Web 2.0 Strategic Staffing


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Web 2.0 Strategic Staffing supports talent planning, drives talent acquisition and anticipates talent management. To this end, we welcome a diversified HR membership looking to build the strongest talent DNA within their organizations. The ultimate goal is to help each member design a more advanced, fully automated and proactive staffing model that produces hires in the top 10% of their field in a timely matter. This approach will provide organizations with the caliber of talent that lifts up their human capital equity, increase revenue-per-employee and consolidates HR and business goals.

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  • What are the critical components of a Talent Acquisition strategy for midsize companies? What is a Talent Acquisition strategy model? Let’s start out by saying that there are lots of alternative approaches. The one that’s right for you can partially be determined by looking at your company’s competitive situation, as depicted on the vertical axis, coupled with an assessment of internal capabilities in conjunction with the requirements dictated by your company's business objectives. In general, a total in-house approach is not likely to be feasible or practical. The best alternatives will be largely dictated by looking at those processes that are business-critical in a competitive sense and focusing on developing a strategic Talent Acquisition approach that will ensure best-of-breed capability for each. Once you’ve done the homework, you should have a general model that directionally points you to a recommended approach for Talent Acquisition the various classes of capabilities required. Nevertheless, to be successful, the analysis needs to consider a lot of other factors for each Talent Acquisition decision. For example, let’s look at a situation where the decision is assessing the risks of a make-vs.-buy situation for application development project..
  • “This adds to your competitive intelligence gathering process as well, whether that is filling out organizational charts or name generations, yet removes the manual input previously necessary,” said Phillips. The Microsoft talent stream separates top talent from average. The community isn’t necessarily always about recruiting, but is designed to keep both active and passive candidates engaged. “Now it’s a community that lives on its own, yet we control it from a recruiting perspective,” he added.
  • “This adds to your competitive intelligence gathering process as well, whether that is filling out organizational charts or name generations, yet removes the manual input previously necessary,” said Phillips. The Microsoft talent stream separates top talent from average. The community isn’t necessarily always about recruiting, but is designed to keep both active and passive candidates engaged. “Now it’s a community that lives on its own, yet we control it from a recruiting perspective,” he added.
  • Leader: Drives strategic design, development, implementation and delivery. Associate: Supports implementation and delivery. Asserts on-site client services (Eventually should become your FTE) Researchers: Manage the transactional volume of prospects, nurture e-relations, capture relational data and provide the high touch service needed to convert passive prospects into active candidates. Note: Sourcing remains relegated to your sourcers and/or recruiters. But their work will be less strenuous with a candidate pool ready to be harvested.
  • Web 2.0 Strategic Staffing

    1. 1. Web 2.0 & Strategic Staffing By Frank Pacheco [email_address] Web 2.0 Strategic Staffing
    2. 2. Web 2.0 Strategic Staffing Vision Building Strategic Staffing’s Back-end <ul><li>Planning </li></ul><ul><li>Build or Buy p.32 </li></ul><ul><li>Recruitment Strategy p.37 </li></ul><ul><li>Resources p.45 </li></ul><ul><li>Developing </li></ul><ul><li>1. Attraction </li></ul><ul><li>Strategies p.49 </li></ul><ul><li>2. Talent </li></ul><ul><li>Communities p.54 </li></ul>Execution Building Strategic Staffing’s Front-end <ul><li>Where to Start? p.66 </li></ul><ul><li>Candidate Relationship Management p.68 </li></ul><ul><li>Social Networks p. 76 </li></ul><ul><li>Search Engine Marketing p. 81 </li></ul><ul><li>Career Site and Video p. 86 </li></ul><ul><li>Putting it All Together p.93 </li></ul><ul><li>Appendix p.100 </li></ul>Closing <ul><li>Introduction P.3 </li></ul><ul><li>Does Web 2.0 Work? p.10 </li></ul><ul><li>(Business Cases) </li></ul>Introduction
    3. 3. Introduction WEB 2.0
    4. 4. The Right Model Great at branding by casting a broad net (adv./marketing), but fishing to catch talent Corporate Staffing Agencies Great at finding /building relationships with top talent, but no insight on client’s long term vision or candidates’ career path Strategic Staffing The best of both worlds
    5. 5. Some staffing organizations around the U.S. day dream about Proactive / Relationship Recruiting but lack the capabilities and resources to execute. Vision without execution is day dreaming Bill Gates Strategic Staffing’s Day Dream
    6. 6. From Vision To Execution Web 2.0 strategies can increase organizational capabilities and efficiencies, while minimizing labor friction and cost to reach your strategic staffing goals.
