Sourcing Strategy Hci Presentation (Paul Hamilton)

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Great hiring doesn\'t happen by accident; it\'s the culmination of a series of thoughtfully planned and well executed events. At the beginning of hiring well is a sourcing strategy. This strategy outlines responsibilities, articulates the steps, plans for contingencies, and defines success.
Building this strategy can be difficult. To be effective, it should include a robust audit of source effectiveness, ROI measures, and cutting-edge methods. It is a toolkit that will address holistic sourcing approaches but be flexible enough to be tailored for unique needs.

Sourcing Strategy Hci Presentation (Paul Hamilton)

  1. 1. “SOURCED-2-WIN” Develop a Winning Recruitment Sourcing Strategy Paul Hamilton Director, Talent Strategy & Programs Rogers Communications Inc.
  2. 2. Agenda 1 Top 10 Recruiting Guiding Principles 2 “SOURCED-2-WIN” Recruitment Strategy 3 Set-up 4 OUtcome 5 Recruiting Channels 6 EDucate 7 Final Thoughts 8 Sourcing Resources Page  2
  3. 3. Paul Hamilton – at a glance MY CAREER MY CONTRIBUTIONS MY LIFE 14+ years of global recruitment Continue to support the My beautiful family – Heather experience for Fortune 100 movement to have recruiting my amazing wife and our 3 companies and start-ups recognized as a critical incredible boys strategic function required to Currently Director of Talent Soccer – 3 months away achieve business success Strategy & Programs for Rogers from the World Cup! Communications Inc Delivered over 60 Trying to break 80 in golf presentations on various 2 years of recruitment agency components of recruiting in 4 Recruiting – Developing and experience continents (North America, searching for new ideas and Sourced over 693 corporate South America, Europe and innovations designed to hires (goal is 1,000) Asia) improve the effectiveness, quality and reputation of our Still learning Pay it forward - continue to industry Page  3 mentor new recruiters as I was mentored by Rob McIntosh
  4. 4. 1 Top 10 Recruiting Guiding Principles 1. Recruiting isn’t rocket science...but it is a science 2. Use the 80/20 rule 3. Start at the finish line 4. Every position should have a sourcing strategy 5. Sourcing includes reactive techniques too 6. The candidate is a consumer....the consumer is a candidate 7. Embrace social media...it’s here to stay 8. There are 4 active generations in today’s labour market 9. Connect. Collaborate. Communicate. 10. Measure...then measure again...and again...and again. Page  4
  5. 5. 2 “SOURCED-2-WIN” Recruitment Strategy “SOURCED-2-WIN” is a methodology designed to help the recruiter and hiring manager create a sourcing strategy aimed at improving the talent acquisition process. It describes the key components required to successfully complete a full recruitment cycle while ensuring both parties are aware of their shared accountabilities in the sourcing process. SOURCED-2-WIN Recruiting Set-up OUtcome EDucate Channels Page  5
  6. 6. 2 “SOURCED-2-WIN`` Recruitment Strategy (Overview) Recruiting Set-up OUtcome Channels EDucate • Workforce • Key • Digital • Talent Market Planning Performance Ecosystem Intelligence Indicators • Prioritization • Recruiting 2.0 • Internal • Strategic Interviews • Recruiter Scorecard • CRM Capabilities • Join the • Expectations & • Talent Community • Interview Plan Consequences Communities • Competitor • Systems & • Milestones • Agencies Overview Resources • Onboarding & • Succession • Business • Budget Retention Planning Overview Page  6
  7. 7. 3 Set-up (Workforce Planning & Prioritization) Define the criticality of a role to determine size, scope & sourcing strategy resources required to achieve successful hiring outcome. • Compliance (SOX) Mission Critical • M&A • Training costs exceed $50k • 2x longer than Avg. Time to Fill Hard to Fill • Supply/demand in labour market • New skill to organization • Negative Customer Satisfaction Significant • Bottom line revenue/profits Business Impact • Decrease in employee productivity Page  7
