An Introduction to Strategic Talent
Sourcing
Matt Best | Regional Program Manager

© Talent2 Pty Ltd 2011
What Challenges Did the Client Face?
 They found there was a greater demand for local Asian talent in tandem with a backlog of roles with niche skill-
sets which were not freely available in the market
 The firms internal succession plans for key roles were extremely thin and they lacked bench-strength in key areas
 The client’s desire to have strength in depth in key areas meant they were faced with looking externally for talent
as there were no internal candidates available to fill these gaps
 They risked loss of revenue and productivity by not being able to replace key talent in their organization in a
proactive manner. Their current recruiting model for strategic hires was far too reactive and event based
 In many cases when the client hired they only met with the those candidates ‘on the market’ and they did not
get a realistic view of those candidates which are the very best ‘in the market’. This meant they were missing out
on strategic game-changers when hiring
 They understood that all firms were in effect fishing from the same talent pools for key hires. This meant the
client would need to be more strategic, persuasive and hands-on in their approach to these talent pools if they
wanted to be successful. They could not afford to leave key strategic hiring to chance

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How Did We Want To Answer Those Challenges?
 They needed to strengthen their our own strategic understanding of the talent market in key areas
 Seek out, track and build rapport with key talents in all of their markets and across all businesses
 Assess these talents and build their own proprietary talent-maps
 Hire from these talent-maps in a more proactive and strategic manner
 They needed to build a robust regional recruiting program for the ‘next generation’ of emerging Asian talent
 Developing a best in class graduate intake processes
 Graduates would then be used to fill short-falls in niche skill-sets which cannot be found in the market
 By owning their own talent agenda and keeping the recruiting intelligence and mapping in-house it was felt
that the client would have a much better understanding on who the best talents in the market were and would
be better positioned in their quest to achieve excellent hires
 By implementing this model the client would be gaining a distinct competitive advantage over their competitors
and would be able to position their careers offerings ahead of the pack

© Talent2 Pty Ltd 2011
 The Strategic Talent Sourcing team aims to provide support to the client’s strategic business and HR objectives
 This is a strategic sourcing model that will complement the current recruitment model now and into the future by
focusing on targeting, engaging, tracking, assessing and eventually acquiring future leadership talent for the firm.
 The Strategic Talent Sourcing team will focus on the delivery of directly sourced talent for critical strategic and
future leadership roles, as well as developing pipelines of engaged talent which we can then be used to
strengthen the organization at a future date
 The team will focus on key strategic level external hires which require a high-touch approach.
 The team will also develop a program to embed the next generation of emerging talent into the organization via a
complimentary graduate and internship program which the client will run in consultation with Talent2
Introducing the Strategic Talent Sourcing Model

© Talent2 Pty Ltd 2011
 We provide a high touch, consultative and advisory approach to critical future talent hires and workforce planning
 We give an in depth view of the available talents in the market, including; a forensic assessment of the individuals
interviewed based on the clients success profiles, ranking talents with research in order of suitability and fit
 We deliver a comprehensive search of the market covering both passive and active job-seekers. The team builds
rapport with these passive talents and then continuously tracks and checks in with key talent in the market in
order to keep this data and competency assessments relevant and fresh
 A team of dedicated recruiting specialists aligned 100 percent to the clients business strategies and talent agenda.
All the members of the team have a proven track record of delivering a ‘best in class’ search experience both in-
house and within agencies
 We are a ‘one stop shop’ approach to strategic hiring, we reduce the need to have multiple discussions within the
matrix on a particular hire or desired strategy wherever it may sit in the region
 We provide monthly and quarterly market intelligence reports – highlighting available talents based on the teams
ongoing research, as well as market news covering competitor analysis
What to Expect from Strategic Talent Sourcing

The Difference Between Talent Mapping and Recruiting
- The Double Funnel Concept
# The Hiring Stage: Recruitment
Process with Job Description and
Headcount
Rank Order:
Mapping
Reports
Quantify:
Candidates
Scored and
Ranked
Defined
Criteria:
Talent
Gap with
a Success
Profile
# Strategic Research: Talent Mapping to
Projected Future Workforce Plans or Skill
Gaps
Recruit to a
specific job
description
using
traditional
process

© Talent2 Pty Ltd 2011
The Talent Qualification Process - Talent Mapping
Process
Set-up
Research /
Mapping
Talent
Evaluation Refresh Data
• Engagement of key
stakeholders
• Confirm priorities,
talent gaps or
specialisations
Build Toolkit:
• Success Profiles
• Mapping reports
• Candidate reports
• Research to ’success
profiles’
• Development of
pipeline and maps
• Reporting using
success profile
criteria as a
benchmark
• Feedback from
stakeholders on
mapping reports
• Ongoing research
phase
• Talent is qualified for
fit against success
profiles
• Team directs and
highlights talent to
stakeholders
• Talent pools are
analysed in
comparison to
workforce plans
• Ongoing
management of
identified talent
• Refresh and update
of data, maps and
reports
• Checking in with
talents & keeping
warm
Refresh Data
Set-up
Research / Mapping
Talent Evaluation
Talent
Mapping
Standard recruitment
process commences
Formal selection process
begins as job rec is raised and
headcount is confirmed

© Talent2 Pty Ltd 2011
Some Food for Thought
 A recent survey of a Sales Directors group listed on LinkedIn indicated that 83% of their
fully-employed members were unlikely to even consider switching jobs unless directly
contacted by a recruiter or through an employee they’ve worked with closely in the past
 From a recruiting strategy standpoint, the idea is to find candidates before they actively enter the
job market. But to do this, you need a different process for sourcing and recruiting these talents
 It has long been known that great recruiting functions are proactive and forward looking.
Leading firms will begin mapping top talent working at their competitors. They will also use
professional communities and continuous employee referrals to develop a talent pool of pre-
qualified top candidates for key jobs
 Leading firms will begin a steady shift away from recruiting “actives” (currently 60% –90% of all
candidate submissions for roles) and toward the direct sourcing of “currently employed top
talent” using social media channels and social-media-driven employee referrals.

Why Passive Candidates are Important to the Strategic
Talent Sourcing team

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Benefits to the Client in using the Strategic Talent Sourcing
Team’s Services
 The Strategic Talent Sourcing team is dedicated exclusively to the client’s business interests. The team is
seamlessly aligned to their strategic talent planning efforts and their appetite to hire the very best talent
 The client needs to find the very best candidates in the market and not just those on the market at any given
time. There is a big difference between the two, with passive job seekers generally being the highest
performers in their field. Hiring the very best candidates in the market should be their ultimate aim every
time. They cannot compromise on talent so why leave it to chance
 By using a direct in-house sourcing model all of the team’s market intelligence, relationships, talent maps and
candidate knowledge becomes the client’s proprietary data . They own it all..
 Whilst headhunting directly the team will build up rapport and relationships directly with the marketplace and
will soak up market intelligence because of this. This intelligence may be useful information for the business
and can then be used to their advantage. We become their eyes and ears..
 The team is set up to be a ‘one stop shop’ for critical talent hiring. Each search will be handled by a dedicated
Search Consultant and they will own the search assignment in its entirety throughout the lifecycle of the
search, reducing the need for multiple conversations on a particular search
 All of the team’s KPI’s are aligned to filling 100 percent of all assignments undertaken, meaning they are truly
dedicated to getting the job done

© Talent2 Pty Ltd 2011
Strategic Talent Sourcing – Value Model

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Thank you