    7. 7. &quot; Web 2.0 &quot; AKA &quot;Participatory Web“ hints at an improved form of the World Wide Web to better communicate and collaborate, emphasizing tools and platforms that enable users to Modify, Tag, Blog, Comment, Augment, etc. <ul><li>Benefits for Strategic Staffing: </li></ul><ul><li>Alignment with talent planning & management </li></ul><ul><li>Increase in quality of hire </li></ul><ul><li>Reduced cost across all functions </li></ul><ul><li>Increase in recruitment efficiency </li></ul><ul><li>Strengthen brand loyalty </li></ul><ul><li>Support your Marketing/PR initiatives </li></ul><ul><li>Increase in candidate and client satisfaction </li></ul>About Web 2.0
    8. 8. Web 2.0 Types In tra net Internal collaborations within your company In ter net External collaborations with the world Click the blue buttons under “View Show” mode for more information
    9. 9. Does Web 2.0 Work? WEB 2.0
    10. 10. Built a multimillion dollar war chest via viral Web 2.0 connections Web 2.0 Business Case: Obama
    11. 11. Web 2.0 Business Case: Merck
    12. 12. Talent Community build up for R & D software engineers Internal/exclusive social networking site for video game R & D engineers Web 2.0 Business Case: Microsoft
    13. 13. Cost-Per-Hire (CPH) Goal Industry CPH Average $3,324 Recent Client CPH $1,792 CPH Savings $1,532 Jobs 2Web 2008 Survey
    14. 14. Vision Building Strategic Staffing’s Back-end
    15. 15. From Good To Great Talent Planning + Talent Acquisition + Talent Management (P.A.M.) = Strategic Staffing Disconnected Talent Model Holistic Talent Model Talent P A M Manage Plan Strategic Staffing Acquire
    16. 16. Sustainable Strategic Staffing is possible when leaders intentionally align strategic and cultural intent… Phase 1 Phase 2 Phase 3 Strategic Staffing’s Foundation
    17. 17. <ul><li>CULTURAL INTENT – </li></ul><ul><li>Explicitly defines the culture that is desired and required for web 2.0 strategies to flourish </li></ul><ul><li>STRATEGIC INTENT – </li></ul><ul><li>Embodies the business goals of the transformation based on a compelling business case for aligning talent planning, acquisition and management via Web 2.0 automation </li></ul>Phase 1
    18. 18. Strategic Staffing’s mission is to solidify the relationship between Talent P lanning, A cquisition and M anagement ( PAM ) in order to build the most advanced proactive recruiting model by leveraging the right people , process and Web 2.0 technology. This new approach is proven to optimize talent acquisition and diversity, as well as, produce hires in the top 10% of their field in a timely matter. Plan P.A.M. Manage Acquire Strategic Staffing Strategic Staffing’s Vision : Mission
    19. 19. Potential to Director Potential to VP Potential to CEO Management VP CEO Director <ul><li>While HR provides leadership to ensure </li></ul><ul><li>that every new hire should: </li></ul><ul><li>Be among the top 10% of your performance system scale </li></ul><ul><li>Have the ability to be promoted 2 to 3 levels above their current one </li></ul><ul><li>Demonstrate efficient leadership behaviors </li></ul><ul><li>Staffing requires a…………………….. </li></ul>…… .Web 2.0 savvy workforce that can deliver their vision Strategic Staffing’s Requirement : People Competencies - Work Level - Industry / Functional - Strategic Competencies - Work Level - Industry / Functional - Strategic P.A.M.
