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2012 Recruitment Strategies

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WSPH 8th HR Learning EB

WSPH 8th HR Learning EB

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  • 1. Copyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 1
  • 2. 2012 Recruitment StrategiesEstablishing Talent Acquisition Strategies Beyond Talent AcquisitionUsing Strength-Based and Service Learning MethodologyCandy DLC. Mauricio, RGC.+63922 889 8776+63915 260 7340+632 348 8777candymauricio@gmail.comCopyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved.Published by Learn1 Network (Global), Inc., Quezon City, Philippines.This FREE Version is exclusively for the participants of the 8th Learning EB. No part of this publication may bereproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical,photocopying, recording, scanning, or otherwise, except with written permission of the copyright owner. Forthe full version of this eBook, please vision our website: www.learn1network.com orhttp://candymauricio.wordpress.com/. Learn1 Network (Global), Inc.Copyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 2
  • 3. Candy DLC. Mauricio, RGC. candymauricio@gmail.com +63922 889 8776 • Licensed Counselor (PRC#377), Internationally +639152607340 Accredited Appreciative Inquiry Practitioner, +632 348 8777 Researcher, & Speaker, Certified Psychometrician, Civil Service Eligible • Coach, Human Capital & Organization Developer, International Management Consultant, Social Entrepreneur, & Trainer • Established, Audited, and Improved HR Department for various industries like BPO, Construction, Education, Insurance, Memorial Services, Non-profit, Real Estate, & Telecommunications • Actively contributing to ODPN – Makati Hub PSTD-ARTDO, IAC, PGCA, and CDAPCopyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 3
  • 4. Outline: Part 1:Back to basics and alignment of perspective. What is the importance and main purpose of the job? Foundations of the Talent Acquisition Process: Sourcing, Recruitment, Selection, & Placement Quick facts about Talent Acquisition and its relation to Management and Development of the people and their organization Social Recruiting Must Haves: The 3Ts (Talent, Technology, and Takings)Copyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 4
  • 5. Part 2:What do I need to do & how do I start using what I am learning in this workshop? How do I, as a recruiter / hr, create recruitment strategies that is beyond talent acquisition for my organization? Core Values before VMOKRAPI-SPATRES Becoming the change agent through recruitment: Using AI in developing your programs CasesCopyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 5
  • 6. Part 3: How do we enhance our recruitment services and integrate talent intelligence in our approach? Understand Human Capital Development Solutions Utilize the 3Ts in Human Resource services your the 90-day plan / commitment plan: Checklist of what I need to doCopyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 6
  • 7. Story of the Business Owner What is the importance and main purpose of the job? I want to be a business owner, What do I need to do?Copyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 7
  • 8. What are Who do you selling? you need? -Marketing & -Human Resources. Sales Dept. How much do you need? -Finance. How will your business operate? - Operations. Take away my people, but leave my factories & soon grass will grow on the factory floors. Take away my factories, but leave my people & soon we will have new and better factory.Copyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 8
  • 9. Who are you? What do you do? How do you see it being important? What are the benefits you hope achieve through this workshop?Copyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 9
  • 10. Quick Facts about Talent Acquisition Excerpt from: http://www.youtube.com/watch?v=E4s0aaX6pUs&feature=relatedCopyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 10
  • 11. I know I like to It feels I want to be they exist. join them. right. part of them. Sourcing Recruitment Selection Placement Recruiting for Priests Recruiting for Students Recruiting for Executives Recruiting for Teachers, Recruiting for Product Recruiting for Volunteers Network Architects, Management, Marketing, Civil & Environmental & Analytics Recruiting for Software Engineer, Scientist Engineers & Web Developer, Creative Design & User Recruiting for Blue-Collar Experience Recruiting for White-CollarCopyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 11
  • 12. Sourcing Get Awareness & Catch Attention 1. How do you get known? 2. What are you known for? I know they exists.Copyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 12
  • 13. Social Media for Sourcing Excerpt from: http://www.youtube.com/watch?v=0eUeL3n7fDs&feature=relatedCopyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 13
  • 14. Leave an Impression Draw Attraction Recruitment 1. How do you make the candidate feel? 2. What is most likeable about your organization? I like to join them.Copyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 14
