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CLC RECRUITING™
Smart Sourcing Playbookg y
Ten Tactics Every Smart Sourcer Should Use
CORPORATE LEADERSHIP COUNCIL®
CLC RECRUITING™CLC RECRUITING
Research Analyst
Manisha Gandhi
Consultant
Emily Harding
Senio...
SMART SOURCING PLAYBOOK
Why Smart
Sourcing?
The 10 Tactics
Takeaway
Resource
CLC Recruiting, Corporate Leadership Council
...
Do the Following Challenges Sound Familiar?g g
S /R it
“I don’t have time to build
pipelines ”
“I have too many
unqualifie...
Smart Sourcers Focus on Intelligenceg
Common Sourcing Styles
Research-Focused Relationship-Focused Social Media-Focused Ma...
Focusing on Intelligence Increases Your Impactg g p
Smart Sourcers have higher quality shortlists and higher business infl...
Ten Tactics for Moving to Smart Sourcingg g
Requisition-Driven
(Typical) Sourcing
Intelligence-Focused
(Smart) Sourcing
• ...
Smart Sourcing Tactics Help Solve Your Challengesg p g
S /R it
“I don’t have time to build
pipelines ”
“I have too many
un...
SMART SOURCING PLAYBOOK
Why Smart
Sourcing?
The 10 Tactics
Takeaway
Resource
CLC Recruiting, Corporate Leadership Council
...
Don’t Treat All Requisitions EquallyFocus your efforts
disproportionately on the
1
Go Back to Tactics Page
q q ydisproport...
Influence Requisitions You Source ForSmart sourcers use
evidence when collaborating
2
Go Back to Tactics Page
qevidence wh...
Help Candidates Filter Themselves forBy conveying accurate
information about the job
3
Go Back to Tactics Page
p
Jobs
info...
Source Where Other Sourcers Don’tBy uncovering undervalued
pools of high quality talent
4
Go Back to Tactics Page
pools of...
Target Channels That Offer Quality,Instead of using channels
that provide the most
5
Go Back to Tactics Page
g Q y,
Not Qu...
Timing outreach to coincide
with events that create
6 Take Advantage of Events at Your Talent
Go Back to Tactics Page
with...
Emphasize Your Organization’sFocus your outreach
messages on changing
7
Go Back to Tactics Page
p g
Differentiated Strengt...
Focus Engagement Efforts onInstead of keeping in touch
with all prospects focus
8
Go Back to Tactics Page
g g
Truly-Intere...
Earn Prospects’ Trust Before FosteringProspects are more likely to
respond to outreach and
9
Go Back to Tactics Page
p g
R...
Use Web 2.0 for High-Touch, ScalableOne-to-many
communication is as
10
Go Back to Tactics Page
g ,
Engagement
communicatio...
SMART SOURCING PLAYBOOK
Why Smart
Sourcing?
The 10 Tactics
Takeaway
Resource
CLC Recruiting, Corporate Leadership Council
...
CLC Recruiting’s Ten Tactics for Smart Sourcingg g
Smart Sourcing Tactics Get Started with These Resources
1 Don’t Treat A...
CORPORATE EXECUTIVE BOARD
WWW.EXECUTIVEBOARD.COM
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Smart Sourcing Playbook

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Smart Sourcing Playbook

  1. 1. CLC RECRUITING™ Smart Sourcing Playbookg y Ten Tactics Every Smart Sourcer Should Use
  2. 2. CORPORATE LEADERSHIP COUNCIL® CLC RECRUITING™CLC RECRUITING Research Analyst Manisha Gandhi Consultant Emily Harding Senior DirectorsSenior Directors Brad Adams Thomas Handcock Managing Director Donna Weiss NOTE TO MEMBERS This project was researched and written to fulfill the research request of several members of The Corporate Executive Board Company and as a result may not satisfy the information needs of all member companies. The Corporate Executive Board Company encourages members who have additional questions about this topic to contact the Member Support Center at EXBD_Support_HR@executiveboard.com for further discussion. The views expressed herein by third-party sources do not necessarily reflect the policies of the organizations they represent. PROFESSIONAL SERVICES NOTE CLC Recruiting, Corporate Leadership Council © 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 2 PROFESSIONAL SERVICES NOTE CLC Recruiting has worked to ensure the accuracy of the information it provides to its members. This project relies upon data obtained from many sources, however, and CLC Recruiting cannot guarantee the accuracy of the information or its analysis in all cases. Furthermore, CLC Recruiting is not engaged in rendering legal, accounting, or other professional services. Its projects should not be construed as professional advice on any particular set of facts or circumstances. Members requiring such services are advised to consult an appropriate professional. Neither The Corporate Executive Board Company nor its programs are responsible for any claims or losses that may arise from any errors or omissions in their reports, whether caused by The Corporate Executive Board Company or its sources.
