Is Candidate Sourcing Dead?
How Today’s Economy Is Changing
The Game Rules For Recruiting
April 22, 2009

Is Candidate Sourcing Dead?
How Today’s Economy Is Changing
The Game Rules For Recruiting
Sean Bisceglia – TalentDrive
Anne Bucher – Pinstripe, Inc
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Your Speaker Today
Anne Nimke is a seasoned veteran in the world of RPO, talent
strategy and performance improvement. Adept at creating staffing
models, Anne understands solutions need to align with the strategic
objectives of the business to achieve an organization’s maximum
performance capacity. She has an extensive experience developing
talent lifecycle strategies, driving employment branding and
positioning, aligning recruitment and on‐boarding initiatives, and
ensuring sustainable performance through process change,
Anne Nimke
integrated technology and metric development.
Co‐founder &
Executive Consultant Anne is a cum laude graduate of Marquette University. She is past
president of MMSHRM (Metro‐Milwaukee SHRM Chapter), WI
SHRM State Conference Chair, and currently Vice Chair of RPO
Alliance and member of SHRM Staffing Special Expertise Panel and
HROA.

Intro: Sean Bisceglia
Sean Bisceglia is Chief Executive Officer of TalentDrive, headquartered in Chicago. Since the company
opened its doors in 2007, TalentDrive has built a solid client list. Without relying on manual search
strings, TalentDrive sweeps 1000's of job boards, matching your job description to qualified talent for
your open positions. Prior to TalentDrive, Sean acquired and became CEO of CPRi (Corporate Project
Resources, Inc) in March 2003, and sold to Aquent in July 2005. Sean's leadership as CEO of CPRi helped
to grow the organization 200%, making it the largest national marketing staffing firm. As a result,
Aquent's acquisition of CPRi crowned them the largest marketing and creative services staffing firm in
the world. The firm deploys over 1000 marketers a day around the world.
Prior to CPRi, Sean founded TFA, a marketing technology firm, in 1992, which he sold to Leo Burnett in 1998. Joining
Leo Burnett's management post‐acquisition to run the company's Technology Group, he was the youngest corporate
executive vice president in the Leo Burnett Company's history. Under his leadership, TFA/Leo Burnett achieved a
record breaking 96% growth to $210 million with over 350 employees around the globe. In recognition of his
achievements, Sean was elected to the board of directors of Leo Burnett USA.
Beyond his relentless focus on profitable growth, Sean's success also is attributed to the profile he keeps within the
business community. He serves on the advisory boards of various companies, contributes to the Wall Street Journal,
New York Times, and various industry trade publications. Sean has served as guest speaker at Harvard Business School,
University of Chicago, and DePaul University. In 1999, Sean was named by the Crain's Chicago Business list of "Forty
Under Forty" top business people in Chicago. In 2000 he was also named as one of "The Internet 100," by Crain's
Chicago Business.
Sean serves on the Palliative Care Center & Hospice of the North Shore Foundation Board, the Rehabilitation Institute
of Chicago Foundation Board, and the Children's Memorial Hospital Foundation Board.

Polling Question
Please describe your current role…
Recruiting Manager / Recruiter – 29%
HR Manager / Director or above – 4%
HR Generalist / HR Specialist (non recruiting) – 4%
Hiring Manager / Executive – 0%
Other – 63%

Agenda
• Current State of Economy
and Talent Acquisition
• Sourcing and Technology
Is Candidate Sourcing Dead?
• Recruiting 2009 –
How Today’s Economy Is Changing
The Game Rules For Recruiting
What a difference a year makes!
April 22, 2009
• Are You Ready?
25% discount off of TalentFilter subscriptions
for all attendees of the webcast

Current Economy
Optimists see job growth as soon as spring,
With the economy losing only about 750,000
more jobs between now and then.
Pessimists predict the economy will keep
losing jobs until late next year or 2010, with
additional losses of well over 2 million jobs,
bringing the peak‐to‐trough decline to more
than 4 million.
‐ BusinessWeek, “Is the Jobs Panic Justified?”
12/10/2008

Current Economy
• First level, Calibri 24pt, gray
8

2009 Forecast Change in Jobs
Source: Moody’s Economy.com, Feb 2009
9

Where Have We Been?
• Election Season
• Pumped Up Gas Prices
• Credit Crisis
• Passing the Bailout
• Financial Services Turmoil
• Auto Manufacturing Struggles
Source: Lee Hecht Harrison, 2009
10

