Follow up analysis to the UKRecruiter conference workshop on 7th November 2012

1. Building Value Relationships with Direct
Sourcing In-house Recruitment Teams
Key slides and summary of survey
findings
Marcus Panton
@MarcusConGusano

2. Preface
•
Everyone is talking about social media and technology and how you
should be using it to make your recruitment businesses better.
•
I’m looking at it from the perspective that these very same developments
in social media and technology are changing the way our clients think
about, and do recruitment, and what that means for our value
propositions?
•
The following survey suggests that technology is fuelling the appetite and
ambition of in-house recruitment teams to do more direct sourcing and
that the services they value from their recruitment suppliers are changing

3. The Survey
• In preparation for the UKRecruiter 'Creating relationship
value when working with in-house recruitment teams'
workshop, I interviewed in-house recruitment managers and
directors from companies such as BP, GSK, Genworth
Financial, Balfour Beatty, KCOM and G4S (to name a few) and
anonymously surveyed over 50 in-house recruitment
professionals using SurveyMonkey.
• You might find some of the survey findings rather surprising.

4. Who Took Part?

5. The Questions
•
1. What percentage of hires are you targeted on sourcing through direct
channels (not through 3rd party providers)?
•
2. Do you feel that your external partners will need to increase their value
proposition to continue to be considered as preferred suppliers?
•
3. Do your existing suppliers offer a service in-line with your overall resourcing
strategy?
•
4. What services would you most like your external recruitment suppliers to
provide?
•
5. How do you see the resourcing landscape changing over the next 3 – 5 years?

6. The Results
Average Direct Sourcing Target = 75%

7. Results

8. Results

9. What services would you most like your external recruitment
suppliers to provide?
•
Comprehensive and importantly transparent Market Research/Mapping capabilities. At present it is very
inconsistent, not linked to SLAs and commercially not clear what we are paying for - or how much we should pay to
get value for money
•
Recruitment agencies should be headhunting and finding the candidates I can't source myself through social media
channels.
•
We as a rule do not use external recruitment suppliers
•
More information on each candidate, the stages they're at and who their preference is with all
companies/competitors, not just ours. That's value add
•
Manage the EVP, enhance the candidate experience, map market and identify/approach key talent
•
We don’t need ‘End-2-End’ recruitment services anymore, stop trying to sell us something we don’t need and that
you can’t deliver on anyway!
•
Not applicable, as we intend to do 100% direct sourcing
•
PPA profiling or some form of behavioural/personality assessment alongside interviewing - on site face to face
interviewing should be more prevalent too, and reference checking

10. How do you see the resourcing landscape changing over the
next 3 – 5 years?
•
Strategic global pipelining is likely to play a more prominent role. Companies will also need to consider the career
aspirations and options for in house resourcers much more keenly. Current structures are too flat to sustain key talent.
•
In-house have had it easy and the market will change, more jobs/less candidates will make in-house life a lot harder,
however they will benefit from advances in technology
•
If recruitment agencies don't raise their game, in-house will grow and take advantage of the technologies, social media
sites and on-line tools that erode the need to use agencies
•
More direct sourcing, growing in-house responsibilities, greater use of technology, mid market generalist agencies getting
squeezed out of the market, agencies become more niche building candidate pools that we can't reach out into
•
We are now actively avoiding recruiters using 'normal' resourcing tools, I can use LinkedIn and Jobsite, I can advertise so
will not be paying fees for someone to send me speculative or farmed CV's. I will only use recruiters in the future with a
more targeted approach specific to our company. Additionally next year will be using individual recruiters in partnerships
on specific recruitment campaigns.
•
General agencies in distress, end to end integrated technology solutions to automate the majority of the recruitment
process and companies finally building solutions to solve their resourcing needs not being sold to!
•
Its undeniable that social media recruitment is becoming more and more prevalent with each passing quarter. As a result I
see the role of the internal resourcer becoming more pivotal, and also adapting to include more networking and corporate
branding functions. Social media will also likely minimise the requirement for third party suppliers and job boards meaning
that they will need to re-assess pricing structures and value propositions in order to remain competitive

11. Summary
• In house is here to stay
• Technology is fuelling their ability and appetite
• Innovation will be key to gaining competitive
advantage
For further information, please contact Marcus Panton:
@MarcusConGusano
uk.linkedin.com/in/marcuspantongusanoltd

12. About GusanoLtd
Gusano is a Talent Acquisition Consultancy that brings together a collection of industry experts from all
corners of the recruitment profession (in-house, agency and RPO), to design and deliver bespoke training
programmes and consultancy projects with a simple goal in mind; 'To enhance performance, raise
standards, and enable change through support and learning'.
Specialties
DSO - Direct Sourcing Optimisation (in-house)
Social Media Sourcing
New Starter Selection, On-Boarding and Training
One2One Coaching, Leadership Development
Control & Influence
360 Degree Recruitment
Bespoke Recruitment Training
Marcus Panton – 07538 122 433
Talent Acquisition Consulting and Training
Twitter - @MarcusConGusano
LinkedIn - http://uk.linkedin.com/in/marcuspantongusanoltd/