  • 15. Sample Recruitment PR Excerpt from: http://www.youtube.com/watch?v=vIAFnHszHOACopyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 15
  • 16. Create Interest Selection Initiate Interaction 1. How do assess your applicants? 2. What kind of experience do you provide? It feels right.Copyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 16
  • 17. Blind Screening from Online Recruitment Excerpt from: http://www.youtube.com/watch?feature=endscreen&NR=1&v=N-3j8fWMyE8Copyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 17
  • 18. Online Assessment Excerpt from: http://www.youtube.com/watch?feature=endscreen&NR=1&v=k0l3_kyQAxYCopyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 18
  • 19. Placement Get them Engaged Encourage Participation 1. How do you guide them from on-boarding to regularization? 2. What enculturation program do you provide? I want to be part of them.Copyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 19
  • 20. Theories In Practice Skills Excerpt from: http://www.youtube.com/watch?v=L30-kVjwV3kCopyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 20
  • 21. Copyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 21
  • 22. Copyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 22
  • 23. Pre-employment job placement Finding the right person for the job. Is the candidate a good match for the company and the job? Training & Development Personalize training programs so that each employee can be developed according to their learning style Management Decision Making Help select future managers and leaders. Discover which career path is best suited for your talent and what training they may need. Conflict Resolution Resolve conflict by understanding personal styles to settle differences.Copyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 23
  • 24. Example CaseCopyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 24
  • 25. The 3Ts to make successful Recruitment Strategies Talent (People) Technology Takings (Environment) (Benefits)Copyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 25
  • 26. Situational Analysis Process Talent: Technology: Takings: How satisfied are you with What systems do you have Who do you want to process in place? to support your efforts? collaborate with? (5 as the highest) What is in it for them? Sourcing Recruitment Selection Placement Talent: How would you score your organization & why?Copyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 26
  • 27. Exercise 1: Situational Analysis. How do you assess your 3Ts (Talent, Technology, and Taking)? Talent. Talent pertains to the interaction of the people in your organization and what is being practiced in terms of thecompetency exhibited and dynamics manifested. Rate with 3 as the highest, how satisfied are you with your talent acquisitionprocesses in place? Technology. Technology encompasses the structure, systems, and procedures. This includes the tools and strategies to deliverresults. Describe what systems you have to support your talent acquisition efforts. Takings. Takings are identical to the benefits. It is identifying the gain, “what will be the take?” that the other party will haveshould they cooperate/collaborate with you. Write the departments and/or positions that work with you for your talent acquisitionefforts and empathize with them. If you were in their shoes, aside from getting the position filled, what will it be for you, why do youwant to help the recruitment team? Talent Acquisition Process Talent (People) Technology (Environment) Takings (Benefits)Sourcing Get the Awareness & Catch AttentionRecruitment Leave an Impression & Draw AttractionSelection Create Interest & Initiate InteractionPlacement Get them Engaged & Encourage ParticipationCopyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 27
  • 28. Sample Guide Questions 1 2 3 Not To some To Great at all extent extentWorkforce requirements for the organization are planned based on the business plan on an annual basis.Timelines committed are adhered to fill vacancies (For instance, for a quarter gets filled within the quarter and do notspillover).A plan is created for each department and function that specifically identifies the various positions that need to befilled, the sources form which they will be filled and when they need to be filled. This plan and process involvesdepartment heads and the HR Team.Managers who sit on the interview panels (selectors) have complete understanding of the job and the requirements,including the knowledge, skills, attitudes, and habits that reflect competencies they have to assess at the differentstages in the selection process.Selectors are trained in interviewing skills /techniques.The HR Department shares information on progress against vacant positions at least once a month with all thedepartments / functions across organization.A staffing budget (what will it cost for the organization to recruit the required numbers over the year) is created andadhered to that enables the organization to understand how much it will spend on recruitment over the year.Staffing budget is shared with all the department heads and tracked and