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Recruitment in the next decades, Talent Relationship Management (2015 update)


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Recruitment needs to shift focus from re-active filling vacancies to enabling companies to deal with the dynamics of todays business by on demand talent supply.
Talent Relationship Management provides the fundament for this "on demand talent supply".

Published in: Business, Technology
  • Thank you Alexander, I really appreciate the time and effort. Resume keywords are way more important than resume formats. Because recruiters conduct keyword searches during the initial sourcing process in Applicant Tracking Systems. You're not found if your resume doesn't contain the exact keywords. But it's a pain to find those keywords from the job descriptions. I found the site Jobscan that identify keywords for your. All you do is paste in your resume plus the job description, then Jobscan analyzes your job description for you automatically and identify the most important keywords for you. It literally takes seconds and it so worth the copy and paste. Saved me so much time AND I got more interviews using Jobscan! I recommend it as well.
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    Map My Talent Consulting is an expert on giving workable ideas on talent management., visit our slideshare page and download our ppt and share.
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Recruitment in the next decades, Talent Relationship Management (2015 update)

  1. 1. Corporate recruitment in the next decades From: re-active “vacancy” recruitment To: pro-active talent relationship management Professional outlook by Alexander Crépin Talent Acquisition & Engagement strategist, trainer & interim manager an innovative TRM service
  2. 2. The winners of the near future Agile companies with direct, on demand access to top talents, active & passive candidates to meet or surpass customer demands Alexander Crépin
  3. 3. Recruitment shift in focus From: Reactively filling vacancies Alexander Crépin
  4. 4. Recruitment shift in focus To: Talent Relationship Management For: Pro-active on-demand talent supply Alexander Crépin
  5. 5. Talent Relationship Management & WEB 2.0 Interactive internet / social media are a success around the world • Online professional & personal relationships are becoming “normal” • Talents are used to the idea of social networking • Tools supporting relationship building (Linkedin, Facebook) becoming common practice • Online search technologies are improving • Online options to get in touch like Skype etc. are getting more affordable • Social Media via telephones ensure further growth of the online population • Etc. etc. Now it is becoming cost effective to proactively invest in identifying top talents & in development of a mutual beneficial work relationship
  6. 6. Talent Relationship Management & WEB 2.0 New social networking & database technologies are transforming the way people ‘look’ for work Web technology changed looking for & finding passive candidates new rules around hiring & engagement emerge for a new generation of independent, transient & ‘globalised’ workers in the knowledge economy Z. Misko global director of Kelly Outsourcing & Consulting
  7. 7. Talent Relationship Management (TRM) • Talent Intelligence (TI) • Talent Engagement (TE) TRM = TI + TE + TP • Talent Pool (TP) Alexander Crépin
  8. 8. TRM: Talent Intelligence Knowing the Best to hire the Best Finding talents around the globe for your Top Talent Pool your talent pipeline Ensuring on demand supply of top talents in the areas that are key to your companies success Develop a people assets portfolio for recruitment ROI earn back periods for recruitment are getting shorter as life time employment is fading out Alexander Crépin
  9. 9. Identifying key roles, strategic positions Who are you looking for? Alexander Crépin
  10. 10. potential performance Problem Cases To Early to Judge Meeting Requirements Effective Performers Acknowledged Talent Irreplaceable Professionals High Performers High Potentials Your Top Talent Targets Consider hard- & soft competencies Alexander Crépin
  11. 11. Resilient talents for agile companies Main characteristics of talents to successfully cope with the dynamics of change They are Positive, self confident about the world and self & able to frame unknown into possibilities Face reality head-on, labeling their setbacks, losses & disappointments for what they are They remain Focused during times of ambiguity and confusion Being Flexible both internally in their thoughts & externally with others, so they can create opportunities rather than see things in black or white Being Organized to put order and structure to chaos They use their “energy by putting systems and discipline to good use Pro-active action driven & don’t wait – they make things happen Eager to learn & share expertise & experience together for employability Alexander Crépin
  12. 12. Talent Intelligence Talent Scouting, Identifying & Searching Top Talents + Talent Intelligence Framework development • Target labor markets, target professions • Demand & supply modeling • Demand analysis, key roles, key competencies • Talent supply demographics, internal & external • Talent source tracking • Identifying talent competitors, talent competition • Insight in target talent expectations • Ensuring a differentiating labor market positioning • Testing your brand image • Employer Value Position, Employer Branding • Developing & fostering a talent scouting / referral culture • Develop Talent Intelligence System, a Talent Bank, a Social Network • Engage professions opinion leaders network • Talent background / pre employment screening, talent assessment • Etc. Alexander Crépin
