job boards or sites. In fact, more than two-thirds of job seekers list search engines as a primary source for initial job market research. --The Talent Equation-2014 More job key word searches are conducted in one month on Google that all year on Monster.com--Doug Berg, Founder Jobs2Web Digital Era Media Shift
  4. 4. 5 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information Digital Era In 2014, research tells us that job seekers use an average of 16 different sources in their job search Digital Era Media: Sources
  5. 5. 6 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information Digital Era 0 10 20 30 40 50 60 2006 2009 2010 2011 2012 2013 Passive Neutral Acitve ©2013 Corporate Executive Board. All Rights Reserved. In 2014, research tells us we have shifted from an active candidate market to a passive candidate marketplace. Digital Era Audience: Passive
  6. 6. 7 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information Digital Era 70 72 74 76 78 80 82 84 77 80 79 75 84 In 2014, research tells us that at least 75% of employed people are willing to listen to an offer. Digital Era Job Seeker: Willing Digital Advertising Disconnect
  7. 7. 8 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information Social Expectations The social revolution has changed the expectations of our target audiences. If an employer fails to provide useful, attractive candidate information on his jobsite, he now pays a direct brand penalty. --David Earle, Staffing.org 2012
  8. 8. 9 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information Social Realities Talent Expects Us to Be Social Talent Expects Us To Be Social Engaged Talent Expects Us to Be on Social Platforms Talent Expects Us To Provide Relevant Information Talent Expect Us to Be Transparent
  9. 9. 10 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information Web Trend 1 Deter Potential Prospects “94% of customers trust word of mouth over recommendations over company advertising” – Forrester Research, March 2013
  10. 10. 11 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information Web Trend 2 Decisions Are Made on Web Information “today’s buyers might be anywhere from two-thirds to 90% of the way through their journey before they reach out” -Forrester Research, October 2012
  11. 11. 12 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information Social Backlash to Bad Experience 86% of consumers quit doing business with a company because of a bad customer experience, up from 59% 4 years ago. –Harris Interactive Feb 2012
  12. 12. 13 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information Social Expectations Almost Half of All Respondents Use Glassdoor When Job Hunting Software Advice polled a total of 4,633 respondents in the US to learn what impact Glassdoor reviews have on their decision to apply for, and accept, jobs.-Jan 8, 2014
  13. 13. 14 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information Of those candidates with a positive recruiting experience • 62.0% would be ‘extremely likely’ to re-apply in the future • 61.5% would ‘actively encourage’ others to apply • 82.3% would share their positive experience with their ‘inner circle” • 50.4% would share their positive experience publicly [online, blogs, etc.] Of those candidates with a negative experience • 24.7% would ‘definitely not’ re-apply in the future • 27.0% would ‘actively discourage someone else from applying’ • 65.0% would share their negative experience with their ‘inner circle’ • 32.0% would share their negative experience publicly Candidate Experience Awards 2013 (responses from 46,000+ candidates about from 90 firms by the Talent Board Candidates Will Share a Negative Experience
  14. 14. 15Lockheed Martin Proprietary Information Questions?
  15. 15. 16 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information Talent Sourcing The proactive identification, engagement and assessment of talent focusing solely on non-applicants (typically passive talent) with the end goal of producing qualified, interested and available candidates. – Glen Cathey
  16. 16. 17 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information Strategic Talent Sourcing Lens Strategic Sourcing—identifying and engaging the talent the organization will need over the next 3-5 years. Strategic talent sourcing has the following elements: • Talent Identification-targeted sourcing • Talent Data-aggregated sources • Talent Engagement • Talent Mapping-WFP • Talent Intelligence-Competitive Intell
  17. 17. 18 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information Talent Shortages Social RevolutionDigital Era Talent Pool Talent Pipeline Talent Community
  18. 18. 19 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information Talent Pool A Talent Pool is a target audience or segment that have been roughly qualified and will be part of an outreach initiative Talent Pipeline A Talent Pipeline is a pool or target audience that we are engaging and relationships are being cultivated (i.e. what the Strategic Sourcing team is currently doing) Talent Community A Talent Community is an interactive group of people joined together by a common interest or affinity that offers the ability for its members to communicate with each other. It is about them, not about us.