reported against at least once a quarter.The HR Team creates a recruitment plan that identifies appropriate and effective channels (such as ads, campuswalk-ins, online, consultants, etc.) of sourcing for the different positions at different levels.The HR team have knowledge of various channels of sourcing for positions at different levels and use this effectivelyMetrics such as number of talent acquisition request forms: actually filled by different departments, number ofapplicants sourced per channels, interviewed candidates, offer made, and number of joinees are tracked andreported.Comparison of costs/spend is made while selecting a particular channel over another along with the success rates ofthe same (for instance, if walk-in are being chosen over campus interview for specific staff position, the decisionprocess includes both success ratios and costs for both the channels being evaluated)A well documented process and related templates / formats exists for selecting individuals for different roles / levels inthe organization (a specific process for entry level positions, a different one for managerial positions, etc.).HR team members understand and implement the sourcing, recruitment, selection, and sourcing process for differentlevels effectively.Information generated in one stage of the selection process is used effectively in the next stage.Job descriptions that clearly describe the responsibilities of the role-holder and the profile required (knowledge, skills,attitudes, and habits) exist for all roles.Template forms related to process are filled and used such as application forms, interview assessment, staffingbudget, etc.Assessment formats are filled accurately and appropriately by the sectorsCopyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 28
  • 29. Checklist for Guidelines of 3Ts: Talent (People) Technology (Environment) Takings (Benefits) Practice & Process Procedures, Structure, System, & Tools Economic, Political, Psychological, Social, Technological Adequacy of department staff (Employee) Affirmative Action Basic Driving Force of Business members Program Communication programs Attitude of company management Compensation records Community relations/public toward risk Computerized data sources and relations programs/scholarship Authority structure and degrees of information funds responsibility at each hierarchical Employee education programs Employee Assistance level Existence of employee Use of outside consultants Benefit programs development (training) programs Compatibility of management styles Human Resource information between companies systems Compensation practices Management contracts Competency and adequacy of Management reports (turnover, current management FTE, merit increases, absence, Formal vs. informal organizational etc.) structure Management succession Inter and intra-departmental conflict program Internal & external reputation of Operations (policy) manuals department management Operations budget Leadership qualities Organization charts Level of work commitment Personnel files Life Style Indicators Personnel policies and Lines of succession procedures manual Morale, work climate, and Physical office motivation levels arrangements/sufficient space Necessity for additional Policies and procedures management following acquisition Position descriptions Operating environment Profiles of key management Team orientation Relocation allowances Type and strength of management Safety programs controlCopyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 29
  • 30. Summary: Part 1:Back to basics and alignment of perspective. What is the importance and main purpose of the job? Foundations of the Talent Acquisition Process: Sourcing, Recruitment, Selection, & Placement Quick facts about Talent Acquisition and its relation to Management and Development of the people and their organization Social Recruiting Must Haves: The 3Ts (Talent, Technology, and Takings)Copyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 30
  • 31. How do I start using what I am learning in this workshop? How do I, as a recruiter / hr, create recruitment strategies that is beyond talent acquisition for my organization? Internalize your Core Values before VMOKRAPI-SPATRES Vision, Mission, Objectives, Key Result Areas, Performance Indicators, Strategies, Projects, Activities, Tasks, and Resources Spirituality in the Workplace CV = MVP (internal engagement) 3Ts (external engagement) Core Values as the guideline to Core Values exhibited by Mission, Vision, and Purpose of the Talent (Process), Technology (Systems), and Takings Organization (Policies) (THE TALK) (THE WALK)Copyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 31
  • 32. Internal Stakeholders External Stakeholders 1. Employees 1. Customers We cannot give 2. Managers 2. Suppliers What we do not have 3. Boards Members 3. Competitors 4. Owner 4. Government 5. Environment Do you believe 6. Community 7. Country you are the right person Internal External to do your job Shared Values Integrity of Strategies at this time? Appreciated Skills Foundation of Structure Preferred Style Consistency of Systems Staff Development Right Person Right Job Talk the Talk Walk the Walk = Counseling = Performance Management Right Time = Consulting = Management Development Right Organization Talk the Walk Walk the Talk = Mentoring = Good Governance = Coaching = LeadershipCopyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 32