    20. 20. <ul><li>The right processes: </li></ul><ul><li>Support Talent Planning </li></ul><ul><li>Drive Talent Acquisition </li></ul><ul><li>Anticipate Talent Management </li></ul>Strategic Staffing’s Requirement : Processes
    21. 21. The right technology connects it all together and reduces labor friction Strategic Staffing’s Requirements : Technology
    22. 22. Phase 2 <ul><li>CULTURAL INTENT – </li></ul><ul><li>Creates the cultural change that is required in the organization </li></ul><ul><li>STRATEGIC INTENT – </li></ul><ul><li>Builds the organizational capabilities that must be required to succeed </li></ul>
    23. 23. Enablers Ask New Questions From “Good” Client Relations Customer Service Driven To “Great” Solutions Provider Expert Consultative Process Driven People Driven Past talent initiatives have generally not aimed at people but at improving efficiency, managing work flows and ensuring quality. Now, service, innovation and relationships are seen as the enablers of increased profit as the spotlight moves away from manufacturing and production. Culture Change: People Driven
    24. 24. Enablers Ask New Questions From “Good” Client Relations Customer Service Driven To “Great” Solutions Provider Expert Consultative Process Driven People Driven Instead of thinking about your job as filling requisitions or sourcing candidates or screening people, you should……. Align talent PAM initiatives with hiring managers’ needs to determine what combination of skills and experience will help them achieve organizational goals. Culture Change: Consultative
    25. 25. Enablers From “Good” Client Relations Customer Service Driven To “Great” Solutions Provider Expert Consultative Process Driven People Driven Become a great talent Scout: While degrees and experience may add depth to the final decision, skills and abilities ultimately make the most difference. Ask New Questions Instead of blindly following a job description to determine the degrees and experience required for the job, you should… Culture Change: Talent Scout 2 good reasons why credentials are second to skills…..become a great scout
    26. 26. Incorporate all four levers in your staffing strategies 1. The attraction lever: This has been the sole staffing lever and has been overused. We should consider other levers in order to design more robust staffing strategies. 2. The performance lever: defines success and focuses teams and individuals on accomplishing business results. Enablers From “Good” Client Relations Customer Service Driven To “Great” Solutions Provider Expert Consultative 3. The competence lever: focuses on the development of people and on increasing the capabilities of the current workforce. 4. The commitment lever : People are motivated by (1) Meaningful work and (2) opportunity for cross-training, internal transfers and development. Culture Change: Lever Mix
    27. 27. From Good (Diversity & Inclusion) to Great (Diversinclusion) Web 2.0 strategies can work wonders to help you build diverse talent communities, collaborate with its members, nurture relationships and recruit them when needed. LINK : Diversity Landing Page Culture Change: Diversinclusion
    28. 28. Phase 3 <ul><li>CULTURAL INTENT – </li></ul><ul><li>Combines values, beliefs and behavioral norms shared across an organization that shapes how people deliver Strategic Intent </li></ul><ul><li>LEADERSHIP - </li></ul><ul><li>Requires deeply shared mindsets and behaviors, a consistency of purpose and operating discipline to bring the strategic and cultural intent to life </li></ul>STRATEGIC INTENT – Creates the right process, structure and technology required to enable and sustain the right strategic staffing model
