Your SlideShare is downloading. ×
0
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Talent Acquisition Challenges: Recruitment Trends and Issues Facing Today’s Leading Organizations

13,882

Published on

As the world faces unprecedented demographic, economic and competitive challenges, recruitment and retention remains a top concern. Recognizing the critical role talent acquisition plays, leading …

As the world faces unprecedented demographic, economic and competitive challenges, recruitment and retention remains a top concern. Recognizing the critical role talent acquisition plays, leading organizations are maintaining focus on attracting and retaining talented people. Finding, hiring, and retaining the right people remains a challenge through all economic climates and are presenting new and even paradoxical challenges.

Published in: Business, Technology
1 Comment
2 Likes
Statistics
Notes
No Downloads
Views
Total Views
13,882
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
595
Comments
1
Likes
2
Embeds 0
No embeds

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. Talent Acquisition Challenges: Recruitment Trends & Issues Facing Today’s Leading Organizations February 25, 2009
  • 2. Recruitment and Hiring Challenges and Solutions February 25, 2009 If there is more than one person on a terminal/phone and you’d like a copy of the Presentation – please tell us your email address in the “questions” box on the sidebar
  • 3. Our Speakers Today Hary Bottka provides TPI’s clients with expert human resources outsourcing  advisory services benefiting from Hary’s experience. Hary is the Recruitment  and Staffing Advisory Leader where he provides thought leadership and  guidance regarding the RPO and Managed Service Provider (MSP) markets and  service providers. Clients value Hary’s strong insight into industry trends and his  experience with service provider human resources issues. He specialized in  identifying process and organizational gaps within human resource  organizations and developed future state HR service delivery models. Prior to  joining TPI, he was employed by Deloitte, where he utilized his knowledge of  ERP systems and HR applications to assist top tier corporations to facilitate  Hary Bottka large‐scale change HR initiatives.  HR Global  Practice Director Hary holds a Bachelor of Arts in International Studies from Virginia Polytechnic  Institute and State University. He also is a member of the Human Resources  Outsourcing Association and where he serves on the RPO Tools Committee.  About TPI • Worldwide sourcing advisory firm • Nearly 400 advisors.  Completely independent and unbiased • Provide sourcing advisory services in: – IT, HR, Finance, All other business functions • Our goal is to help our clients optimize their business operations through a combination of  insourcing, shared services,   outsourcing and offshoring.
  • 4. Our Speakers Today Richard Crespin is the Global Executive Director of the HROA and the  President of Membership Services for SharedXpertise.  In his role for the  HROA, Richard oversees all association activities and membership  services, including the HROA’s Americas, Asia‐Pacific, and European  Chapters as well as its many interest groups, including the RPOA.  He also  oversees membership services for the SharedXpertise Forums which  manages the HROA, the Finance & Accounting Officers Association  (FAOA), and the Corporate Responsibility Officers Association (CROA). Richard is an alumnus of both the George Washington University and the  Richard Crespin Harvard Business School.  He currently serves as President of the George  Global Executive  Washington Alumni Association and is active member of the American  Director Society of Association Executives. About HROA • The HROA is the definitive independent organization for all those who purchase, provide, or  participate in HR transformation and outsourcing. Our membership encompasses over 7,500  HR executives, including the largest 50 buyers, the top 30 providers, the leading sourcing  advisors and attorneys, and the best thought leaders in HR Transformation.  • The HROA brings its diverse membership together to set standards and practices, provide  peer networking, and maintain a robust curriculum.
  • 5. Our Speakers Today Anne Nimke brings almost 30 years of experience in both human resources and staffing to Pinstripe. She is a recognized leader in the RPO arena seasoned veteran in world of talent strategy.  She has lead strategic client  engagements including RPO Solutions that are the flagship programs in the  industry,  Anne has also lead Long term outsourced talent acquisition programs  for professional, non exempt and hourly staffing needs and consulting projects  including applicant Tracking selection and implementation, employment agency  RFP and Contract negotiation, and HR/Recruitment Department realignment  and reorganization.  She graduated from Marquette University with honors and is currently a Anne Nimke Member of the HR Outsourcing Association (HROA), is Vice Chair of the RPO Co‐founder and Association,  is a member of SHRM’s National Staffing Special Expertise Panel Exec. Consultant and is former President of the MMSHRM Chapter and co‐chair of the WI State SHRM Conference. About Pinstripe • Known for innovative & uniquely effective sourcing of talent and executing on customer‐ focused process improvements servicing Global 5000 & Domestic Healthcare Systems • Founded: April 2005 by an experienced team of HR, HRO and RPO leaders and industry  veterans Headquartered in Brookfield WI • Total Employees: 136 FTE’s; Average Recruiter experience is 5 1/2 years; Pinstripe  Leadership Team (12) average HR Leadership experience is over 12 years
  • 6. Polling Question Please describe your current role… Recruiting Manager / Recruiter – 56% HR Manager / Director or above – 11% HR Generalist / HR Specialist (non recruiting) – 3% Hiring Manager / Executive – 0% Other – 31%