  13. 13. Talent Intelligence Make and/or buy - Developing a Talent Intelligence Framework (TIF) - Managing your TIF - Top talent identification - Searching top talent globally - Screening talent - Data / intelligence supply - Professional Sourcing Partners around the globe Alexander Crépin
  14. 14. Talent Intelligence Never forget your internal talent base!!! Offer succession opportunities Take care of succession planning NB Referrals from employee networks are essential If “outsiders” are “preferred”, the quantity & quality of employee referrals will decline Alexander Crépin
  15. 15. TRM: Talent Engagement The extent to which talents are emotionally & rationally involved, motivated & committed to work for or to be connected to your company Alexander Crépin
  16. 16. TRM: Talent Engagement On-demand talent supply DOES NOT MEAN Talents are disposable assets !! Alexander Crépin
  17. 17. Life Time Employment is over will be replaced by Life Time Talent Relationships Company recruitment Alexander Crépin
  18. 18. Traditional Careers: Life time employment Birth School Profession Professional edu Working & Training Pension linear, destination based model, job security “What would you like to be?” Employer Life time employment Job 1 Job 2 Job 3 Job 4 Assessment & choice Alexander Crépin
  19. 19. Birth School Work Work Work Training Education Training Training Education Pension Sabbatical Today: Careers become like a journey It is estimated that today employees change jobs 20 or more times & will change career fields at least 7 times during their work life. • Career paths less linear • Careers less organizational, more employers • Future employability less certain • End of job, exit = new phase in relationship • “Returning” to previous employers becoming “normal” being employed several times, but non sequentially Alexander Crépin
  20. 20. Modern Career Paradigm Main Challenges Employers : Employer of choice, Talent Magnet Talents : Employ & Employability How? Life Time Talent Relationships development Alexander Crépin
  21. 21. Employer of Choice talent magnet Employer Value Position check Interest Value: The extent of attractiveness because of the excitement of the work & work environment Social Value: Attraction based on a collegial work environment with good team atmosphere Trust value Transparent open organization, you get what you see, clear communications, social media savvy Economic Value: Attraction based on salary and benefits & businesswise a steady ROI performer Development Value: Based on recognition of work and career-enhancing opportunities Application Value: The talent’s ability to apply the learned & to teach others & interact with customers Stakeholder / community value: The to be part of an organization with a responsible “citizenship” culture of giving, caring & sharing Alexander Crépin
  22. 22. Talent Engagement Relationship building Trust, showing, sharing, doing, communicating are key • Vision, purpose, clear perspectives & expectations • Building trust, start giving without asking • Making your employer value position alive, quality • Invest in mutual talent relationship development • Share & exchange business information, resources • Participating, be open to external input • Career care & support, development/learn options • Meeting each other, (virtual) career round-up talks • Alignment of all HR practices to support & reinforce engagement Alexander Crépin
  23. 23. Having Talent Dialogues a continuous interactive (online) process
  24. 24. TRM: Talent Pool / Community Developing & managing a network of talents - with specific qualities to meet or surpass customer demands - committed / open to help you and/or to work for you - ensuring direct & easy access to these talents for on demand talent supply Alexander Crépin
  25. 25. TRM: Talent Pool / Community o is likely a network a pipeline of potential talent not yet applicants, but very well could be someday o an interactive group of people joined together by a common interest or affinity o all members can have a conversation (listen & share) with another members Alexander Crépin
  26. 26. TRM: Talent Pool / Network 4 different types of communities o Talent networks o Company-branded communities o Profession-based communities (of practice) o Hybrid communities (branded & profession- based) Alexander Crépin
  27. 27. TRM: Talent Pool / Community Next generation talent communities are about UNITING all of the existing fragmented populations and conversations around an organization Produce a more holistic visibility into the talent ecosystem, in the overall talent pipeline …. Alexander Crépin
  28. 28. Talent Pool / Community Top Talent Pipeline of Connected Talents Engaged for a life time talent relationship Alexander Crépin
  29. 29. Talent Pool Tools To make your community easy accessible for users & easy to give and exchange information Make /use a relationship platform that supports both sides of the relationship Alexander Crépin
  30. 30. …...the world is becoming too fast, too complex & too networked for any company to have all the answers inside …. (Yochai Benkler) Talent Pool / Community Expanding your options to meet or surpass customer demands Alexander Crépin
  31. 31. Not all smart people in the world are working for you You need to keep looking outside Bill Joy, founder, Sun Microsystems Remember ! Alexander Crépin
  32. 32. ….. We have lot of smart people at SAP, but we don’t have all of the smart people We want to hear insights from others, especially from our customers and partners. Maybe a manufacturer in Mexico can help a chemical company in India apply some operational best practices or use their SAP software in a different way……….. Alexander Crépin
  33. 33. Tapping the "wisdom of the crowd" Answering customer demands is no longer confined within company walls!
