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ATC Building A Proactive Sourcing Function To Fill Critical Positions

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Building a Proactive Sourcing Function to Fill Critical Positions Rob McIntosh US Sourcing Lead Deloitte LLP Sydney, April 2008
Ok Rob ~ What’s your credentials? ,[object Object],[object Object],[object Object],[object Object],[object Object],“ Rob is a visionary and strong leader in the Corporate Recruitment space. Reporting to him I have observed first hand his ability to deliver on strategic and tactical levels. He takes care of his team, and is well adept at removing obstacles and effecting influence with other business leaders”. Shally Steckerl Chief CyberSleuth & Founder JobMachine Inc “ Rob definitely pushes the envelop on sourcing ideas and strategies. He's willing to try new approaches to solve old problems. He's a great person to work with, especially if you want to get things done. Rob's a big-picture thinker, but knows what's needed to in trenches. This is a rare and special combo”. Lou Adler CEO, Adler Group
Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],“ Talent is the single negating factor  for us in  realizing our growth vision.” Jim Robbins CEO Cox Communications Interview with McKinsy in their book “ the war for talent” “ Make Hiring a Top Priority! You may have a technology or a product that gives you an edge, But your people determine whether you develop  The next winning Technology or product”. Steve Ballmer CEO Microsoft Corp Business 2.0 “ A world-class engineer with  five peers can out produce  200 regular engineers.” Cisco CEO John Chambers Business Week Three-quarters of senior human resources  managers said attracting and retaining talent  was their number one Priority. More than 62% are worried about company-wide talent shortages Corporate Executive Board Survey Among all the factors that could  influence the effectiveness of  organizations in the future, the  foremost driver is talent. Buckingham & Vosburgh In 2006, HR and recruiting  executives rank talent attraction  and pipeline building as their most critical priorities Corporate Executive Board Survey   Ninety-nine percent of the corporate officers participating in  our survey in 2000 said their managerial talent pool needs  to be much stronger three years from now. Only 20 percent agreed that they have enough talented leaders to pursue most of their companies’ business opportunities. War for Talent McKinsy Survey The Crucial Talent  Pipelining Issues! 400M G8  baby boomers retiring over  the next 5-10 years !
Ok so what, that is the USA?.....    Then what are Australians saying? “ Corporate recruiting is still relying very heavily on post and pray as well as using agencies” “ Everyone still thinks Sourcers want to grow up to be recruiters” “ Some statistics have agency use running at between 60% and 80%”   “ As a rule sourcing is very much based around finding resumes rather than contacts” “ Direct head hunting is certainly frowned upon outside of the industries that have become used to it  such as the advertising world” “ I have yet to meet a recruiter who has any understanding of Boolean syntax or smart web search” “ Within the next year recruiters will find it extremely hard to fill the majority of their roles through the standard methods” “ Here’s the sad reality, most recruiters won’t even mine the or own candidate database….never mind other sources” “ Most established companies have very large databases from years of posting ads and most recruiters rely on this as a first point of call.”
Why Build…What is the problem you are really trying to solve?  Are you scratching the right itch?. What is the focus?...Why are you doing this?   Increase size of talent pool Recruiters do not have time or skills More qualified and interested candidates Pipeline Talent ahead of demand Save $$$ Find more passive candidates Improve branding and perception of the company Gather CI and BI on the market and competitors Lower time to hire Increase diversity hires. Find more active candidates Fill hard to fill reqs Help with screening in/out more candidates Increase Quality of hire

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ATC Building A Proactive Sourcing Function To Fill Critical Positions

