Leading By Example: Understanding the Sourcing Function from a Leader's Perspective

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Presentation from Sourcecon 2012 in Atlanta, presented by Charles Bretz.

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Leading By Example: Understanding the Sourcing Function from a Leader's Perspective

  1. 1. Leading By Example:Understanding the Sourcing Functionfrom a Leaders Perspective
  2. 2. The Unique Alternative to the Big Four®1.  Who’s Charles2.  Define structure & strategies a)  Objectives & goals b)  Pain points/obstacles c)  Sourcing structure d)  Review current tool box e)  Alignment3.  Process4.  Metrics that matter5.  Strategic Partnership6.  Staying Sharp as a Leader7.  Manage Differently8.  Final Thoughts Audit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 2
  3. 3. The Unique Alternative to the Big Four®About Me?§  Been in Recruiting since 1996§  Been in a Sourcing role since 2001§  Sourcing Manager since 2011§  5 years full-lifecycle contingency recruiting experience§  10+ years contingency and corporate sourcing experience§  Been a functional Sourcer in contingency search and Fortune 500. Currently a Sourcing Manager in Professional ServicesAudit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 3
  4. 4. The Unique Alternative to the Big Four®Objectives & Goals§  Short Term §  Find/engage active & passive talent §  ROI§  Long Term §  Pipeline/talent community building §  Employer branding/name recognition §  Drip marketing campaigns §  Resource reallocation §  Social media §  Metrics/ROI – both Sourcer’s and toolsAudit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 4
  5. 5. The Unique Alternative to the Big Four®Pain Points & Obstacles §  Budget §  Candidate pool §  Company name recognition §  Leadership awareness & support §  Limited channels §  Recruiter/Sourcer req load §  Resources §  ROI on current channels §  Social media strategy §  TechnologyAudit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 5
  6. 6. The Unique Alternative to the Big Four®World Class Sourcing Structure Researchers Sourcers Marketing & Social Media Coordinators StrategistsAudit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 6
  7. 7. The Unique Alternative to the Big Four®World Class Sourcing Structure Attraction Pipeline Dev/Mgmt (Branding & Visibiliy) Social Media Channel Management Metrics and Reporting ROIAudit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 7
  8. 8. The Unique Alternative to the Big Four®Toolbox Diversification §  ATS §  Employment branding/marketing §  ERBP §  Events §  Job boards §  Niche sites §  Research tools §  SEO/SEM §  Social media/networks §  VendorsAudit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 8
  9. 9. The Unique Alternative to the Big Four®Alignment §  Good – Sourcer responsible for all business units / locations /functions §  Pipeline generation is difficult due to lack of specialization and focus §  Better – Align Sourcer to business unit / location covering multiple functions §  Still allows for pipeline generation but speed and quality may suffer due to potential lack of expertise in all areas §  Best – Align Sourcer to 1-3 Recruiters by function §  Allows for specialization and strongest pipeline buildingAudit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 9
  10. 10. The Unique Alternative to the Big Four®Workbench§  Sourcers source – limit project and non-productive work/tasks§  Manage and set productivity expectations accordingly with Recruiters and Leadership§  Understand that the more time spent developing and working passive channels the less roles the Sourcer can handleAudit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 10
  11. 11. The Unique Alternative to the Big Four®Sourcing ProcessAudit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 11
  12. 12. The Unique Alternative to the Big Four®Recruiter/Sourcer Relationship §  Sourcers NEED to be involved in Recruiter intake sessions §  Timely feedback from Recruiters and Hiring Manager is critical §  The more time keeping people warm due to lack of timely feedback from either the Recruiter or Hiring Manager limits sourcing time for potential talent §  Just as timely feedback is required so the Sourcer can effectively target, they also need to provide marketplace updates to the Recruiter and Hiring Manager §  What’s working/not working §  Recalibration/redirection if requiredAudit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 12