    29. 29. The Right Process/Structure/Technology
    30. 30. INCLUSION FOCUS The Right Diversinclusion Structure Channel Support Adv. Media Plan Marketing Media Plan College Recruiting Inclusion & Diversity Employee Referral Program Market Research RESUME DATABASE AIRS Certified Internet Recruiter Assisted Searches <ul><li>Search Capability across 300 Websites </li></ul><ul><li>Viral Marketing Campaigns </li></ul>Posting, Marketing and Social Network with 137 Niche sites across the US <ul><li>Associations & Strategic Alliances </li></ul><ul><li>Event Management Support </li></ul><ul><ul><ul><ul><li>RESEARCH SERVICES </li></ul></ul></ul></ul>SUPPORT SERVICES <ul><ul><ul><ul><li>JOB BOARDS </li></ul></ul></ul></ul>
    31. 31. The Strategic Staffing foundation must be built in alignment with your business goals and human capital vision Business Goals Corporate Culture Succession Planning Career Mgmt Compensation Performance Mgmt Web 2.0 Strategies Talent Communities (Human Capital’s main ingredient) Lean Sigma approach to staffing Branding Positioning The Right Strategic Staffing Model Business Goals <ul><ul><li>Staffing Supply Chain </li></ul></ul><ul><ul><li>1. Lower total costs of business </li></ul></ul><ul><ul><li>2. Improved business controls </li></ul></ul><ul><ul><li>3. Simplification of processes </li></ul></ul><ul><ul><li>4. Improved business/market place knowledge </li></ul></ul>
    32. 32. Planning: Build or Buy? WEB 2.0
    33. 33. Build vs. Buy Model In-house Build vs. Buy Outsource Multiple Players Open Market Level Competition Single Player Captive Market Competitive Situation Talent Acquisition Group Adv/Marketing Aggregator Internal and external resources evaluation model Outsource Marketing Internal Marketing Retained & Contingent Vendors Joint Ventures Example: Americajoblink Recruiting Managers Selective RPO / SPO
    34. 34. Prioritize: Resource Allocation Model A model that provides a roadmap on how to best delegate and distribute work among internal and external resources
    35. 35. Build vs. Buy Risks Low High Business-Value Failure Speed to Operation Cost-Effectiveness Risk Operational Failure Political Resistance Future Flexibility Mgmt. Complexity Low High Internal Development External Development
    36. 36. Build vs. Buy: Partnership Models IRPO Hybrid External Internal Hybrid External Internal Hybrid External Internal Client Client Client Hybrid External Internal Client Lead Partner Model Direct-Exclusive Model Channel Advisor Model Direct-Dependent Model Participating Partners Lead Partner Partners Participating Partners Advisor Partners Source: Zinnov Research
    37. 37. Planning: Recruitment Strategy WEB 2.0
    38. 38. Proactive Recruitment Strategize: Best Recruiting Practices
    39. 39. Proactive Recruiting: Concept The Proactive Recruiting approach is based on the premise that if you start recruiting before you have a need, you will have the time to identify the very best individuals by name and then build relationships with them so that, over time, you can better assess their fit and &quot;sell&quot; them on your company and the opportunities you can offer them. This is the approach that has been successfully used for decades by executive search firms and top firms like EA, GE and Microsoft, as well as all sports teams and entertainment firms. .