  • 33. Ap-pre’ci-ate, v., 1. valuing; the act of recognizing the best in people or the world around us; affirming past and present strengths, successes, and potentials; to perceive those things that give life (health, vitality, excellence) to living systems 2. to increase in value, e.g. the economy has appreciated in value. Synonyms: VALUING, PRIZING, ESTEEMING, and HONORING. In-quire’ (kwir), v., 1. the act of exploration and discovery. 2. To ask questions; to be open to seeing new potentials and possibilities. Synonyms: DISCOVERY, SEARCH, and SYSTEMATIC EXPLORATION, STUDY.Copyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 33
  • 34. Ap-pre’ci-ate, v., 1. valuing; the act of recognizing the best in people or the world around us; affirming past and present strengths, successes, and potentials; to perceive those things that give life (health, vitality, excellence) to living systems 2. to increase in value, e.g. the economy has appreciated in value. Synonyms: VALUING, PRIZING, ESTEEMING, and HONORING. In-quire’ (kwir), v., 1. the act of exploration and discovery. 2. To ask questions; to be open to seeing new potentials and possibilities. Synonyms: DISCOVERY, SEARCH, and SYSTEMATIC EXPLORATION, STUDY.Copyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 34
  • 35. Becoming the change agent through recruitment: Using Strength-based and Learn & Serve Orientation in Talent Acquisition Define Discover Dream Design Deliver • Clarify • Appreciate • See • Construct • Innovate focus situation potential an Ideal for positive change Plan Prepare Participate Ponder Prove • Investigate • Learn & Serve • Implement • Insightful • Demonstrate Model service learning sustainability activity (reflection)Copyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 35
  • 36. Questions to Develop Strategies What are the targeted quick wins & long term vision Process Define & Discover & Dream & Design & Deliver & Plan Prepare Participate Ponder Prove (All Intelligent) (All Interested) (All Involved) (All Innovative) (All Impact) Sourcing What are the Where do your What are you How do you get What is the best interests of our (top performers) known for? known? description you (future)employee employees hang- ever heard about s / candidates? out? your organization? Recruitment What makes your What makes your How do your What culture or what culture / employees stay? employees candidates feel environment are environment are initiate? about you? your employees you creating with looking for? the candidates you have? Selection What do you What are the How do you What are your How do you assess expect from the advantages in think your guidelines during your applicants? candidate who placing the candidates your interaction fills the position? particular describe you? with the candidate to fill candidate? the position? Placement What are your What are the How do you How do you How do you set Theories In strengths & guide them in create your your new hires for Practice Skills for potentials your on- enculturation success? your new hire? needed from your boarding? new hire?Copyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 36
  • 37. Create your probing questions for each stage:Define & Plan. Be intelligent by clarifying the focus and investigating on the needs of your organization for talentacquisition. Know what matters most. Develop rapport with the decision makers and key influencers. Explore the beliefsand behaviors of your colleagues. What are the strengths and opportunities that you see in your organization?Discover and Prepare. Organize the results you got from your investigation. Prepare for goal setting that will address theneeds and expectations. Explore possibilities for collaboration. Remember that the difference of a SMART goal from aSMARTER goal setting is making it more exciting and recording or monitoring your progress.Dream & Participate. Find the rewards needed and the mandates that can be reduced as a form of appreciation forgetting commitment from employees in your organization. Ensure that decisions can be made.Design & Ponder. Create an opportunity for guided reflection towards engagement. Establish measurements ofprogress by identifying progress of action. Ensure critical paths are set and can be successfully achieved.Deliver & Prove. Showcase the innovation & impact of the project. Highlight its sustainability and the benefits that it willgenerate for the organization.Copyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 37
  • 38. Cases 1. According to CNBC, being a Human Resource Professional is one of the Best or Worst Job this year? 2. Name one of the top 5 social recruiting job sites for 2012? 3. Name one department HR can directly collaborate with for company branding? 4. What is the name of the 2-dimensional assessment we featured in this workshop that encompasses DISC, Enneagram, MBTI, and 16 PF and has Filipino translation? 5. Name 1 HR Solution that is Open source.Copyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 38
