Pinstripe Presents: Corporate Recruiting - How Does Your Organization Measure Up?
Upcoming SlideShare
Loading in...5
×

Like this? Share it with your network

Share

Pinstripe Presents: Corporate Recruiting - How Does Your Organization Measure Up?

  • 1,849 views
Uploaded on

Talent Acquisition is one of the most critical talent management programs. A strong talent acquisition function enables organizations to source and select the best talent for driving success today......

Talent Acquisition is one of the most critical talent management programs. A strong talent acquisition function enables organizations to source and select the best talent for driving success today and prepares the business for tomorrow’s needs. This is the presentation deck from a Pinstripe Presents webinar in which Kim Lamoureux, principal analyst for talent acquisition at Bersin & Associates, presents benchmarking data from its recent 2011 Talent Acquisition Factbook study. Lamoureux shares key insights for improving the quality of each hire.

More in: Business , Education
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads

Views

Total Views
1,849
On Slideshare
1,848
From Embeds
1
Number of Embeds
1

Actions

Shares
Downloads
94
Comments
0
Likes
2

Embeds 1

https://tasks.crowdflower.com 1

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. #talentmindset© 2012 Bersin & Associates | All rights Reserved #talentmindset
  • 2. Welcome & Introductions Kim Lamoureux Senior Director, Research Practices and Principal Analyst, Talent Acquisition Bersin & Associates Bersin & Associates is the leading global provider of best-practices, trends, and benchmarking research in talent management, learning, and strategic HR. 60% of the Fortune 100 are Bersin & Associates research members, with more than 17.5 million employees managed by HR teams using Bersin Research. HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 2 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 3. Agenda  Business Challenges  Research Overview  Talent Acquisition Investments  Sourcing Strategies  Quality of Hire • The Role of Employment Brand  Wrap-Up and Q&A HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 3 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 4. Business Challenges HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 4 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 5. Top Business Challenges 0% 10% 20% 30% 40% 50% 40% Need to reduce operating expenses 42% 24% Expansion into New Markets 35% Launching many new products and 23% services 25% 37% Urgent need for innovation 24% Q4 2010 25% Significant change in business strategy 20% Q3 2011 31% Change in regulatory environment 19% 31% New To Management Team 16% 15% Severe market downturn 16% 11% Major business Restructuring 14%Source: Bersin & Associates TalentWatch Q4 2011, n-278 HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 5 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 6. Global Talent Deficit The Cultural Revolution created a “missing India Graduates Millions, but generation” of talent between Too Few Are Fit to Hire 40-55, so expatriates fill most jobs at the top 75% of technical graduates and 85% of general graduates in India are unemployable by India’s high-growth Regional Leadership industries, including IT and call centers. Young workers flooding the marketplace, yet most have inferior preparation, Country Leadership language skills, and technical skills. Middle Management “We are entering the era of unparalleled talent scarcity, which Entry Level will put a brake on economic growth around the world, and will fundamentally change the way China we approach workforce challenges.” HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 6 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 7. Top Challenges in Minds of HR Gaps in the leadership Need to re-engage pipeline and need for workforce to drive new leadership models performance 74% 60% Reskilling of workforce Difficulty filling key for new business positions and reduction environment in quality of hire 56% 44% Desire to transform HR Need to improve skills into a more strategic, of HR team and business-driven competencies in new operation disciplines/technologies 65% 71% HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 7 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 8. Top Challenges in Minds of HR Gaps in the leadership Need to re-engage pipeline and need for workforce to drive new leadership models performance 74% 60% Reskilling of workforce Difficulty filling key for new business positions and reduction environment in quality of hire 56% 44% Desire to transform HR Need to improve skills into a more strategic, of HR team and business-driven competencies in new operation disciplines/technologies 65% 71% HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 8 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 9. Research Overview HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 9 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 10. Talent Acquisition Factbook Study  June-July 2011 survey of 414 U.S. Key Metrics organizations Cost per Hire  Qualitative interviews to TA Staffing per Hire understand current Budget Allocations practices Applicant Volumes  Key benchmarks and Recruiter workloads trends by company size and industry Time-to-fill  Data for HR and Quality of Hire recruiting managers to http://www.bersin.com/Practice/Detail.aspx?id=15006 make investment decisions HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 10 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 11. TA Spending & Staffing Rose in 2011 U.S. companies increased their recruiting budgets and headcount Talent acquisition spending is up 6% 6% over 2010 levels. Full-time staffing increased 11%. And approximately half of all 11% companies hired additional contractors. HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 11 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 12. Early Signs of Job Market Growth Large provider of engineering an operations services doubles its talent acquisition spending – adding 3,400 new hires globally. Accenture’s hiring estimated to exceed 60,000 this year – a 28% increase in total staffing. HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 12 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 13. Spending per New Hire Large companies leverage technology and size to lower costs. Companies spend nearly $3,500* per new hire, on average. Small = 100 to 999 employees * Spending figures include TA staff payroll, systems, Midsize = 1000 to 9,999 employees advertising, sources, and travel. Large = 10,000+ employees HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 13 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 14. Answer: Which industry has the highest cost-per-hire metric?  Manufacturing  Business services  Retail  Healthcare Heavy spending on agencies, with hard to fill positions: engineers; technicians; skilled trade workers. HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 14 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 15. Sourcing Strategies HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 15 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 16. Where’s the Money Going? Agencies and job boards get the largest funding Nearly 30% of the talent acquisition budget goes to agencies. HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 16 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 17. Answer: What source is used to fill the most positions?  