  3. 3. SMART SOURCING PLAYBOOK Why Smart Sourcing? The 10 Tactics Takeaway Resource CLC Recruiting, Corporate Leadership Council © 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 3
  4. 4. Do the Following Challenges Sound Familiar?g g S /R it “I don’t have time to build pipelines ” “I have too many unqualified applicants ” “My prospects don’t convert into applicants ” “The skills I source for are hard to find ”Challenges Sourcer/Recruiter pipelines. unqualified applicants. convert into applicants. hard to find.C g Common Reasons • Application volumes rising • Alarmingly poor • Candidates decline offers • Difficult to keep • Strong competition for talent • Passive labor market • High requisition load • Recruiting function short-staffedReasons g y p applicant quality • Unclear hiring needs p prospects in the pipeline engaged • Changing candidate behaviors and preferences • Specialized hiring requirements • Unstable hiring requirements CLC Recruiting, Corporate Leadership Council © 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 4
  5. 5. Smart Sourcers Focus on Intelligenceg Common Sourcing Styles Research-Focused Relationship-Focused Social Media-Focused Mass Market-Focused Intelligence-FocusedResearch Focused Relationship Focused Social Media Focused Mass Market Focused Intelligence Focused (Smart Sourcing) • Invests heavily in • Focuses heavily on • Invests more in shaping • Posts openings in • Tailors sourcing efforts generating lots of names • Diligently screens every application • Exhausts all potential sources prospect relationship building • Typically uses a softer approach for initial outreach • Invests in keeping employment brand perceptions through social media • Prefers social media channels for initial outreach highly visible places • Prefers scalable channels over more niche channels • Quickly and efficiently posts newly opened to meet the specific needs of each position • Systematically captures key intelligence from each prospect interaction U d t t l t • Relies on expert Boolean search skills • Has deep industry knowledge prospects warm for future jobs • Spends more time building rapport and trust with prospects • Encourages prospects to t k t ti t • Uses online networking more heavily to source leads • Is first to adopt new online recruiting tools • Teaches others how to i l iti requisitions • Uses a consistent sales pitch to convert prospects when sourcing leads • Relies on initial phone t lif • Uses data to select sources that yield quality hires for a given position • Deliberately provides transparent, accurate information about the career opportunity Smart Sourcing: An Opportunity for Impact take extra time to discuss job with friends and family use social recruiting tools screen to qualify promising applicants pp y • Actively seeks to influence strategy, not just fulfill orders CLC Recruiting, Corporate Leadership Council © 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 5 The best sourcers and recruiters today are using smart sourcing techniques—they gather and apply valuable sourcing intelligence to improve outcomes of sourcing efforts.