Where Are We Going?
• Monitoring Change
• “Green Collar” Jobs
• GDP Growth
• Healthcare Reform
• Consumer Spending
• Regulatory Shifts
Source: Lee Hecht Harrison, 2009
11

Polling Question
What effect has the economic downturn had
on your organization?
Helped – 4%
Harmed – 59%
Both Helped and Harmed – 33%
No Effect – 4%

Impact of Economic Downturn
• Harmed Impact of Economic Downturn
– Limited resources
– Uncertainty, both for organizations
seeking to hire and prospective
employees seeking change
– Relocation problems – home sales
impact employee willingness/ability
to move
– Increasingly poor quality of
candidates
• Helped
– More talent available; “their loss is Talent Acquisition Challenge Report
HROA/TPI/Pinstripe
our gain”
– Less competition enables
organizations to better position to
attract talent
– Uncertainty decreases attrition

Where Are the Jobs?
By Industry: By Geography
• Healthcare • Northeast
• Finance and Accounting – Education, Healthcare
Finance/Accounting, IT
• Information Technology
• Midwest
• Legal
– Engineering and Construction
• Engineering
• West
• Manufacturing – IT, Engineering,
Finance/Accounting
• South
– Healthcare, Finance/Accounting,
Engineering, IT
Source-Lee Hecht Harrison, 2009
14

Current Market Behaviors
• Organizations are in cost cutting mode – focus is clearly on 2009
• Large‐scale strategic initiatives are being deferred due to the cost
of investment
• Organizations are focused on addressing specific and immediate
problems ‐ targeted solutions or outsourcing
• Drivers for evaluating a Recruitment Process Outsourcing solution
remain the same
– Variable cost structure, improve candidate quality, and shorter time to fill
• There is less urgency to address the recruiting challenges of 2007
and 2008

Polling Question
How concerned are you about effectively
recruiting the best talent right now? (pick one)
Not concerned at all – 12%
Moderately concerned in all job/skill areas – 31%
Some areas very concerned & in other areas NOT concerned – 46%
Very concerned in all job/skill areas – 12%

Today’s Technology & Impact on Sourcing
• iPod wasn’t just a successful product launch it was a inflection
point to put the consumer in charge of their media
• 3,500 impressions a day from all forces of “media”
• Blogs have gone from 1% to 30% of internet users in 3 years
• 50 million instant messaging and 120 million wireless text
messages a day
• Media is changing from intrusion and brute force repetition to
surprise engagement
• All these changes are creating a new breed of recruiting
opportunity to attract/ recruit talent with alternative,
unmeasurable media on marketers dashboards

A Year Ago, A Year From Now, A Big Change
• Much has changed in a year with the sheer volume of Talent online and
how to attract and filter
• Leveraging technology and knowing how to use to your strategic
advantage‐ The Time is Now
A Year Ago Today
Intercept Attract/ Filter
Inhibit Assist
Isolate Affiliate

What Is Recruitment Technology?
How It Can Provide a Strategic Advantage
• Automate business process through
technology and implement advanced
Sourcing Applicants
communication with talent Filtering and Sourcing
– Reduce time spent recruiting by using Technology
one, unified search platform and
consistent communication Pre‐Screening &
Interview
• Improve management by unifying ATS, Process
searches, and job boards
– Search all of your registered job Backgroun
boards, personal ATS, and additional d Checks
niche sites all from one technology
• Stay cutting‐edge by offering clients HIR
E
innovative practices
– By reducing time spent on recruiting,
you are able to fill positions in half the
time, with higher quality candidates

The Talent Paradox
• How to Effectively Make Sense of the Number of Job Postings Online 1997-2008
Glut of Resumes Online
50,000,000
Number of Postings
48M
– Increased number of applicants 40,000,000
for available positions 30,000,000
28.7M
20,000,000
– Decreased number of available 10,000,000 1.2M
0
positions 1996 1998 2008
Year
• Leverage technology to find top
talent and avoid duplications Number of Resumes Online Everyday 2007-2008
– Reduce time spent online
80,000,000
– Quantify and qualify current Number of
Resumes 60,000,000
77M
talent in company ATS 40,000,000 52M
20,000,000
– Organize efforts to perform at
-
optimum efficiency 2007 2008
Year

Polling Question
Have you changed or added recruitment
technology in the last 6 months?
Yes – 59%
No – 41%

Status of Recruiting 2009
The Difference A Year Makes
• Survey results direct comparison between August of 2008 to April
2009 with over 8,000 corporate HR Professionals surveyed.
• How has the economic impact affected recruiters opinion and
outlook
• How do you prepare for the rebound knowing the issues?