  • 39. How do we enhance our recruitment services and integrate talent intelligence in our approach? Design for Six Sigma: Get it right the first timeCopyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 39
  • 40. The Story of Success Excerpt from: http://www.youtube.com/watch?v=OBdepvmYlvsCopyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 40
  • 41. Understanding Human Capital Development Solutions The story of a success 1. Slow & Steady wins the race 2. Fast & Consistent will always beat the slow & steady 3. First identify your core competency & then change the playing field to suit your core competencyCopyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 41
  • 42. 90 – Day Plan: Establish Teamwork Its good to be individually brilliant and to have strong core competencies but unless you’re able to work in a team, and harness each other’s core competencies, you’ll always perform below at par because there will always be situations at which you’ll do poorly and someone else does well.Copyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 42
  • 43. Commitment Plan Process Define & Plan Discover & Prepare Dream & Participate Design & Ponder Deliver & Prove (All Intelligent) (All Interested) (All Involved) (All Innovative) (All Impact) Sourcing Talent Technology Takings Recruitment Talent Technology Takings Selection Talent Technology Takings Placement Talent Technology TakingsCopyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 43
  • 44. Define & Plan. Be intelligent by clarifying the focus and investigating on the needs of your organization for talentacquisition. Identify what matters most according to the 3Ts. Develop rapport with the decision makers and keyinfluencers. Explore the beliefs and behaviors of your colleagues. What are the strengths and opportunities that you seein your organization?Talent Acquisition Process Talent (People) Technology (Environment) Takings (Benefits)Sourcing Get the Awareness & Catch AttentionRecruitment Leave an Impression & Draw AttractionSelection Create Interest & Initiate InteractionPlacement Get them Engaged & Encourage ParticipationCopyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 44
  • 45. Discover and Prepare. Organize the results you got from your investigation and group them according to the 3Ts.Prepare for goal setting that will address the needs and expectations. Explore possibilities for collaboration. Rememberthat the difference of a SMART goal from a SMARTER goal setting is making it more exciting and recording or monitoringyour progress.Talent Acquisition Process Talent (People) Technology (Environment) Takings (Benefits)Sourcing Get the Awareness & Catch AttentionRecruitment Leave an Impression & Draw AttractionSelection Create Interest & Initiate InteractionPlacement Get them Engaged & Encourage ParticipationCopyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 45
  • 46. Dream & Participate. Find the rewards needed and the mandates that can be reduced as a form of appreciation forgetting commitment from employees in your organization. Ensure that decisions can be made. What are the potentialsfound in your 3Ts?Talent Acquisition Process Talent (People) Technology (Environment) Takings (Benefits)Sourcing Get the Awareness & Catch AttentionRecruitment Leave an Impression & Draw AttractionSelection Create Interest & Initiate InteractionPlacement Get them Engaged & Encourage ParticipationCopyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 46
  • 47. Design & Ponder. Create an opportunity for guided reflection towards engagement. Establish measurements of progressby identifying progress of action. Ensure critical paths for your 3Ts are set and can be successfully achieved.Talent Acquisition Process Talent (People) Technology (Environment) Takings (Benefits)Sourcing Get the Awareness & Catch AttentionRecruitment Leave an Impression & Draw AttractionSelection Create Interest & Initiate InteractionPlacement Get them Engaged & Encourage ParticipationCopyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 47
  • 48. Deliver & Prove. Showcase the innovation & impact of the project in 3Ts. Highlight its sustainability and the benefits that itwill generate for the organization.Talent Acquisition Process Talent (People) Technology (Environment) Takings (Benefits)Sourcing Get the Awareness & Catch AttentionRecruitment Leave an Impression & Draw AttractionSelection Create Interest & Initiate InteractionPlacement Get them Engaged & Encourage ParticipationCopyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 48
  • 49. Sometimes all we need is someone to believe in us for us to look into our own potential and ability to succeed, for us to be inspired and start dreaming. Let’s be that one person who believe. Are you that one?Copyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 49
  • 50. Candy DLC. Mauricio, RGC. candymauricio@gmail.com +63922 889 8776 +639152607340 +632 348 8777Copyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved. Page 50