  6. 6. Focusing on Intelligence Increases Your Impactg g p Smart Sourcers have higher quality shortlists and higher business influence as compared to other sourcers Common Sourcing Styles Research-Focused Relationship-Focused Social Media-Focused Mass Market-Focused Intelligence-FocusedResearch Focused Relationship Focused Social Media Focused Mass Market Focused Intelligence Focused (Smart Sourcing) Percentage of Sourcers With High-Quality Shortlists 29% 40% 42% 43% 64% Smart sourcers have higher quality shortlists compared to other sourcers. 58% 60% 60% 93% Almost all smart sourcers have high business influence, while only 60% or l f th Percentage of Sourcers With High Business Influence 50% 58% 60% 60% less of other sourcers do. CLC Recruiting, Corporate Leadership Council © 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 6
  7. 7. Ten Tactics for Moving to Smart Sourcingg g Requisition-Driven (Typical) Sourcing Intelligence-Focused (Smart) Sourcing • Master the sourcing process • Get high-quality candidates faster Tactics 1 Don’t treat all requisitions equally 2 Influence requisitions you source for • Use channels that bring in lots of applications • Target sources of high-quality candidates 3 Help candidates filter themselves for jobs 4 Source where other sourcers don’t 5 Target channels that offer quality, not quantity • Build strong relationships with all prospects • Engage only qualified prospects 6 Take advantage of events at your talent competitors 7 Emphasize your organization’s differentiated strengths 8 Focus engagement efforts on truly-interested prospects 9 Earn prospects’ trust before fostering relationships 10 Use Web 2.0 for high-touch, scalable engagement CLC Recruiting, Corporate Leadership Council © 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 7
  8. 8. Smart Sourcing Tactics Help Solve Your Challengesg p g S /R it “I don’t have time to build pipelines ” “I have too many unqualified applicants ” “My prospects don’t convert into applicants ” “The skills I source for are hard to find ”Challenges Sourcer/Recruiter • Don’t treat all requisitions equally • Help candidates filter themselves • Don’t treat all requisitions equally • Influence requisitions you source for • Help candidates filter themselves • Take advantage of events at your talent competitors • Don’t treat all requisitions equally • Help candidates filter themselves pipelines. unqualified applicants. convert into applicants. hard to find.C g Tactics *Click on the tactics to view details • Take advantage of events at your talent competitors • Focus engagement efforts on truly-interested candidates • Help candidates filter themselves • Source where other sourcers don’t • Target channels that offer y p • Emphasize your organization’s differentiated strengths • Focus engagement efforts on truly-interested did t • Source where other sourcers don’t • Focus engagement efforts on truly-interested candidates • Use Web 2.0 for high-touch, scalable engagement Target channels that offer quality, not quantity candidates • Earn prospects’ trust before fostering relationships • Use Web 2.0 for high-touch scalable CLC Recruiting, Corporate Leadership Council © 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 8 high touch, scalable engagement
  9. 9. SMART SOURCING PLAYBOOK Why Smart Sourcing? The 10 Tactics Takeaway Resource CLC Recruiting, Corporate Leadership Council © 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 9
  10. 10. Don’t Treat All Requisitions EquallyFocus your efforts disproportionately on the 1 Go Back to Tactics Page q q ydisproportionately on the most important requisitions. • Focusing on all requisitions equally is not only time-consuming, but also d ffi i d Impact of Prioritizing Sourcing Requests on Quality of Shortlist reduces your efficiency and quality of shortlisted candidates. • Use needs definition meetings and conversations with peers to discuss the long-term value f l ti h i iti 11% Sourcers who prioritize their sourcing efforts are more effective than those who do not. of completing each requisition. 3% No Prioritization Prioritization Based on Importance Percentage of Sourcers Who Prioritize Based on Importance 31% Percentage of Sourcers Who Treat All Requisitions Equally 69% o po ta ce Get Started Intelligence Value Questionnaire Use this questionnaire to find out the intelligence value of completing each of your requisitions. Intelligence You Should Use For This Tactic Organization Intel  Talent needs of organization CLC Recruiting, Corporate Leadership Council © 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 10 Source: Smart Sourcing, CLC Recruiting, 2011 g  Business goals  Organizational changes