  13. 13. The Unique Alternative to the Big Four® Sell the Steak not just the Sizzle§  If Sourcers are pre-screening people, do they really know: §  The company/business unit §  The role past the job description §  The Hiring Managers background (not just a bio/profile, but why someone would want to come and work for them) §  Hiring Manager’s team and their dynamics§  This all affects your company brand and reputation in the market§  These are all potential questions that your World Class Sourcer needs to be able to answer Audit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 13
  14. 14. The Unique Alternative to the Big Four®Metrics That Matter 1.  ROI by source 2.  Sourcer performance 3.  Sourcing/recruiting gap analysis 4.  Engagement a)  Social media b)  Response rate §  Join community §  Marketing campaigns 5.  DepartmentalizedAudit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 14
  15. 15. The Unique Alternative to the Big Four®ROI by Source - VisitorsAudit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 15
  16. 16. The Unique Alternative to the Big Four®ROI by Source - MembersAudit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 16
  17. 17. The Unique Alternative to the Big Four®ROI by Source– Application StartsAudit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 17
  18. 18. The Unique Alternative to the Big Four®Sourcer Metrics §  Measure what a Sourcer has control over: §  Number of candidates presented to Recruiting §  Number of candidates accepted by Recruiting §  Number of accepted candidates presented to Hiring Managers §  Measure but don’t hold Sourcers accountable for: §  Number of candidates interviewed §  Number of candidates hiredAudit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 18
  19. 19. The Unique Alternative to the Big Four® Metrics – Sourcer Weekly Flash Report Recruiter Manager Hiring Manager OfferReq ID # Role Location Recruiter Applicant Number Comments Date Date Date Date Date Date Interview Interview Number Number Number Turned Presented Accepted Declined Presented Accepted Declined Pending Date Pending Extended Accepted Down Req # Recruiting Hiring Offer Role Manager Manager •  Number Location •  Date •  Date Pending Recruiter Presented Presented •  Number Applicant Name •  Date •  Date Extended Accepted Accepted •  Number •  Date •  Date Accepted Declined Declined •  Number •  Interview Turned Down Pending •  Comments •  Interview Audit | Tax | Advisory | Risk | Performance Date © 2011 Crowe Horwath LLP 19
  20. 20. The Unique Alternative to the Big Four® Metrics That Matter – Leadership Role-Up # of # # of Recruiter # of Interviews % of # of Accepted # Awaiting Accepted # Awaiting HM Interviews # of # Offers % of Hires /Submittal Applicants RM # Recruiter # Accepted HM # HM Acceptance Offers # Offers Offers / Week Declined Acceptance % by HM Declined # Interviewed awaiting Pending # Hired Turned Applicant Applicant by Prospects to be Presented Feedback Feedback % HM Extended down Presented Presented Recruiter Presented to HM Scheduled Feedback 11/11/11 11/18/11 11/23/11 12/02/11 12/09/11 12/16/11 Total Sourcer/Recruiter Recruiter/Hiring Ultimate ROI Connection Manager Connection Audit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 20
  21. 21. The Unique Alternative to the Big Four®Sourcing/Recruiting Gap Analysis §  Where are the disconnects? §  Ratios §  Contacts to conversations §  Conversations to screens Sourcer/Recruiter disconnect on target §  Screens to recruiter presentation profile §  Recruiter acceptance to recruiter screens §  Recruiter screens to HM interview §  HM interviews to offers Recruiter/HM §  Offers to accepts disconnect §  Accepts to hires §  Recruiter Acceptance ratio 80%+ §  HM Acceptance ratio 60%+ §  Reveals obstacles that need addressingAudit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 21
  22. 22. The Unique Alternative to the Big Four®Strategic PartnershipsAudit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 22
  23. 23. The Unique Alternative to the Big Four®Strategic Business PartnerBusiness UnitCollaboration Select Gain buy-in ambassadors Budget Resources Audit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 23
  24. 24. The Unique Alternative to the Big Four®Strategic Business Partner Talent community/pipeline building processAudit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 24
  25. 25. The Unique Alternative to the Big Four®Strategic Business Partner Talent community/pipeline building processAudit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 25
  26. 26. The Unique Alternative to the Big Four®Business Unit Collaboration§  Gain leaders to champion programAudit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 26
  27. 27. The Unique Alternative to the Big Four®Response Rate§  Track all marketing campaignsAudit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 27
