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Talent42 2017: Cathy Neal 1-Pager An A-Z Guide on Executive Level Sourcing

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Talent42 2017: Cathy Neal 1-Pager An A-Z Guide on Executive Level Sourcing

  1. 1. 1 An A-Z Guide on Executive Level Sourcing (C-Suite) Cathy Neal • Over 15 Years of Progressive HR Experience • Senior Sourcing Researcher, Full-Life Cycle Recruiter, HR Generalist, Global Sourcing Consultant, Global Sourcing Project Manager • Experience in Corporate, Contingency and Retained Executive Search Environments • MA, Human Resources Development and MA Mass Communications • I have a passion for all things sourcing, especially building candidate pipelines and diversity search! • Twitter @sourcingrocks I love to connect and Tweet about all things sourcing. I reetweet! 2 3 Sourcing is entrenched in corporate culture Sourcing and recruiting teams have grown extensively in both executive and search environments There has been a shift in salary for Sourcers (now on par with recruiters) The demand for Sourcers/Recruiters is on par with HR Generalist Data indicates that sourcing and recruiting are being viewed comparably in status and contribution The economic climate leaves an open door for processes that can demonstrate fiscal responsibility. For the past several years the PWC CEO survey has indicated Talent Issues are prominent on the agenda, the ability to demonstrate cost savings is crucial and success will come to those that can provide CEO’s with the ability to carry out strategic initiatives. The Time is Right Opportunity 4 Dedicated Researchers Dedicated Sourcers Recruiters who are skilled at sourcing Name generation companies RPO If you are not sourcing and recruiting in the Executive Space: Start! If you are already filling executive level roles, the opportunity exists to expand your reach. Contingency Search Retained Search Advantages • Enables teams to achieve significant cost savings (corporate environment) and commissions/billings earned (Retained, RPO, Contingency, Hourly Billing Services) • Enables you to directly impact company initiatives and strategy: • Diversity (gender and POC’s) • Unique skill sets • Provides a high level of visibility and establishes credibility enterprise wide • Executives and senior managers are connected across the enterprise. This allows for increased recruiting and sourcing efficiency at every level: • Executives have connections to help you fill senior level roles across the enterprise (throughout different business verticals) • Are able to connect you with individuals that have diverse and unique skill sets • Can introduce you to individuals that will enable you to identify strong mid-level contributors • “Internal Selling” Individuals that are recruited through the sourcing process often provide repeat business and will evangelize your services 5 • Stays up to date on industry news: Businessweek, CNN, Twitter, Newsie, Industry Publications, Google Alerts, Flip Board. • Has a plan in place, so they are ready to respond , communicate and act (downsizing, changes in leadership, industry shifts). • Makes Connections and get to know SME’s (internally and externally) ahead of time (before roles become available). • Thinks of creative ways to get to know people outside of asking for referrals: exchange ideas, attend events, ask for opinions, have a lunch and ask for career advice. • The best executive Sourcers and Recruiters take responsibility for their own development. Stay abreast of the latest sourcing techniques (technical knowledge enables you to move quickly and find the best and the brightest talent) take advantage of development opportunities: Talent42, blogs, YouTube, podcast, webcast training, networking and constant research and development Profile of Effective Executive Sourcer 6
  2. 2. 2 • Have a strong internal sourcing/recruiting team in place with roles clearly defined: The executive sourcing team should have your most experienced sourcers working with leaders/the business • Be able to clearly communicate process and strategy: Have process flows, touch points and timelines mapped out in writing (Examples Provided) • Have the mechanisms in place to communicate report metrics regularly (often weekly): Include industry trends and competitive intelligence • Establish a point of contact and stay closely aligned • Have the resources in place for strong packaging: Prepare biographies, interview booklets, meeting resources Provide a Strong Foundation 7 Sample: Global Talent Acquisition Search Process Research/Sourcing The Global Talent Acquisition Team will begin with a thorough assessment of your needs. We meet with key stakeholders, develop the job description and formulate a strategy for search execution. This approach is combined with the utilization of the applicant tracking database, referrals from internal departments and industry experts, advertising (when warranted) and the incorporation of state-of- the art sourcing tools. Our multi-faceted approach allows us to conduct an exhaustive industry search. Candidate Assessment