“Strategies to end Reactive Recruiting”

1. Winter Conference
27th November 2014

2. Priorities In 2014 For
In-house Recruiters:
• Building Talent Pipelines – 48%
• Direct Sourcing – 48%
• EVP and Branding – 44%
• Recruitment Process and Systems – 31%
• Candidate Experience – 30%
• Recruitment and Succession Planning – 26%
• Strategic Workforce Planning – 24%
• Building Recruitment Capability – 24%
• Assessment and Selection – 13%
• In-house Executive Search - 6%
• Vendor Management and Review – 2%
(Source: The FIRM)

3. Case Study – Network Rail

4. Resourcing Process
Role Discovery
(Review of Talent Pool managed by
Research Partner, Internal Talent
Review, Succession Planning, Gap
Analysis, Benchmarking)
Understanding
Requirement of the
Candidate
(Briefing with hiring managers,
stakeholders)
Engagement
Preparation
Partner with
Research Firm
Tailored Selection
Process
(Work with Research Partner to
create bespoke process)
Identifying
Candidates and
Market Mapping
Sourcing Key
Opinion Leaders
Review of
Candidate Pool
(Market Insight Analysis)
Initial Approach
(Tailored approach to market to
position opportunity to individuals)
Present Long List of
Candidates
Shortlisting
Initial Meet and
Greet
Client Interview and
Assessment
process
(Executive Assessment, 1st to Final
Interview, On Boarding)
Taylor Osborne
Market Insight
Report
Taylor Osborne Post
Joining Interview
(EVP, Market Analysis, Managing
and Reporting on Talent Pool
created)
Management of
Talent Pool
(During Role Discovery this insight
would be used to proactively hire)

5. Benefits
Bespoke Process
According to the Clients
Requirements
Continuous
Communication
Throughout the Hiring
Process
Build Your Own Talent
Pipeline of Quality
Candidates
Positive Candidate
Experience
Build Diverse Talent Pool Ownership of Data
Links to the Wider
Business Strategy
Build a Better Brand in the
Marketplace
Become a Market Leader
Support Internal Talent
Development
Helps Provide Market
Insight to your chosen
Talent Pool
Better Executive Retention