Talent During Times of High Unemployment
Are You Seeing Higher Quality Talent Due to
• Big reversal of quality of talent Higher Unemployment Rates?
available now compared to 9
August 2008
months ago
• Specialized positions are still hard
35%
to find talent Yes
No
• The question remains, how are 65%
firms capitalizing on the quality of
talent available? April 2009
36%
Yes
No
64%

Sourcing
•Do you know how many qualified candidates
• Many recruiters are still not using are sitting in your ATS?
or turning to their ATS for talent August 2008
• With more talent available,
sourcing of internal ATS is vital
36%
• Is less ad posting driving less Yes
No
candidates to ATS’s? 64%
April 2009
28%
Yes
No
72%

Job Boards
• More analytics are now •Are you currently receiving job board analytics?
available and being used to August 2008
provide insight to job boards
• Due to less volume of open 35%
positions, more time is spent Yes
No
on the diagnostics 65%
April 2009
Yes
50% 50% No

Polling Question – Are you ready?
What is your company doing now in
response to recession and recovery?
A. Status Quo – not affected & not doing anything different – 7%
B. Reactive ‐ acting as necessary until economy turns – 11%
C. Planning – strategically preparing for future needs ‐ 15%
D. Both A and C – 15%
E. Both B and C – 52%

A Surge WILL Come
* Justin Lahart, The Wall Street Journal,
February 9th, 2009
• Prepare for the Hiring Spike
• Implement New Technology
• Improve Efficiency and ROI for Recruiting
27

What to do to prepare for the change?
• Don’t waste this recession ‐ cut costs where you
can!
• Upgrade your talent
• Enhance your brand
• Innovate your process and mobilize technology
• Measure your results
• Be Nimble – change when it is necessary

Don't Waste this Recession
• Re‐negotiate current job board posting contracts or other service
provider contracts
– Reduce posting costs and maximize on collecting information
on the existing talent on the market for future positions
• Evaluate recruitment model options
– RPO is one of the most proven areas of HR Outsourcing success
• Begin to pipeline talent now for the hiring spike
– Develop robust and pro‐active recruitment marketing plans for
future positions
• Reduce complexity
– Consolidate systems and vendors
• Calculate the current Total Cost of Ownership
– What is it now?
– What will it be when the recovery begins?
– Are you surprised? 29

Upgrade Your Talent
A downturn can give smart companies
a chance to upgrade their talent!
McKinsey
• Redesign jobs (even as you execute headcount reductions)
• Protect your training and development programs
• Measure and make decisions based on talent needed now and in
three years
• Invest in maintaining internal brand – no matter what
• Even though hiring may decline, quality of hire increases during a
recession

Recruit from Within
Re‐
recruit
Internal Promote
Recruiting From
within
Keeping
Talent The Career
Mgmt Talent Pathing
Within
Successio
Reduce
n
Turnover
Retention Planning
Programs
If you aren’t recruiting your current talent –
you may be the only company who isn’t!

Enhance Your Brand
• Use Web 2.0 to promote your unique employee
relations, culture, investments
• Know what the public knows about you
• Insure exceptional candidate care & communication
throughout the process
– Utilize automated screening questions
– Narrow the funnel with assessments
– Automate messaging to alert candidates when they are not
qualified

Who controls the message?
• We have found that current employees are the most
widely used and are by far the most trusted source of
information about organizations for candidates.
Unfortunately, only 24% of employees actively promote
their organization in the labor market.
Corporate Leadership Council
• Trust in “a person like me” has more than tripled, from
20% in 2000 to 68% in 2006. Edelman Trust Barometer
33

Companies don’t control the message

Web 2.0 Taxonomy
• Level 1: Minimal collaboration. Density creates value.
• Level 2: Collaboration adds value, which drives traffic and adds
density
• Level 3: Collaboration creates value, which drives traffic and
density.
35