  34. 34. Almost all smart people around the world could work WITH you share expertise & experience co-create, co-produce advise We now have global platforms for free collaboration (Don Tapscott) Not all smart people work for you Alexander Crépin
  35. 35. Internal External inside & outside the organization the borders are blurring between these two check your workforce paradigm Inside Outside Alexander Crépin
  36. 36. TRM holistic agile workforce model HR Human Relations based Combining a core group of permanent employees with a contingent workforce of connected talents • temporary employees • independent contractors • consultants • alumni • all other identified stakeholders that could support you to meet & surpass your customer demands It helps to manage more closely workload volumes, labor costs, diversity ambitions and on demand sourcing of key resources! Alexander Crépin
  37. 37. Talent Pool / Community Timely sourcing of scarce/strategic resources • Vacancies, a screened candidate pipeline • Tapping expertise, specific know how • Tapping experience, operational context • Access to people “Politically” need to know for network • Temporary, ad hoc work arrangements • Specific tasks of limited duration • Flexibility & diversity needs • Sharing resources, co-creation, co-production • Inplacement, outplacement ……… Alexander Crépin
  38. 38. Talent Pool / Community Talent pools & communities are a new breed of infrastructure designed to support the real organization! Talent pools holistically will be: o sourcing or recruiting solutions o communications or marketing solutions o training or workforce development solutions o collaboration or productivity enhancement solutions Alexander Crépin
  39. 39. Talent Pool / Community Beware of the talent pool becoming NOT just a database of resumes!! Communication should be taking place from: o recruiter-to-candidate o candidate-to-recruiter o candidate-to-candidate! Alexander Crépin
  40. 40. Talent Relation Management is done together & requires direction to optimize ROI Alexander Crépin
  41. 41. TRM not a “shortcut” route • Building a talent pool / community / network takes time & effort • Challenge: making them organic & self- sustaining • Members driving the dialogue about what the company does and how it does it and why it could be a great place to work • The shared content drives affinity, loyalty and ultimately, increased applications and referrals • Gives recruiters visibility into that most nebulous — but most important — consideration of all: organizational / cultural fit Alexander Crépin
  42. 42. TRM some (HR) implications • A focus on top performers • Mindset = employees don’t intend to stay but like to work for you • Work out a succession plan, including possible rehire options • Engage and challenge your top performers to keep them as long as you can • Conduct off-boarding interviews • Have an employer branding & engagement team in place • Keep in touch using an alumni program, or social media community program • Use workshops & offer training to top alumni to engage them • Have a boomerang rehire program in place • Plan for some returning for contingent work • Don’t forget your retired talent for post-retirement work Alexander Crépin
  43. 43. With TRM recruiters add value by structurally improving companies - agility - people assets portfolio - competitive talent advantage - innovation & problem solving capabilities by offering opportunities to talents - to build agile sustainable work relationships - to work & to earn a living Alexander Crépin
  44. 44. Always remember It’s is about People & Trust! Alexander Crépin Alexander Crépin
  45. 45. Call Alexander Crépin + 31 (0) 653 641 905 www.twitter/alexandercrepin Interested in Talent Relationship Management ? Alexander Crépin I help you to succeed
  46. 46. How I can help you: – Explore how TRM can make your organization more agile – Explore how TRM can increase your recruitment ROI – Develop a customized TRM recruiting strategy – Make the transition towards TRM based talent supply – Train & coach your recruiters to work along the TRM model – Develop a Talent Intelligence Framework – Talent Intelligent Services via Top Talent ReSearch Center in Slovakia & international network of executive researchers – Building your in-company Talent Bank / Talent Pool – Outsourcing of your Talent Bank for specific job roles Alexander Crépin Alexander Crépin
  47. 47. Thank You Thank you Dank u wel Alexander Crépin
  48. 48. End! Alexander Crépin