  8. 8. 2 3 Set-up (Recruiter Capabilites) Strategic Talent Acquisition • Advanced sourcing Recruiting skills Generalist • Strong networking capabilities • Relationship • Plugged into the Recruiting based Coordination network/talent recruiting community • Transactional • Leverage • Art and science of • Quantity traditional Sourcing • Tactical recruiting • Quality • 2-3 years channels • Strong CRM experience • Metrics driven capabilities • High volume • General area • Tools agnostic recruitment of discipline • 5-10+ years of • 3-7 years experience experience Page  8
  9. 9. 4 OUtcome (Expectations & Consequences)  Performance indicators must be established with the hiring manager before the recruiting process begins  Candidate pipeline development should be tracked against key/critical roles (reward recruiters for developing a sustainable sourcing channel)  Turnover by Length of Employment  < 30 days = recruiting/selection process  30 – 90 days = onboarding/training  90 – 180 days = training/perception of long term opportunity  +180 days = performance management/perception of long term opportunity  Align recruiting metrics with existing business performance objectives Page  9
  10. 10. 4 OUtcome (Key Performance Indicators) Metric Definition Performance of the On the job performance ratings after 6 & 12 months Hire New Hire Failure Rate % of new hires in key jobs who were terminated in first 12 months “Need”/Start Dates Met The % of key positions filled by the managers designated “need” start date Give Away/Take Away The # of employees in key jobs that were “poached” Ratio from a competitor compared to the number they “poached” from us Manager & New Hire % of key managers, new hires in key jobs and Satisfaction applicants for key jobs that are satisfied with the hiring process Referral Rate The % of hires from referrals (both internal/external) Quality of Source The % of applicants for key jobs came from top sources Source: Dr. John Sullivan, Top Metrics for Demonstrating the Impact of the Recruiting Function, ERE Webinar, Nov 29, 2007 Jigsaw
  11. 11. 4 OUtcome (Onboarding) Key phases in the on-boarding process Prior to candidate New candidates are New employees selection, hiring directed to the and managers managers complete orientation portal that complete tasks provisioning of key provides information during the first six assets (facilities, relevant to their months of a new computer, blackberry) upcoming position hire’s employment Pre- Pre-boarding Boarding Orientation Employee Employee Requisition Offer Portal Provisioning Induction Acceptance New potential candidates Employee information is received directed to complete their from HRMS, and the Hiring offer acceptance online, and Manager is invited to complete the key information is collected provisioning tasks that grant (contact information, banking assets and access to their new details, SIN, etc.) employee Page  11
  12. 12. 4 OUtcome (Onboarding – Performance Metrics) Manual Paper Based Process (Before) Recruitment Volumes Corporate High Volume Total Total Hires 2,858 5,130 7,988 Hires/Month 239 428 667 Average Time to Fill 7 weeks 3 Weeks 5 Weeks Average Turnover 11% 40% 31% Pages per Offer 48 86 578,364 Trees ( 8,333 pages/tree) 16 53 68 Approval Signatures/Offer 3 7 44,484 Avg Time to Receive Offer 14 Days 8 Days 11 Days Courier Cost/Offer Package $14,290 ($5.00) $92,340 ($18.00) $106,630 Days to Productivity/New Hire 6 Days (Avg) N/A 17,148 Cost of Lost Productivity $1,991 (Avg) N/A $5.7 Million Page  12
  13. 13. 4 OUtcome (Onboarding – Performance Metrics) Automated Process (After)  Average time to receive an offer - 11 Days down to 1 Day Process  eSignatures for approval & offer acceptance - 44,484 down to 0 Efficiency  Auditable, standardized process  Days to productivity - 6 Days trending toward 1 Day  Employee satisfaction with on-boarding process is at 95% Productivity  Manager satisfaction with on-boarding process is 91%  New employees are more prepared on Day 1  Average employee turnover – 40% to 29% Cost Savings  Represents an annualized savings of $3.8M  Courier costs – $100,000 annual savings  Eliminated 578,364 printed pages Green Impact  Saving 68 trees in the process  Reduction in physical record storage requirements Page  13
