The document discusses scaling up the Sourcing function at Wayfair in 2018. The goals are to move from ad-hoc recruiting to centralized talent development and produce the volume of quality talent needed for growth. Key objectives include identifying and generating talent supply, evolving processes and technology, and driving strategic direction. Metrics like time to fill, cost per hire, and engagement rates will be used to measure progress.

1. October 2018
Growth at Scale: Talent Pipelines
and Proactive Sourcing

2. 2018 Goals: scaling up the Sourcing function
CHALLENGE
Move from ad-hoc,
bespoke recruiting to
centralized, supply
generation & talent pool
development
GOAL
Produce volume of quality
talent required to enable
Wayfair’s growth by generating,
nurturing & analyzing the top of
the candidate funnel.
1. Grow and develop team a specialized team
2. Expand TA’s use of data and technology
3. Measure twice, source once
4. Influence and measure our employer brand

3. 2018 Goals: scaling up the Sourcing function
Produce volume of quality talent required to enable Wayfair’s growth
Objective Identify and generate
talent supply
Evolve TA processes
and technology
Drive strategic direction
of TA activities
Key results Increasing the talent database
by 15% quarterly
Increasing active channel
distribution by 10% quarterly
Dedicated resources
generating talent supply by
30% in key areas
Decreasing time to fill by 15% in
key areas quarterly
Increasing recruiter efficacy by
20% before EOY in key areas
Driving consistent cost per
prospect, applicant and hire
decreases quarterly
Identify high value sources of
talent repeatedly (structure,
viability, getability)
Enabling quality assessment to
increase funnel conversion %s
Increasing profile based
response and engagement %s in
key areas

4. Talent Community
Management
Talent Market Intel
Partner & Agency /
Channel Management
Tech Enablement
Engage & maintain
attraction of talent
pools while boosting
employment brand of
Wayfair
Enable intelligent
business & people
strategy decisions by
better understanding
talent markets
Build talent pool
relationships and
leverage brand
partnerships to further
pipeline & brand goals
Leverage emerging &
best-in-class technologies
to increase effectiveness
of talent discovery,
attraction, engagement &
assessment
Pipeline & Lead
Generation
Provide consistent
quantity of quality
candidates to enable
business growth
The sourcing ecosystem
Talent Community
Management
Content Creation
Talent Pool Dev.
Employer Branding
Candidate Generation
Lead Production
Pipeline Management
Outreach
Talent Market Intel
Forecasting
Analytics
Diagnosis
Optimization
Data & Process
Data & Process
Reporting &
Insights
Cold Leads
Reporting and
Insights
Warm Leads
12 3

5. Structuring the TA tech stack
Insights & Awareness
Network 1
Network 2
...
Enablement/Operations
Solution 3
Solution 4
Sources
Provider 1
Provider 2
Provider 3
...
Enrichment
Solution 1
Solution 2
...
Talent
Engagement
platform
ATS

6. ADOPT
TRIAL
ASSESS
HOLD
2 1
3
4
7 8
9
10
11
12
13
14
20
21
22
25
23
24
26
35
36
37
38
Systems
ADOPT
1. Talent Engagement
platform
2. ATS X
TRIAL
3. Vendor A
ASSESS
4. Other ATS or CRM
Enrichment
& Enablement
ADOPT
7. Vendor G
8. Vendor H
TRIAL
9. Vendor I
10. Vendor J
ASSESS
11.
12.
13.
HOLD
14.
Sources
ADOPT
20. Vendor B
TRIAL
21. Vendor C
22. Vendor D
23. Vendor E
ASSESS
24. Vendor F
25.
26.
Insights
& Awareness
ADOPT
35. Vendor K
36. Vendor L
TRIAL
37. Vendor M
ASSESS
38. Vendor N
TATechRadarOct2018

7. Identification
Outreach
Engage
Nurture
Screen
Assessment
Hire
Onboarding
Candidate Lifecycle
R
Key
S TM
Candidates Prospects
Time to Fill
Cost of Hire
Hires x Recruiter
Time to Engage
Engagement %
Job Applications x Candidate
% Prospects Formerly Candidates
Key Metrics Expectations
Quality of Hire

8. Sourcing Team role across the funnel: hunting vs farming
Awareness Outreach
Application Introduction
Screening
Onsite Interview
Offer
Hire
• Consistent employer branding
and value propositions
• Centralized and all
encompassing data analysis,
from first contact to hire
• Optimized via technology
• Testing capability (i.e., ‘we win
or we learn’)
• Cross-functional and
collaborative across Wayfair
Value of Strategic Sourcing
TA
Key
Sourcing
Re-Engagement
Identification

9. 2018 Expectation metricsResponsibilities
Prospect & Candidate Funnel
1mn+
Prospects
Unengaged
Engaged
Active
Candidate
Assessment
Hire
Talent Community
Management
Insights / Advisory
TA Analytics
Talent Acquisition
Candidates
• Annualized
• Total talent asset
• Responded, in
process of
nurturing, in talent
communities
• Interested in job
opportunities, in
process of
matching, in
recruiter review
• Candidate (not
application), in w/
recruiter for
evaluation for
specific role
• Candidates hired
into any role
Cold Leads
Warm Leads
Prospects
Candidates
Wayfairians
20%
15%
30%
6%

10. How to maintain interest in sourcing throughout TA Org
COMPANY X
COMPANY Y
COMPANY Z
COMPANY T
Company 1Comp.2
Company 3
sourcing

11. Sustaining engagement in new technology
X person
ABC
the TEP
Talent Engagement Platform
(TEP)
internal newsletter
Bites from the TEP
TEP

12. Ongoing learning and development
TEP and
recruiting
Vendor: 60