Our ongoing candidate outreach and assessment is strengthened by utilizing a “search firm” approach to candidate sourcing. We also have an “insider” advantage when creating a bond of trust with prospective candidates. It helps to size cultural and skill fit to the position specifications. Our thorough process calibrates and assesses candidates to the critical competencies desired. Candidate Experience We will communicate with you on a regular basis regarding candidate feedback. This ensures a consistent candidate experience that appropriately positions the role, values and culture of our organization. Diversity & Inclusion We work diligently to find the appropriate talent pool that incorporates a slate of candidates that are technically qualified. Our team works hard to present candidates that provide a combination of diverse ideas, perspectives and cultures. 8 Research/ Sourcing Continuous Communication Closing The Deal Diversity Focus Candidate Experience Talent Acquisition Candidate Assessment Continuous Communications Shortly after launching the search, we begin regularly scheduled progress meetings where we present our findings on prospective candidates, market intelligence, and other issues or challenges that may arise. Closing the Deal We work closely with your team to prepare an offer recommendation that will be acceptable to all parties. We partner with you to make sure contact is maintained with the candidate subsequent to offer to ensure a smooth transition through the final start date. Sample: Souring Strategy 9 Target Organizations Professional Associations Resume Databases/User Groups Internet Resources University Alumni Sites Internal Resources •Eastman Film •Jelly & Toast •General Manufacturing •Allbottsers •Latin Solutions • Soluttions •My Fair Pony •Belly’s R US •Boyers •Corn & Tomatoes, Inc. •Bugles •Smollett’s •Cosby Manufacturing •Mike & Ike’s •Now & Later’s •Gooble’s •Phillip’s Roche •Yellhoo •Supply Chain & Procurement •International Procurement Leaders •American’s Bar Association International •National Supply Chain Leaders •The National Association of Chemical Procurement Professionals •The International Association of Oil Procurement Executives •Procurement Plus • SCPI •INSCPL •Purchasing Digest •Purchasing Category Management Professionals •PLCPA •LatPro Procurement Professionals Database •LinkedIn •Hirenecia.org •Hoogera’s •BJC.com •Georgetown •Yale •Harvard •Howard •Michigan State •Hampton University •Purdue •University of Southern California •Stanford •University of Iowa •Cokie Roberts, VP Global Oil Categories •Diane Whittlehubts, Senior Global Procurement Director •Bonita Leaks, Category Lead (Seeds) •Kim Richards, Chief Category Lead (Oil) •Supply Chain Scheduling and Operations Director Global Director, Data Science - Timeline Project Initiative Status Date Completed (Previously Initiated) March 17th- April 11th April 11th- 18th Apr 18th – April 25th Apr 25th – May 2nd • Search start (In Progress) • Meet to discuss position requirements (Complete/Additional questions for technical screening in review) • Finalize job description • Identify sourcing channels and target companies (Complete) • Research process, sourcing and screening (In Progress) • Sourcing strategy finalized  • Weekly communication/ update calls begin • Research process continues • Referral and network contacts – continues • Active Sourcing-Continues • Active Sourcing Screens –continues • Active Recruiter Screens-Begin as top prospects are identified   • Primary research completed. Ongoing sourcing is continued and top prospects are referred to the recruiter for final screening and selection • Active Recruiter Screens-Continue • Prequalification and ongoing screening of candidates • Supply Chain Interview Participants Begin Technical Phone Screens   • Supply Chain Interview Participants complete technical phone screens • Candidate interviews and evaluations • Continued progress meetings on search/weekly communication calls   • Final candidate selections (second/final round interviews); reference checks, and employment offer phase   10 11 Invest In Technology (Samples of Tools) • Have a diverse interview panel involved with key decision makers: Technical experts, primary decision makers (informal and formal authority), leaders with matrixed relationships, etc. • Have senior manager’s available at the highest level of your team that can help communicate issues/roadblocks when needed • Touch base with the team regularly to make sure the process is moving forward • Make sure every aspect of compensation is communicated and resolved before going to the table with an offer • The team needs to know what matters to the candidate and be in a position to make strong recommendations • Make sure the sourcer (s) are closely aligned with the candidates (know if they have multiple offers, may get a counter offer, have reservations, so issues can be addressed and resolved) • Be able to tailor offers to unique needs • Make sure the right person on the team extends the offer Closing The Deal On Both Ends 12

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