  28. 28. The Unique Alternative to the Big Four®Gaining Buy-inDepartmentalize Metrics Employee  Relations Job  Boards Other Referrals SEO/SEM/Job  Aggregators Social  N etworks Talent  P ipeline/Research Vendor AFA TAX RISK PERF MDS ES PS FW/FRM Want their time, assistance and MONEY…. ….give them special attentionAudit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 28
  29. 29. The Unique Alternative to the Big Four®Staying Sharp as a Sourcing LeaderAudit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 29
  30. 30. The Unique Alternative to the Big Four®Remember the Basics §  Reading §  SourceCon Blog §  Business section of local paper §  Business publications (Crain’s, Fortune, Bizjournals.com, etc.) §  Professional/Association newsletters §  Sourcing/Recruiting blogs via RSS §  Recruiting/HR related association/ group articles §  BLS unemployment numbers §  Scheduled Knowledge Sharing §  Sourcing leaders §  Practitioners §  Vendors §  Product webinars §  NetworkingAudit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 30
  31. 31. The Unique Alternative to the Big Four®Skill Enhancement - Education/Training§  Tips & Tricks §  Have your team share tips and tricks not only with the other Sourcers but with the Recruiters as well to enhance their skills but to also to learn more about what a Sourcer does§  Trainings §  Bi-weekly trainings – include the Recruiters as well (examples of past trainings) People Search Engines Blogs & RSS Feeds LinkedIn Advanced Twitter – 101 & 401 Google Custom Search Engines Facebook FireFox I, II & III How to recruit from blogsAudit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 31
  32. 32. The Unique Alternative to the Big Four® What Makes a Sourcer “Geek Out” (Tick)§  Being valued - appreciation/ recognition§  Partnerships with Recruiters and Hiring Managers§  Tools to aid in their performance such as: §  CRM or other searchable database §  Quick capture/download tools §  Mass mail capability with campaign tracking§  Time to experiment with tools – Sourcers like to experiment with tools in ways they were not initially designed to work – let them “play around” you may be surprised at what they dream up Audit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 32
  33. 33. The Unique Alternative to the Big Four®Manage Differently §  Recruiters focus on today’s needs –A Sourcer’s Perspective Sourcer’s need to balance needs of today & tomorrow which can be vastly different §  Strategic Planning – Sourcer’s should build a plan for each search & not dive right whereas Recruiters “post & pray” §  Active vs. passive talent – understand & realize time differences each has on the process and the additional courting passive talent requires §  Communications - one size does not fit all – approach & message needs to change by channelAudit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 33
  34. 34. The Unique Alternative to the Big Four®A Few Benefits of a World Class Sourcing Function§  Attraction of higher quality talent§  Increase in company name recognition§  Decrease Time-to-Fill & Cost of Hire due to pipeline development§  ROI of past investments continues to increase§  Potential to increase engagement & employee tenure due to strong hiresAudit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 34
  35. 35. The Unique Alternative to the Big Four®Final Thoughts§  If you have a Sourcing function, the majority of interaction people will have with your organization is the Sourcing team so hiring the right people for the right role is critical§  Sourcing is a highly skilled and potentially a critical function to your organizations continued growth and/or existence so give it the attention and time it deserves, don’t treat is like an afterthought§  When hiring a Sourcer, really understand what you need and how to evaluate those skills. Buzz word bingo is easy in an interview, dig to see if they really have the skills to back it up§  Think about your employer brand & reputation – can they deliver a compelling message and assess top talent.§  Don’t treat your Sourcers as junior or wanna-be recruiters when they grow up, they LOVE this piece of the process….nurture their growth & curiosity and reap the rewardsAudit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 35
  36. 36. The Unique Alternative to the Big Four® Charles Bretz Sourcing Manager Crowe Horwath LLP 630.586.5111 charles.bretz@crowehorwath.com www.linkedin.com/in/charlesbretz www.twitter.com/charlesbretzAudit | Tax | Advisory | Risk | Performance © 2011 Crowe Horwath LLP 36

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