  11. 11. Influence Requisitions You Source ForSmart sourcers use evidence when collaborating 2 Go Back to Tactics Page qevidence when collaborating with hiring managers to understand and test assumptions about hiring needs, and influence requisitions as necessary. Impact of Effective Needs Definition Phase on Recruiting Outcomes • Setting expectations with hiring managers upfront in the needs definition phase improves the likelihood of sourcing higher quality candidates and decreases their time to Needs Definition Assessment and Selection Onboarding dec eases t e t e to productivity. • Using evidence (i.e., relevant data and expertise) strengthens your voice in meetings with hiring managers, enabling you to firmly influence 4 2 Working Days 10.6% 7.0% 9.6% 3 7 Working Days 3 3 Working Days Can increase quality of hire by… Can decrease time to productivityenabling you to firmly influence how hiring needs are defined. Intelligence You Should Use For This Tactic Organization Intel  Talent strategy 4.2 Working Days 3.7 Working Days 3.3 Working Daysto productivity by… Get Started Evidence Documentation Template Use this template to document evidence about positions you recruit for regularly, and use this id t i fl hi i d  Talent strategy Market Intel  Employer brand position  Events at talent competitors  Workforce trends  Business trends CLC Recruiting, Corporate Leadership Council © 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 11 Source: Achieving Operational Excellence in Recruiting, CLC Recruiting, 2005 evidence to influence hiring needs.Prospect Intel  Preferences
  12. 12. Help Candidates Filter Themselves forBy conveying accurate information about the job 3 Go Back to Tactics Page p Jobs information about the job, you can encourage candidate self-selection, thereby reducing the number of unqualified applicants. Al t 40% f hi d New Hire Rating of the Accuracy of Information Provided by the Organization Percentage of New Hires • Almost 40% of new hires do not believe they got accurate information about the job, often leading to “buyer’s remorse”; this presents a huge opportunity to improve information accuracy. Somewhat Accurate orinformation accuracy. • When writing job postings, emphasize details about day-to-day responsibilities and describe qualities of the ideal applicant to help candidates filter themselves 37% 63% Nearly 4 in 10 new hires do not believe they got accurate information Accurate or Less Accurate or Very Accurate filter themselves. Intelligence You Should Use about the job in advance. Intelligence You Should Use For This Tactic Market Intel  Employer brand position  Workforce trends Prospect Intel Get Started Checklist for Writing Clear, Compelling Job Postings Use this checklist to create accurate job postings that compel only qualified candidates to apply. You l li k h t th l i d l CLC Recruiting, Corporate Leadership Council © 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 12 Source: Driving to Win-Win Selection Decisions, CLC Recruiting, 2008 p  Preferences  Obligations can also click here to access the e-learning module.
  13. 13. Source Where Other Sourcers Don’tBy uncovering undervalued pools of high quality talent 4 Go Back to Tactics Page pools of high-quality talent, smart sourcers avoid cut-throat competition for high-quality candidates. • Targeting sources that other it l k Percentage of Sourcers Who Use Undervalued Talent Pools Impact of Using Undervalued Talent Pools on Ability to Generate Leads recruiters overlook can improve your ability to generate high-quality leads. • Assess undervalued talent pools to identify and select those pools with high-quality t l t bl t t j b 24% 20% I t Abilittalent able to meet your job requirements. Targeting Impact on Ability to Generate Leads Intelligence You Should Use For This Tactic Organization Intel Targeting Undervalued Talent Pools Get Started Undervalued Talent Pool Identification Worksheet Use this resource to uncover and select undervalued pools of high-quality talent. Organization Intel  Organizational changes Market Intel  Talent competitors  Workforce trends  Industry trends CLC Recruiting, Corporate Leadership Council © 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 13 Source: Smart Sourcing, CLC Recruiting, 2011 Prospect Intel  Preferences
  14. 14. Target Channels That Offer Quality,Instead of using channels that provide the most 5 Go Back to Tactics Page g Q y, Not Quantity that provide the most potential prospects, focus on channels validated by data and recommended by peers. P d i d d t b t Sourcing Channel Selection Criteria Prevalence Among Smart Sourcers (Indexed to Average Sourcers)* • Peer advice and data about how effective the channel has been in the past are valuable criteria for identifying channels that provide access to high-quality leads. T il h l 1.00x 1.00x1.00x 1.51x 1.26x • Tailor your channel usage strategy based on the type of requisition such as high volume, senior-level, etc. Average Sourcer Smart Sourcer 0.75x Intelligence You Should Use For This Tactic Historical DataPeer AdviceProspect Volume Channel Selection Criteria Smart sourcers use prospect volume as a criteria to choose their channels 25% less often than Get Started Sourcing Channel Evaluation Tool Use this tool to assess your sourcing channels and determine whether to focus on new channels. Market Intel  Talent competitors  Workforce trends  Industry trends Prospect Intel  Preferences Smart sourcers use prospect volume as a criteria to choose their channels 25% less often than average sourcers do. CLC Recruiting, Corporate Leadership Council © 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 14  Perception of organization  Sources of information Source: Smart Sourcing, CLC Recruiting, 2011