  • 1. Building a Proactive Sourcing Function to Fill Critical Positions Rob McIntosh US Sourcing Lead Deloitte LLP Sydney, April 2008
  • 2.
  • 3.
  • 4.
  • 5. Ok so what, that is the USA?..... Then what are Australians saying? “ Corporate recruiting is still relying very heavily on post and pray as well as using agencies” “ Everyone still thinks Sourcers want to grow up to be recruiters” “ Some statistics have agency use running at between 60% and 80%” “ As a rule sourcing is very much based around finding resumes rather than contacts” “ Direct head hunting is certainly frowned upon outside of the industries that have become used to it such as the advertising world” “ I have yet to meet a recruiter who has any understanding of Boolean syntax or smart web search” “ Within the next year recruiters will find it extremely hard to fill the majority of their roles through the standard methods” “ Here’s the sad reality, most recruiters won’t even mine the or own candidate database….never mind other sources” “ Most established companies have very large databases from years of posting ads and most recruiters rely on this as a first point of call.”
  • 6. Why Build…What is the problem you are really trying to solve? Are you scratching the right itch?. What is the focus?...Why are you doing this? Increase size of talent pool Recruiters do not have time or skills More qualified and interested candidates Pipeline Talent ahead of demand Save $$$ Find more passive candidates Improve branding and perception of the company Gather CI and BI on the market and competitors Lower time to hire Increase diversity hires. Find more active candidates Fill hard to fill reqs Help with screening in/out more candidates Increase Quality of hire
  • 7. What happens when you don’t clearly align the sourcing strategy to the business problem you are trying to solve Sisyphus by Titian , 1549
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  • 20. 2. Creating comprehensive Passive vs. Active Candidate Sourcing Channel Strategies
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  • 24. Lets look at what an organizational structure might look like~!
  • 25. Recruiting & Active Qualifying ( Reactive ) Passive Sourcing & Pre-Screening ( Proactive ) High Volume, Low Complexity = Lower Value Low Volume, High Complexity = High Value Active Candidates Passive Candidates Selling & Screening Candidate Relationship Development Proactive Relationship Development & Pipelining ahead of demand Candidate Relationship Development & Passive Sourcing Candidate/Lead Life Cycle Volume Recruiting ‘ Mainly Active’ Qualifying & Processing QIA (Qualified Interested & Available )
  • 26. Deloitte Profile and Market Assessment Volume of Candidates Low (1) High (5) Low (1) High (5) Complexity of Profile/Req FAS (Forensic & Finance) SVCS (Admin Assistants) Regions (Tax - Transfer pricing ) Consulting (SAP ) SVCS (Call Center)
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  • 28. Cold Calling & Headhunting Networking & Candidate Referrals Employee Referrals Agencies Talent Pools Job Boards Candidates against Reqs + ATS Mining the Internet. 80% 20% Hiring Manger Active Candidate Sourcer Passive Candidate Sourcer Account Manager Recruiter (1) Focus on Critical business profiles. (2) Build and Acquire Research (3) Target names online (4) Candidate Referrals and Networking (5) Ongoing relationship Development (6) Manages the pipeline (1) Primary relationship owner with HM (2) Consults, Advises and gains deeper understanding of the business (3) Moves candidates through the interview process (4) Helps construct candidate EVPs, "selling" material and communications (5) Constructs offers (6) Brings in Sourer subject matter experts where needed (1) Post reqs to appropriate channels (2) Reviews and screens candidates against all the active channels (3) Generically mines ATS for matching talent against profiles (4) Proactively mines the job boards against profiles
  • 29. Key Take-Away: Passive Sourcing and Volume Hiring can not exist harmoniously in the same sentence~!
  • 30. Putting it together Talent Profiles EVP’s (Elevator Pitches) Sourcing Channel Strategy Document
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  • 32. Talent Profile – “x” & EVP (Elevator Pitch)
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  • 35. Using Profile data for a Search
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  • 43. Creative and Impactful Sourcing Strategies =
  • 44. *Seth Godin Purple Cow + Differentiation Targeted & Permission Based Competitive Advantage !!!
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  • 46. Google Ad Word Campaign
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  • 51. “ We did this video one night after work. We are a company called Connected Ventures, a group of friends who work for: Vimeo, CollegeHumor, Busted Tees, and Defunker.” ... and, we're hiring: connectedventures.com/jobs.shtml Total 1,430,589 2,738 878
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  • 53. 3. Getting the right people for operational excellence
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  • 57. What to Outsource? Candidates/Applicants Name Identification Targeted Company Headhunting & Cold Calling Online Research and name identification Social Networking tools and groups Networking Primary Researcher Secondary Researcher First Outreach & Selling Screening & Qualifying Sourcer Recruiter QIA Handoff Hire Candidate Developer CRM / ATS Possible to Outsource but only Active Channel candidates Least impact to Outsource Never Outsource Potential to Outsource Active Channel candidates, but avoid Passive Channel Some companies have outsourced with success
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  • 67. 4. Measuring and showing the value of the Sourcing/Recruitment Functions
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  • 77. Example: Throughput Analysis - ‘Cradle to Grave Metrics’ Example: Comparative Analysis Passive vs. Active Candidate Throughput (Cradle to Grave Metrics) Question “ What are the things we need to be doing to increase the passive candidate initial response %?” “ What are we doing to help with efficiencies around active candidate screening to determine quality earlier on in the process?”
  • 78. Example: Target Company Throughput Questions “ Does the talent pool of the target companies support business demand for the next 3 years?” “ At current pace we will exhaust target companies talent pools?” “ Do we need to expand targets or revisit profile requirements?” Example: Negative Disposition Trends Questions “ Can we improve our EVP to move the 60% rejection reason’s down?” “ Can we look at more flexible travel arrangements for this profile?” “ What additional relationship development programs can we put in place to keep connected to the interested but timing not quite right group?” Target Company Total Candidates in database Total Hires % We reject Candidates % Candidates reject us % of hires to applications A 337 21 67% 9% (16:1) B 222 13 57% 8% (17:1) C 135 13 70% 8% (17:1) D 533 16 71% 10% (33:1) E 351 8 74% 7% (47:1) F 64 1 80% 1% (64:1)
  • 79. Example: Comparative Source Analysis Agency Hires and Job Board Hire Overlap Question “ Opportunity to get more effective with your Sourcing Channel Strategy and coverage to ensure nothing is left on the table?” Example: Comparative Source Analysis Job Board vs. Job Board Overlap Question “ How can we do a better job of reducing overlap with Postings, Resume Mining and Branding to get a more effective ROI?”
  • 80. 5. Successfully Communicating Plans
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  • 84. Make the marketing and communication different and memorable ! “ Congratulations on your first hire from the Sourcing Team” I'm a Sourcing Hire
  • 85. Brainstorming Problem Solving Q&A