    40. 40. Proactive Recruiting: Charting <ul><li>An organizational chart for every group is required to develop pipeline inventory for: </li></ul><ul><li>Every role that is under performing (Bottom 10%) </li></ul><ul><li>Individual roles where turn over is anticipated, as soon as HR is advised </li></ul><ul><li>Evergreen-Stream: Areas where there are always ongoing openings </li></ul><ul><li>Evergreen-Vital: Areas for critical roles </li></ul><ul><li>Evergreen-Complex: Areas for difficult to fill positions </li></ul>QA/QC Pre-clinical Pre-clinical Safety DMPK Analytical Development Clinical Development Clinical Research Clinical Operations Medical Writing Statistics and Data Management Regulatory Head of Drug Development
    41. 41. Career level technical skills and their differences need to be clearly pre-defined by your leaders and then incorporated into your proactive recruiting strategies. <ul><li>Entry-Level: Mostly academic and some practical expertise. </li></ul><ul><li>Developing (Individual Contributor): Under supervision can perform basic types of work related to a discipline </li></ul><ul><li>Career Proficient (Managers): Can individually perform all work related to a discipline </li></ul><ul><li>Role Model (Leaders): Subject matter expert capable of performing the most complex and technical demanding work related to a discipline. </li></ul>Proactive Recruiting: Technical Skills Design
    42. 42. <ul><li>Entry-Level: Action Oriented, Time Management, Peer Relationships, Customer Focus, Learning on the fly, and……… </li></ul><ul><li>Individual Contributor: Priority setting, Organizing, Decision Quality, Negotiating, Composure, and ……… </li></ul>Behavioral Skills and their differences need to be clearly pre-defined by your leaders and then incorporated into your proactive recruiting strategies. Proactive Recruiting: Behavioral Skills Design Management: Planning, Process Management, Managerial courage, Measuring Work, Managing Diversity, Delegation, and ……… Leaders: Building effective teams, Presentation skills, Conflict Management, Decision Quality, Business Acumen, Managing Vision & Purpose, and………
    43. 43. Talent Mapping Launch Campaign Competitor Org Chart Current & Future Openings Identify Talented Prospects Your Proactive Recruiting Org Chart Proactive Recruiting: Designing Talent Communities Pre-clinical Pre-clinical Safety DMPK Analytical Development Clinical Development Clinical Research Clinical Operations Medical Writing Head of Drug Development 1. Open Requisitions 2. Underperforming Roles 3. Anticipated Turn-over 4. Evergreen-Complex 5. Evergreen-Viral 6. Evergreen-Stream Proactive Recruiting Types According to level: 1. Entry-Level 2. Individual Contributor 3. Management 4. Leaders Technical & Behavioral Skills’ design
    44. 44. Launch Campaign ATS Capture Passives & Cultivate Contact Passive Capture Active CRM Proactive Recruiting: Building Talent Communities Active Targeted Landing Page Talent Communities
    45. 45. Planning: Resources WEB 2.0
    46. 46. Web 2.0 Resource Landscape
    47. 47. Delegate: Resourcing Best Practices
    48. 48. Recruiters AmericaJobLink Their Advertisement Compartmentalize : Search Delegation Model
    49. 49. Developing: Attraction Strategies WEB 2.0
    50. 50. Understanding The Audience
    51. 51. Assessing Workforce Supply
    52. 52. Sourcing Channel Value Index Model Connecting With The Audience
    53. 53. Most companies are comfortable with this model and continue to direct their budgets here with ever decreasing ROI Social forces shape technology development and custom applications. Marketing To The Audience “ I trust:” Key Driver for a more efficient market penetration and greater ROI Technology Social Change “ I trust:” Talent Communities
    54. 54. Developing: Talent Communities WEB 2.0
    55. 55. Tamagotchi is a tiny pet from cyberspace who needs your love to survive and grow. So does your Talent Community….. Talent Communities
    56. 56. Talent Community (TaCo) Defined
    57. 57. Referrals 2009 2010 2011 100% 80% 60% 40% 20% 0% Adv./Marketing Agencies Career Site Talent Communities - Budget ROI TaCo: Budget Reduction Minimum Cost Expensive
    58. 58. Source: Becker, Huselid, Ulrich, The HR Scorecard Top Talent Defined + TaCo: Hiring Optimization 3.64 $158,101 34.09% 1.84 13% Bottom 10% Employees 11.06 $617,576 20.87% 5.06 63% Top 10% Employees Market Capitalization to Asset Value Sales per Employee Employee Turnover Alignment of HR and Business Strategy Percent of Performance Appraisal Based on Objective Measures Productivity Comparison
    59. 59. Timely During clinical trials, avoiding delays caused by the lack of qualified personnel can save the company millions of dollars in revenue Build and “NURTURE” targeted talent communities six months in advance of every clinical stage TaCo: Timely Impact
    60. 60. <ul><li>A Talent Community is successful to the extent you... </li></ul><ul><li>. . .connect and engage your talent pool members in conversation, dialogue and discovery about each other, your employees, and your organization. In essence give them a sense of community. </li></ul>Creating Talent Communities
    61. 61. <ul><li>Personal content creation </li></ul><ul><li>Responding to blogs </li></ul><ul><li>Giving opinions (chat) </li></ul>Building a sense of community Influence is expressed by. .