  15. 15. Timing outreach to coincide with events that create 6 Take Advantage of Events at Your Talent Go Back to Tactics Page with events that create uncertainty for potential prospects increases their interest in your job opportunities. R hi t t t Impact of Events on Prospect Interest in Job Opportunity g Competitors • Reaching out to prospects as requisitions open up (or are about to open up) is time consuming and often results in a low prospect response rate. • Always monitor business and Events That Drive High Prospect Interest • Prospect’s organization announces layoffs • Prospect receives a disappointing performance review Events That Drive Moderate Prospect Interest > 10% industry news for layoffs, acquisitions, stock price fluctuations, and changes in senior management at top talent competitors, and reach out to prospects when these events occur Events That Drive Moderate Prospect Interest • Prospect’s organization announces an outsourcing initiative • Prospect’s organization announces it is being acquired • Prospect’s company’s stock price drops dramatically • Prospect’s organization announces a change in senior management 1-10% events occur. I t lli Y Sh ld U Events That Drive Low Prospect Interest • Prospect’s organization announces it is acquiring another organization • Prospect's direct manager leaves < 1% Get Started Event Monitoring Worksheet for Recruiters and Sourcers Use this worksheet to monitor business and industry news and plan your subsequent outreach ti iti Intelligence You Should Use For This Tactic Market Intel  Events at talent competitors  Employer brand position  Business trends CLC Recruiting, Corporate Leadership Council © 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 15 Source: Attracting Critical Talent in an Uncertain Economy, CLC Recruiting, 2010 activities.Prospect Intel  Preferences
  16. 16. Emphasize Your Organization’sFocus your outreach messages on changing 7 Go Back to Tactics Page p g Differentiated Strengths messages on changing prospects’ awareness and perception of your organization’s differentiated strengths to improve brand attractiveness. Relative Impact on Employment Brand Attractiveness • Tailoring employment brand to prospect preferences is necessary but insufficient. • When communicating with prospects, ensure that they do t i l t Changing prospects’ perception and awareness of your organization’s differentiated strengths can improve brand attractiveness by an additional 23%.13% 10% 100% not perceive your employment brand as generic or are unaware of the brand’s strengths as compared to other organizations. 77% Intelligence You Should Use For This Tactic Organization Intel  Organizational changes Brand Tailored to Prospect Preferences Prospect’s Perception of Brand Compared to Competitors Prospect’s Awareness of Organization’s Brand Strengths 0% Components of Employment Brand Attractiveness Get Started Differentiated Brand Messaging Worksheet Use this resource to evaluate and differentiate your brand messages as compared to your talent tit  Organizational changes Market Intel  Events at talent competitors  Business trends  Workforce trends  Employer brand position Components of Employment Brand Attractiveness CLC Recruiting, Corporate Leadership Council © 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 16 competitors.Prospect Intel  Preferences Source: Attracting and Retaining Critical Talent Segments, CLC Human Resources
  17. 17. Focus Engagement Efforts onInstead of keeping in touch with all prospects focus 8 Go Back to Tactics Page g g Truly-Interested Prospects with all prospects, focus your engagement efforts on prospects who are interested in the job opportunity and likely to switch (i.e. truly-interested prospects). Behaviors Indicating Prospects Are Not Truly-Interested Percentage of Prospects Who Exhibit Behavior p p ) • There are three key types of prospects who you should filter out: window shoppers, embellishers, and attention seekers. 17% Window Shopping Engaging with sourcers despite high job-switch barriers (e.g., mortgage, family) seekers. • Asking direct questions reveals little about prospects’ true interest; surface underlying indicators of their likelihood to switch indirectly. 11% Embellishing Saying anything to sourcers to advance in the process Intelligence You Should Use 9% Attention Seeking Engaging with sourcers for the attention of being recruited Get Started Uncovering Prospect Intelligence Template Use this guide to assess prospects’ true interest indirectly during conversations with them. Intelligence You Should Use For This Tactic Market Intel  Events at talent competitors  Employer brand position Prospect Intel CLC Recruiting, Corporate Leadership Council © 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 17 Source: Smart Sourcing, CLC Recruiting, 2011  Preferences  Obligations