Employee referrals  Professional networking sites  Internal candidates Each fills 19% of open job requisitions  Job boards HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 17 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 18. Where’s the Biggest Bang for the Buck? Percent of spending… HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 18 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 19. Where’s the Biggest Bang for the Buck? Agencies take 29% of funding, but fill just 8% of positions. Percent of spending… Percent of jobs filled… HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 19 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 20. Changes in Sourcing Strategies Agencies – ½ of US firms decreased their agency spending in 2011 Job boards – not dead, but at risk Professional networking Social media Internal mobility Employee referral programs HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 20 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 21. Tapping the Employee Base: Talent Mobility Coaching Succession Assessment Management ORGANIZATION INDIVIDUAL NEEDS NEEDS / DESIRES VALUES STRATEGIC DESIRED INITIATIVES COMPETENCIES ANNUAL Individual (KNOWLEDGE, GOALS DESIRED Development DEVELOPMENT BUSINESS BEHAVIOR, INDIVIDUAL NEEDS Plan (IDP) MOBILITY OUTCOMES SKILLS) DEVELOPMENT OPEN POSITIONS PLAN (IDP) STRENGTHS CAREER ASPIRATIONS & MISSION OPPORTUNITIES VISION Organizational Strategic Planning / Career Performance Competencies Restructuring Management Management HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 21 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 22. Tapping the Employee Base: Referrals All employees are ambassadors of your company Benefits  Generates higher quality candidates – employee’s reputation on line  Increases passive candidate pool  Replaces more expensive recruitment channels  Helps for highly specialized positions - source for obtaining hard-to-find candidates Referrals  Are less expensive to recruit and more qualified  Stay at your company longer  Adapt to the company culture more quickly Referral bonuses are $500 to $4,000 on  Take less time to find average  Accept offer more readily HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 22 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 23. Improving Quality of Hire HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 23 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 24. Measuring Quality: New Hire Assessments  90-day assessments are the most common  Assessments provide insights into hiring quality and spotlight issues with onboarding, development and management processes. HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 24 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 25. Measuring Quality: Manager Surveys How well did candidates match the needs of the position?How satisfied How could theare you with the process berecruiting improved?process? How would you rate the new Would you rehire this hire’s contribution to date? candidate? HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 25 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 26. Measuring Quality: Candidate Surveys How well did the position match the job description? How satisfied How could the are you with the process be recruiting improved? process? How well were you kept informed Would you recommend this throughout the process? company to a friend? HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 26 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 27. Measuring Quality: Turnover 1 in every 8 new hires leaves within the first 12 months. Large businesses have highest new hire turnover at 17%. HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 27 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 28. Improving Quality of Hire Doesn’t Start with Recruitment Recruitment Job Sourcing, Screening, Assessing, Profiles Interviewing, Selecting, Hiring, Onboarding HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 28 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 29. Improving Quality of Hire Starts with Understanding the Business Talent Acquisition Strategy Candidate Relationship Management Candidate Succession Transferrable Labor Audiences Management Skills Market Job Recruitment Tools & Analysis Sourcing, Screening, Assessing, Technology Interviewing, Selecting, Hiring, Onboarding TA Org Workforce Workforce Metrics & Structure Segments Business Planning Analytics Outsourcing Alignment Training Employment Brand Candidate Experience Recruiting Culture HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 29 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 30. Improving New Hire Quality The Significance of the Employment Brand  Employment branding helps to attract the right candidates.  Employee value proposition (EVP) fosters recruitment AND retention.  Employees are your brand ambassadors.  Retail and healthcare have highest spend in this area. HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 30 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 31. Improving New Hire Quality Now Look at Recruitment Practices Large healthcare system implemented pre-hire assessments to improve productivity and quality – cutting new hire turnover in half. Multi-national food and agriculture distributor adopted reference checking solution to improve hiring decisions – and reduced time spent from 5 days to 2 days. R.J. Reynolds implemented video interviewing technology – and has improved candidate quality, with no change in time-to-fill. HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 31 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 32. Improving New Hire Quality Using Social Technology Technology Trends Mobile CollaborationEmployee Big DataSocial Performance AnalyticsManagement Global Clouds Growth by Acquisition HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 32 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 33. Improving New Hire Quality Gamification in Interviewing Technology Trends Mobile Collaboration Big DataSocial Performance AnalyticsManagement Job Candidate Global Clouds Growth by Acquisition HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 33 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 34. Improving New Hire Quality Training Gives Quality a Boost  Most organizations teach hiring managers the do’s and don’ts.  Smart organizations provide interviewing tools, guides and training to hiring managers.  Many recruiters also need to build skills in using recruiting tools and systems effectively. HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 34 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 35. Wrap- Up HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 35 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 36. Closing Thoughts  Talent Acquisition is bigger than recruiting  Recruiting begins with your employment brand  Identify the right metrics and use them to continuously improve your recruiting practices • Are your spending and staffing in line with industry standards? • Are you investing in the most productive and cost-effective sources? • Could recruiters be more productive with better tools, systems, training or compensation? • If new hire quality is low, how can it be improved? HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 36 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 37. Question & Answer Session Download the complimentary Bersin & Associates Research Reports at pinstripetalent.com Investments in Recruiting: Getting the Most of Your Sourcing Dollars Recruiting Analytics: Key Metrics and Approaches for Improving Quality of Hire HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 37 #talentmindset© 2012 Bersin & Associates | All rights Reserved
  • 38. HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 38 #talentmindset© 2012 Bersin & Associates | All rights Reserved