  19. 19. 20 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information Talent Pool A Talent Pool is a target audience or segment that have been roughly qualified and will be part of an outreach initiative Communicate Channel Conversation Conceive Community Vision Mission Strategy Tactics Talent Landscape Talent Mapping Identify Talent Talent Data Aggregation Scrub Talent Data Select Platforms or Tools Content Compelling Messages Valuable Information Engage Share Gage Interest Nurture Relationship Measure Analyze
  20. 20. 21 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information 369 Prospects 63 Screen/Vet 17 Presented 170 Responses 10 Interviewed 3 Hires
  21. 21. 22 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information Fast--1 Week Result: Timing was critical for the business; 68% of the responses, 8 were presented and 3 were interviewed Project Timeline: Multiple Software Engineering positions. Sourced talent from 8 different sources. Start to finish of the project was 7 weeks Results: 60% of the candidates presented- interviewed; 30% of the candidates interviewed received offers; 100% of the offers were accepted Iterative Messaging: Achieved 38% visitation rate by the target audience -- an improvement of 90% over the 20% for the initial email
  22. 22. 23 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information Talent Pipeline A Talent Pipeline is a pool or target audience that we are engaging and relationships are being cultivated (i.e. what the Strategic Sourcing team is currently doing) Communicate Channel Conversation Conceive Community Vision Mission Strategy Tactics Talent Landscape Talent Mapping Identify Talent Talent Data Aggregation Scrub Talent Data Select Platforms or Tools Add Talent Pool Content Compelling Messages Valuable Information Engage Share Gage Interest Nurture Relationship Measure Analyze
  23. 23. 24 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information Peter Bugnatto-Cyber Pipeline Built “street cred” in that cyber community through conversations + industry events Became “trusted advisor” with internal clients Anticipated the need for cyber talent Built 1:1 relationship with cyber talent segment Engaged people; recruiters, & hiring managers 2013 cyber pipeline: 1359 (900 provided resumes) targets in conversation Current internal clients: (30) recruiters + hiring managers 2013 impact of cyber pipeline = 29% of expro cyber hires (non-incumbent capture) Took a strategic view: cyber needs over the next one to five years
  24. 24. 25 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information A Talent Community is an interactive group of people joined together by a common interest or affinity that offers the ability for its members to communicate with each other. It is about them, not about us. Communicate Channel Conversation Conceive Community Vision Mission Strategy Tactics Talent Landscape Talent Mapping Identify Talent Talent Data Aggregation Scrub Talent Data Select Platforms or Tools Add Talent Pools/Pipelines Content Compelling Messages Value Engage Share Gage Interest Nurture Relationship Measure Analyze
  25. 25. 26 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information How Do You Improve On Award Winning Work? Innovation: Live Chat for Veterans & Wounded Warriors Pioneered: • Dedicated Military Recruiters • Nationwide in-person outreach to transitioning military • Dedicated Military Hiring website • Separate brand/identity Internal Community: Military Veterans Leadership Form, EEO/D&I, LM Military Philanthropy Awards: Industry recognition Evolution of great workstream Industry Collaboration: US CofC, HoH, 100,000 Jobs Mission
  26. 26. 27 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information Veterans Transitions on the Rise According to estimates from the Departments of Defense and Veterans Affairs, approximately 300,000 active-duty personnel will leave the armed services in the next few years and seek to transition into private-sector jobs. http://www.shrm.org/hrdiscipline s/staffingmanagement/Articles/P ages/Hiring-Vets-the-Right- Way.aspx
  27. 27. 28 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information Rationale Create a community that taps into the Lockheed Martin ecosystem-employees, customers and alumni Military experience is important to Lockheed Martin— nearly 30% of employees have served Former military are key talent sector for short and long term Lockheed Martin goals Lockheed Martin is committed to giving back to this talent segment 10-12% of Lockheed Martin external hires are from transitioning military
  28. 28. 29 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information Formula: Connections + Content + Comments + Conversations = Community Connections: the growth of the community Community: measure and analyze the health of the community Content: the value add to the community Comments: the conversation starters or sparks to drive discussions Conversations: engaging the community
  29. 29. 30 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information Target Audiences (Personas) Veterans Pre- transition Veterans Post Transition Veterans In Transition Content Aimed at How to Transition to a Civilian Job Content Aimed at Planning a Transition to Civilian Life Content Aimed at Career Management Messages = Personal & Contextual • Veteran Transition to Civilian Work • Civilian Job Market Realities • Lifetime Learning • Job/Career Research • Career Networking • Career Management • Resume Prep • Interview Tips • Job Search Management
  30. 30. 31 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information Content Stream
  31. 31. 32 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information Talent Community: Direct Benefits • Talent is in control of the frequency of the interaction • The conversations are on topics that are of interest to the talent • Iterative compelling interactions allows talent to build relationships and trust • Allows talent to draw conclusions about the internal team • Allows talent to be top of mind when they decide to make a career move
  32. 32. 33 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information • Maintaining Relationships with Passive Candidates • Keeping in Touch with Qualified Peers • Keeping in Touch with Organization Alumni • Mentoring Interns/Students • Encouraging Members of a Professional Community to Join Organization • Presenting Work at Professional Organizations Talent Community: Indirect Benefits
  33. 33. 34Lockheed Martin Proprietary Information Questions?
  34. 34. 35 Workforce Strategy, Analytics & Acquisition Lockheed Martin Proprietary Information Teri Matzkin Marvin Smith www.linkedin.com/in/terimatzkin www.linkedin.com/in/marvsmith @talentcommunity

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