  18. 18. Earn Prospects’ Trust Before FosteringProspects are more likely to respond to outreach and 9 Go Back to Tactics Page p g Relationships respond to outreach and continue to engage when you earn their trust. • More than half of prospects do not respond to initial outreach b th i Impact of Sourcer Activities on Prospects Probability to Respond to Sourcer Outreach because the sourcer is ineffective. • Sourcers who focus solely on fostering relationships actually see negative results; providing believable information and li i th t it Probability to Respond Fostering Sourcer Activities Networking with prospects without a job opportunity 11% personalizing the opportunity helps you earn prospects’ trust. Relationships Leading with a soft pitch (e.g., asking prospects for referrals) Personalizing the opportunity based on prospect’s experience and interests 7% 4% Earning Prospects’ Trust prospect s experience and interests Providing credible information about the job and organization 6% % Get Started Prospect Outreach Diagnostic Ask yourself 12 questions to see if you are building prospects’ trust. Intelligence You Should Use For This Tactic Prospect Intel  Preferences  Interests and strengths CLC Recruiting, Corporate Leadership Council © 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 18 Source: Smart Sourcing, CLC Recruiting, 2011  Education and experience  Reason for prior job move
  19. 19. Use Web 2.0 for High-Touch, ScalableOne-to-many communication is as 10 Go Back to Tactics Page g , Engagement communication is as effective as one-to-one communication in engaging prospects in a customized manner. E i ith t Impact of Type of Communication on Prospect Engagement • Engaging with prospects on a regular basis does not necessarily have to be a time-consuming activity. • You can use Web 2.0 channels such as e-newsletters, t i d b f ti 9% 8% Scalable communication is as effective as one-to-one communication, making it possible to productively engage many prospects at once.Impact on Prospect customized by function or areas of interest, to keep in frequent touch with many filtered prospects at once. One-to-One Communication One-to-Many Communication p Engagement One-to-One Communication One-to-Many Communication • Professional networking profile • Comments on blog post or article • Direct e-mail message • Social networking profile • Personal phone call • Professional networking groups • Proprietary talent network • E-mail with targeted job postings • Social networking groups • Organization’s e-mail newsletter Intelligence You Should Use For This Tactic Organization Intel  Organizational changes  Function-specific events  Talent needs of organization Get Started Prospect Engagement Newsletter Template Modify this template to create customized newsletters that keep prospects engaged with minimum ti i t t • Personal phone call Organization s e mail newsletter Talent needs of organization Market Intel  Workforce trends  Industry trends Prospect Intel  Interests and strengths CLC Recruiting, Corporate Leadership Council © 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 19 time investment. Education and experience  Preferences Source: CLC Recruiting research
  20. 20. SMART SOURCING PLAYBOOK Why Smart Sourcing? The 10 Tactics Takeaway Resource CLC Recruiting, Corporate Leadership Council © 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 20
  21. 21. CLC Recruiting’s Ten Tactics for Smart Sourcingg g Smart Sourcing Tactics Get Started with These Resources 1 Don’t Treat All Requisitions Equally Intelligence Value Questionnaire 2 Influence Requisitions You Source For Evidence Documentation Template 3 Help Candidates Filter Themselves for Jobs Checklist for Writing Clear, Compelling Job Postings 4 Source Where Other Sourcers Don’t Undervalued Talent Pool Identification Worksheet 5 Target Channels That Offer Quality, Not Quantity Sourcing Channel Evaluation Tool 6 Take Advantage of Events at Your Talent Competitors Event Monitoring Worksheet for Recruiters and Sourcers6 Take Advantage of Events at Your Talent Competitors Event Monitoring Worksheet for Recruiters and Sourcers 7 Emphasize Your Organization’s Differentiated Strengths Differentiated Brand Messaging Worksheet 8 Focus Engagement Efforts on Truly-Interested Prospects Uncovering Prospect Intelligence Template 9 Earn Prospects’ Trust Before Fostering Relationships Prospect Outreach Diagnostic 10 Use Web 2.0 for High-Touch, Scalable Engagement Prospect Engagement Newsletter Template CLC Recruiting, Corporate Leadership Council © 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 21
  22. 22. CORPORATE EXECUTIVE BOARD WWW.EXECUTIVEBOARD.COM

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