Innovate Process …Mobilize Technology
• Review current processes and identify administrative burdens or
inefficiencies.
– Model business case for each alternative
– Analyze feasibility/attractiveness of options
• Utilize the functionality you already have
– Only 12% of ATS’s have their “auto‐emails” turned on
– Retrain staff on current & new ATS functionality
– Enhance your career site
• Benefits of recruitment technology
– Increase ROI
– Improved efficiency
– High quality talent for important roles
– Ability to sort through glut of resumes online

Innovate Process …Mobilize Technology
• Know and deploy new options available in automation and self‐
service
– eQuest/ JobViper/ EasyPost/ TMP (Automated Job Posting Distribution)
– Jobs2Web (Requisition SEO)
– TalentDrive (Sourcing and TRM System)
– Voice Screener (recorded phone screen/interview)
– HireVue (video interviews)
– SkillSurvey (Automated Pre‐hire 360 Reference Checking)

Accelerate Your Process
All done faster, cheaper, and with a great candidate experience
Dramatic increase in job seekers –
Adjust your posting/adv strategy &
Increase pro‐active “sourcing Active & Passive Leads
strategy” for hard to fill positions
Candidate Application Review knock‐outs in
screening questions.
Increase selectivity.
Refine validated/other Online Assessment
assessments &
move earlier in the process Automate screen/interview
scheduling & customize screening
Recruiter Phone questions to the position
Screen/interview
Hiring Manager Interviews
Cascade Background Checking
Improve interview‐to‐offer ratio Automate Reference Checking
Offers
saving hiring managers time
Starts
Begin new employee engagement on “start
date” with automated on‐boarding

Measure Your Results
• Cost per hire
• Volume Analyze effectiveness regularly…make it routine!
• Time to fill • What you measured annually do quarterly…
• Source analysis • What you measure quarterly do monthly!
• Funnel ratios
– (leads to interview, interview to hire etc.)
• Satisfaction of new employees/hiring managers
• Recruitment Efficiency Ratio
– (Total staffing costs/total compensation of new hires) x 100
• Quality of Hire = PR + HP + HR / N
– PR = Average job performance rating of new hires
– HP = % of new hire reaching acceptable productivity with
acceptable time frame
– HR = % of new hires retained after 1 year
– N = number of indicators

Be Nimble
evolve or transform.
status quo is not an option.
now is the time.

About Pinstripe
Pinstripe, Inc. designs, builds and manages high‐performance, large scale talent
acquisition solutions. For clients in industries that include financial services, technology,
telecommunications, healthcare and others, Pinstripe’s innovative approach to
Recruitment Process Outsourcing (RPO) integrates sourcing, recruiting, hiring, on‐
boarding, and engagement into a complete, end‐to‐end outsourced acquisition and
retention solution. For healthcare organizations, Pinstripe’s Healthcare Group offers the
provider‐side experience it takes to help clients reduce their recruitment and labor costs
while continuing to provide the highest quality of patient care. Pinstripe’s Project Search
Group offers on‐demand hiring solutions that allow companies to choose from discrete
modules of service—using just what they need, when and where they need it. Clients
choose services that best complement their existing capabilities, while controlling the
overall costs of recruitment. Visit www.pinstripetalent.com.
Source Acquire Hire Engage ROI
Pinstripe’s end‐to‐end Recruitment Solution

About Talent Drive
TalentDrive has released the industry’s most innovative SaaS sourcing solution,
TalentFilterSM. Over 55 global companies have helped us develop one of the
most easy to use, on‐demand, talent sourcing tools on the market. As a
subscriber, our recruitment technology sweeps and unifies thousands of paid
and free resume databases in one location. TalentFilterSM then matches,
hierarchies the results, and provides contact through auto scheduling for
candidate interviews, chosen by you. In addition, through powerful analytics
you are able to manage your ROI for online recruiting. TalentFilterSM now
services the United States, Europe, and The Pacific Rim. One search, one
location, one technology. Thousands of sources. To learn more visit
www.talentdrive.com.
Check out our new video
visit www.talentdrive.com

Questions?
Sean Bisceglia
Is Candidate Sourcing Dead?
Phone 312.676.4202
How Today’s Economy Is Changing
The Game Rules For Recruiting
sbisceglia@talentdrive.com
April 22, 2009
Anne Nimke
Phone 262.754.5060
animke@pinstripetalent.com
• 25% discount off of TalentFilter subscriptions for all attendees of the webcast