  14. 14. 5 Recruiting Channels (Digital Ecosystem) Social Job Job Boards SEO/SEM Networks Aggregators Mobile Online Passive ATS/CRM Recruiting Referral Database Page  14
  15. 15. 5 Recruiting Channels (Recruiting 2.0) Technology will continue to transform the way we recruit talent. Future predictions include intelligent search capabilities (Semantic Search), mobile recruiting, and advanced CRM capabilities. Recruiting 1.0 Recruiting 2.0  Print, paper based recruiting  Cloud computing/recruiting  Newspaper advertising  Integrated online/offline campaigns  Job fairs, career fairs  Online virtual communities  Post and hope  Targeted interactive engagement initiatives  Head-hunters  Agency partners (accountability)  Cold calling  Social researching (Linked In)  Job boards  Niche job boards & search engines  Core recruiting hours (11 -7)  24/7 – candidates are always on Page  15
  16. 16. 5 Recruiting Channels (Talent Community)  A Talent Community is.....  An organized group (database/website) of individuals.  Where employers can interact with current and future prospective employees.  To communicate currently active or future job opportunities.  Using enhanced and/or automated technology  Which enhances both the employers ability to find/fill opportunities with the best possible candidate.  And where candidates are aware of the best possible opportunities to maximize their careers based on their specific skills and interests. Source: Steven Chen, Recruitment Marketing Strategy Manager, IBM (July 10, 2009) Page  16
  17. 17. 5 Recruiting Channels (Talent Community) Page  17
  18. 18. 5 Recruiting Channels (Talent Community) Page  18
  19. 19. 6 EDucate (Shared Accountability) Both parties are required “2-WIN”. Hiring Manager Recruiter  Scope & deliverables  Recruitment procedures & processes  Organizational & business structure  Recruitment Channels  Assessment of current team skills &  Interview process & candidate gaps management  Succession planning  Expectations & consequences  Criticality of role (Core, Key, Critical)  Recruitment challenges  Business Overview  Competitor overview  Long term growth opportunity  Service Level Agreement  Current top performers  Regular updates  Key Performance Indicators  Talent Market Intelligence  Onboarding  Recruitment costs Page  19
  20. 20. 7 Final Thoughts  Create an agile sourcing strategy that can flex with changing conditions  Interview your hiring manager’s boss to get a real perspective on the importance/criticality of the job  Connect business strategy with sourcing strategy  Integrate the Recruiting, On-boarding, HR, and IT processes in one Talent Management Framework (reduce silos)  Align recruiting technology with the reality of the mobile workforce  Communicate & educate to hiring managers  Eliminate redundant HR activities  Recruit by life stages, not just generations Page  20
  21. 21. 8 Sourcing Resources Source Name & URL Description Boolean Black Belt Leveraging social networks, resume databases www.booleanblackbelt.com and the internet for sourcing & recruiting Cloud Recruiting Michael Marlatt`s insightful perspective on how www.cloudrecruiting.net Cloud computing continues to impact the recruitment landscape Jigsaw Global directory of companies and business www.jigsaw.com professionals (contact information) StaffBytes Cutting-edge training for recruiters, sourcers, www.staffbytes.com researchers and human resources professionals Corporate Recruiting The Journal for Corporate Recruiting Leadership Leadership is the only publication specifically designed by www.crljournal.com and for recruiting leaders Saratoga Measure the efficiency and value of your www.pwc.com/ca/saratoga recruiting organization. Page  21
  22. 22. 9 Q&A Thank-you For more information: Paul Hamilton Office: (416) 935-6132 or Mobile: (416) 816-0277 paul.hamilton@rci.rogers.com http://ca.linkedin.com/pub/paul-hamilton/7/678/11b Page  22

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