    62. 62. <ul><li>Information about open positions </li></ul><ul><li>Sharing between recruiters and candidates </li></ul><ul><li>Pre-aligning their careers to our strategies </li></ul><ul><li>Timing </li></ul><ul><li>Feedback </li></ul>Building a sense of community Needs are fulfilled by. . .
    63. 63. <ul><li>There are stories that peek their interest </li></ul><ul><li>Automation fully engages them individually </li></ul><ul><li>We take the time to build relationships </li></ul><ul><li>We make them feel as part of our success </li></ul><ul><li>Candidates are drawn into caring about outcomes and results. </li></ul>Building a sense of community Emotional Connection happens when. . .
    64. 64. <ul><li>They receive exclusive information </li></ul><ul><li>They get referral income </li></ul><ul><li>There is Insider knowledge about the company/jobs </li></ul>Building a sense of community Candidates are rewarded when. . .
    65. 65. Execution Building Strategic Staffing’s Front-end
    66. 66. Where to Start? MEASURE 3
    67. 67. <ul><li>2008 survey – Fortune 100 Companies </li></ul>Our Strategy 1 st CRM 4 th Sites 2 nd Social Networking 3 rd SEM 5 th Videos Recruiting Roundtable Recommendations
    68. 68. Candidate Relationship Management (CRM) MEASURE 4
    69. 69. #1 Rated Web 2.0 Tool : “ CRM Systems were the only Web 2.0 Technology featured in this research study that were rated effectively across all three core recruiting activities”. Recruiting Roundtable End of year 2008 Survey Candidate Relationship Management (CRM)
    70. 70. CRM: Prospect Types
    71. 71. Position available/ Candidate fit culturally or professional but not both Position available/ Candidate fit culturally and professionally Position not available/ Candidate fit culturally and professionally Position not available or Candidate does not fit culturally Nurture ( Social Collaboration) Track (CRM) CRM: Prioritization Candidate Fit Position Available
    72. 72. CRM: Identifying Community Members
    73. 73. Candidate Pool <ul><li>Automated / customized letters are sent by </li></ul><ul><li>SourcePoint to prospects with links to: </li></ul><ul><li>Join our J2W Talent Community </li></ul><ul><li>Apply to “specific” J2W job postings or request membership to our private communities </li></ul>20% Respond to these letters 80% Are dispositioned manually 40% General > Talent Communities 10% Top Talent > Private Communities E-Searcher 50% Disqualified / Not interested CRM: Attracting Community Members
    74. 74. Automated Invitation to join our Talent Communities Automated Invitation to join our Private Communities <ul><li>Automated </li></ul><ul><li>Membership </li></ul><ul><li>Validation: </li></ul><ul><li>Job title </li></ul><ul><li>Degree </li></ul><ul><li>Years of experience </li></ul><ul><li>Specific Skills </li></ul>Qualified Members Un-qualified Members Automated reply directs them to join our Talent Communities Automated reply directs them to join our Private Communities CRM: Qualifying Community Members Talent Community (Weekly job announcements) Visits Landing Page
    75. 75. <ul><li>Blog & Forum </li></ul><ul><li>Wikis </li></ul><ul><li>Videos </li></ul><ul><li>Polls/surveys </li></ul><ul><li>Chat room </li></ul><ul><li>Audio/podcast </li></ul><ul><li>Event announcements </li></ul><ul><li>Early Job announcements </li></ul><ul><li>And more….. </li></ul>Private Communities These Private Communities are segmented by business unit, allowing us to network and build trusting relationships with top prospects Qualified Candidate Pool
    76. 76. Social Networks MEASURE 5
    77. 77. What is Social Collaboration? Collaboration Conversations Intellectual Capital Communication Social Collaboration Internal & External Talent Communities
    78. 78. Usage of Specific Social Networking Sites for Recruiting Percentage of Organizations Using Tools Best Social Networking Sites For Recruiting
    79. 79. <ul><li>Build Micro-Pages on these Networks </li></ul><ul><li>Create/Nurture professional groups </li></ul><ul><li>Subscribe/publish RSS feeds and widgets </li></ul><ul><li>Datamine and recruit network members </li></ul>Social Network Recommendations Your private Social Networks Recruitment Focus: Branding
    80. 80. Everyone Is A Viral Recruiter Employees Recruiters Hiring Mgrs Your Arsenal Social Sharing On All Micro Pages
    81. 81. Search Engine Marketing MEASURE 6
    82. 82. SEM: R.O.I. Consideration Wall Street Journal 2009 Cost Per Application (CPA) Search Engines Job Boards Print Adv. $4 avg. $30 avg. $750 avg.