  • 7. Agenda • HROA Survey ‐ Recruiting Challenges and Opportunities • The Time is Now! • Questions
  • 8. Discussion Input Points • HROA/Pinstripe/TPI survey – Global Survey administered in Fall of 2008 – Input from HR leaders and providers of recruitment services  • TPI data – TPI Prevalence DatabaseTM – Fact‐based research, supporting the HRO needs of the Forbes  Global 1000 – Clear framework for apples‐to‐apples comparison of diverse  HRO data points – All HRO Functions: WFA, Payroll, Benefits, RPO, Learning,  Compensation, Performance • Pinstripe data – Recruiting Leaders Poll gathered monthly from predominately  mid‐side organizations
  • 9. Now! 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
  • 10. Now! • First level, Calibri 24pt, gray 10
  • 11. 2009 Forecast Change in Jobs Source: Moody’s Economy.com, Feb 2009 11
  • 12. 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 18% 26% – Increasingly poor quality of candidates • Helped – More talent available; “their loss is our  gain” – Less competition enables organizations to  56% better position to attract talent – Uncertainty decreases attrition  Harmed No impact Helped
  • 13. Now…is the Time! 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
  • 14. Polling Question What recruitment metrics do you measure now? (check all that apply) Cost per hire – 33% Time to fill – 77% Candidate source analysis – 67% Quality of hire – 23% Candidate and/or Hiring Manager satisfaction – 30%
  • 15. Measuring Recruiting Effectiveness Most Important to Measuring Recruiting Effectiveness 0% 10% 20% 30% 40% 50% 60% Quality of candidate Time to productivity Job vacancies outstanding Cost per hire Time to hire S P F 208
  • 16. Why RPO? Most Common Reasons to Outsource Recruitment Processes 0% 10% 20% 30% 40% 50% Decrease the time to hire Lower the cost of recruitment Improve candidate quality Increase candidate volume Gain access to technology Improve market outreach
  • 17. Drivers of Provider Selection
  • 18. RPO Defined Recruitment Process Outsourcing is a form of business process  outsourcing where an employer transfers all or part of its  recruitment processes to an external service provider. An RPO provider can provide their own or may assume the  company’s staff, technology, methodologies and reporting.   In all cases, RPO differs greatly from providers such as staffing  companies and contingent/ retained search providers in that it  assumes ownership of the design and management of the  recruitment process and the responsibility of results. 
  • 19. Polling Question How concerned are you about effectively recruiting the best talent right now? (pick one) Not concerned at all – 4% Moderately concerned in all job/skill areas – 19% Some areas very concerned & in other areas NOT concerned – 50% Very concerned in all job/skill areas – 27%
  • 20. 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
  • 21. What to do now? • With hiring volumes down, organizations should be looking at  their Recruiting and Staffing delivery model for the future • Determine if your processes and systems environment support the  needs of your hiring managers • Calculate the current cost of administration – Are you surprised at  the cost • Seek to reduce the complexity of your environment by  consolidating systems and vendors • Identify strategic alternatives to the status quo – Model business case for each alternative – Analyze feasibility/attractiveness of options • Evaluate potential sourcing options – RPO  is one of the most proven area of HR  Outsourcing success
  • 22. Impact of RPO 0% 20% 40% 60% 80% 100% Improves quality of candidates our organization attracts Helps my organization gain a competitive advantage Brings about positive change to my organization Is part of our talent management strategy Benefits candidates as well as hiring manager  Helps my organization reduce costs Strengthens the role of HR with senior management Is necessary for my organization to operate in today’s  economic climate  Is the solution to the managing the fluctuations in  staffing demands Strongly Agree Agree Neutral Disagree Strongly Disagree
  • 23. Scope of full‐scope RPO ‐ Pinstripe 31 Customers 213 cities 2,300,000 resumes sourced 5,650,000 candidate  interactions 31,223 hires 23
  • 24. What to do now? 4 Things to Start Today 1.Enhance your brand 2.Innovate your process and mobilize technology 3.Measure your results 4.Be Nimble – change when it is necessary
  • 25. What can you do now? 1. 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
  • 26. Social Networking Usage Trends • 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 UniversalMcCanm 26
  • 27. 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. 27
  • 28. Companies don’t control the message
  • 29. What to do now? 2.  Innovate your process and mobilize technology – 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 – Know and deploy new options available in automation and self‐ service • eQuest/JobViper (Automated Job Posting Distribution) • Jobs2Web (Requisition SEO) • SkillSurvey (Automated Pre‐hire 360 Reference Checking) • TalentDrive (Sourcing and TRM System)
  • 30. 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
  • 31. Recruitment and Staffing Metrics • 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
  • 32. Be Nimble evolve or transform. status quo is not an option. now is the time.
  • 33. Final Comments
  • 34. Attendee Takeaways Executive Summary TALENT ACQUISITION CHALLENGE REPORT: Recruitment Trends and Issues Impacting  Today’s Leading Organizations 
  • 35. Any questions?  Hary Bottka TPI 770 719 2405 Hary.bottka@tpi.net www.tpi.com Anne Nimke Pinstripe, Inc 877.797.3379 animke@pinstripetalent.com www.pinstripetalent.com Richard Crespin HROA 202.905.0351 richard.crespin@hroa.org www.hroa.org Thank you! 

×