    83. 83. Search Engine Marketing (SEM) Recruitment Search Engine Marketing (SEM) campaigns can help employers reach a wider audience on the internet. Target Candidates based on location and position. Pay only when a job seeker clicks on your ad Pay-Per-Click (PPC) .
    84. 84. How SEM Ads Work…
    85. 85. SEM: Marketing Mix
    86. 86. Career Sites Career site as a movie production MEASURE 7
    87. 87. Web 1.0 Career Site is Fragmented
    88. 88. Creating The Perfect Career Site
    89. 89. Web 2.0 Career Site is Cohesive
    90. 90. Career Site Evolution: Microsites By Business Unit Segregate them by Business Unit
    91. 91. Microsites Dynamics Staffing, Marketing and IT groups should partner to create the most powerful career sites.
    92. 92. Video Market Share
    93. 93. Putting It All Together MEASURE 8
    94. 94. People
    95. 95. Process
    96. 96. Job Distributor SourcePoint Jobs2Web Selection Micro Pages Ning Recruiters AmericaJobLink Service Oriented Architecture Technology LINK :
    97. 97. Environment
    98. 98. Staffing Metrics MEASURE
    99. 99. Ultimate ROI metric: Quality of hire Checkster Survey
    100. 100. Appendix MEASURE Appendix
    101. 101. Web 2.0 Measuring Tools MEASURE LINK : LINK : LINK : Google WebMaster Tools Google Trends Google Analytics www.alexa.com Web Page Traffic Metrics
    102. 102. Web 2.0 Directory http://www.go2web20.net/ LINK :
    103. 103. Project Managing Business Intelligence And Tactical Links             Test/Assessment tool & vendor > ATS Compliance & Risk Considerations Metrics & Report Leverage internal & External Resources Behavioral & Technical Details Career Pathways Present candidates Media Campaign Target Associations Top Talent & Diversity Profile Engage prospects Web 2.0 Sourcing Plan Source of Hire Talent Management Manage & Disposition traffic Diversity Attraction Plan Market Research Talent Acquisition Web 2.0 roll out Taco: Org Chart mapping Business Intelligence Talent Planning Prioritization Talent Communities (TaCo) Engage recruiters to optimize attraction plan Overall Business Goals Delivery Development Design Alignment
    104. 104. Aligning responsibilities according to your strategic business plans The following is a list of six steps that we’ll take to capture relevant information in order to design the most sophisticated talent pipelines of candidates that fit your corporate culture, talent planning and management considerations as well as be ready-on-demand to meet your requirements. Discovery & Design
    105. 105. Aligning responsibilities according to your strategic business plans Development: Internal & External
    106. 106. Aligning responsibilities according to your strategic business plans Implementation & Delivery
    107. 107. Implementation Model Competitive advantage and savings are achieved through effectively managing resources Timeline
    108. 108. Phase 1 Phase 2 Phase 3 Milestones Apr May Jun Jul Aug Sep Oct Dec Jan Feb Mar Nov