This document summarizes Becky Franzen's presentation on building an effective sourcing team. It discusses determining sourcing needs and goals, structuring sourcing teams, tools for sourcers, metrics for measuring sourcing success, benefits and ROI of sourcing, and lessons learned. Becky Franzen has over 16 years of experience in talent acquisition, including 7 years in recruitment process outsourcing. She currently leads sourcing and project teams at Employer Flexible.

2. Ms. Becky Franzen has been in the Talent Acquisition field for the
past 16 years, with the past 7 of those being in the RPO industry.
Becky offers a unique combination of successful leadership
experience with a particular focus on building sourcing teams, the
design, implementation and management of best-practice
sustainable recruitment solutions.
Ms. Franzen is currently the Managed Recruitment Solutions Director
for Employer Flexible, a HR Outsourcing company based in Houston,
TX.
Prior to joining Employer Flexible, she worked for a large RPO
Provider managing sourcing & project teams. Becky has also worked
with clients nationally in managing the deployment of customized
solutions, utilizing best practices and the latest recruitment process
efficiencies in each project she manages. She has orchestrated and
led multiple high volume initiatives for major Fortune 500 clients.
Ms. Franzen holds a Bachelor of Science degree in Political Science
from Texas A&M University, is a member of PMI, holds a Six Sigma
Green Belt Certification and recently received her certification for
Human Capital Strategist designation.
Presenter:
Becky Franzen

3. Agenda
The take away for this session is to give you insight and tools into the
strategic and tactical way of structuring a sourcing team that supports Talent
Acquisition corporate initiatives.
 Why Sourcing?
 Defining what Sourcing Is & Isn’t
 Determine your needs
 Structure
 Tools
 Metrics
 Lessons Learned
 Question & Answer

4. Why Sourcing?
 It’s the new trend in Talent
Acquisition?
 Because that’s what someone
higher up said to do?
 We can’t find enough qualified
people.
 My team is spending too much
time interviewing and not able
to recruit.
 Job postings aren’t working
anymore.

5. What is Sourcing?
There are 2 schools of thought
 Seeking out qualified candidates to fill current or future hiring
needs.
 Any of the back-office administrative tasks such as reviewing
resumes, posting jobs, pre screening candidates, and utilizing
social media to build brand awareness.

6. Strategy- What is your need?
Output
Goal
Goal
Goal
The 1st step in building out any sourcing
function is to determine what the need(s) is.
Focus on the goal.. What is the desired result?
 Pipeline development?
 Better Quality?
 Higher Quantity?
 Building a robust talent network?
 ATS Management?
 Drive traffic to the recruitment team?

7. Sourcing Team
Now that you have an understanding of what your Goals/Needs are, you can
decide how you want to structure that team. Every situation requires
thoughtful consideration and should be aligned specifically to your goals.
Client Specific
Integrated team 1:3/4
In-depth knowledge of
client
SLA’s/metrics easier to
track
Consistent process
Sourcing done more per
requisition
Shared Services
SME for job functions
SME for industry
functions
SLA’s hard to
track/measure
Scaleable for business
needs
Better for pipeline
development
Utility
Scale up/down as needed
Contractors or
Outsourced
Generalists
SLA’s hard to track
JIT
More Sr. Level talent
Other
Special Needs (social
media)
Administrative
Non billable functions

8. Strategy- Structuring Team
The Sourcing team structure will look different to every company.
Building the team ties back to your initial goal.
 Level of difficulty?
 Locations
 Supply/Demand of talent
 Level of interaction from team (screening)
 Volume
 Time Frame

9. Level of Difficulty
Difficult roles will typically require your
sourcing team to have advanced Boolean
training, ability to do name generation,
networking capabilities, and the ability to
talk to Senior level candidates in a
professional manor.
Medium roles are more versatile meaning you can
take a Junior to experienced Sourcer that has
ability to utilize boards, Internet and networking
skills.
Easier roles allow for entry to junior level
Sourcer to create pipelines of candidates
through an abundance of resources in a short
period of time.

10. Building Credibility
• Before starting any sourcing project,
conversations need to be had.
– Intake call with the Hiring Manager & Recruiter
– Give overview of strategy and search targets
– Explain timeline and when/what to expect
• Regular update meetings/feedback on search

11. Tools for Sourcing
So now you have your team planned out, what
tools will they need to be successful?
*This list is a very small portion of tools that are available
Database Job Posting
Associations/
Organizations
Social Media Misc. Tools Lists/Research
Internal ATS Data frenzy Weddles Hootsuite mailtester.com Hoovers
CRM Broadbean Wikipedia Tweetdeck bit.ly Zoominfo
Paid sites
Bullhorn
Reach
manageflitter.com Data.com
Non-Paid Sites Jobvite zoho.com Spokeo
booleanbar.com Pipl

12. Metrics
Can you measure the sourcing function? Yes and No
Metrics must be predictive and actionable based on the end result/goal.
For example, if your business goal is to build a pipeline of potential candidates based on a
repetitive skill set, measuring your sourcing team on time to fill is not going to work (today).
What it will give you (if you have trend information on how long it took previously) is how
much time was saved by having a ready to go pipeline rather than JIT.
 Your data needs to provide information that can be acted upon by indicating trends.
 Metrics must be tracked over time in order to generate internal benchmarks and analyze
internal performance.
 Time and ROI will affect the quantitative aspects of recruitment metrics, while
productivity, retention rate, efficiency, and candidate performance include the qualitative
aspects.
You can measure anything*, however you need to define what it is you are measuring and ensure you have
some benchmark to compare it to. Most importantly, it needs to be tied back to the original goal.
*Technology is key, it has to be capable of producing analytics or reports

13. Benefits/ROI
 Drives your costs down
 Taking administrative tasks away from recruiters
 More qualified candidates from a larger outreach.
 Recruiters are more effective supporting Hiring
Managers as “experts” and driving process.
 Time to fill decreases as pipeline is built
 More qualified/volume increase with larger outreach
 Candidate experience is positive
 Sustainable versus “just in time”

14. Lessons Learned
1. One size does not fit all
2. Before you do anything, determine what metrics you want to track and make
sure you have the technology that can report on it
3. Change Management- Ensure you have key stakeholders to back you up.
4. Your sourcing success will mirror the sourcing maturity of your Talent
Acquisition team.
5. Training- Ensure on-going training for all levels
6. Recruiters do not necessarily make good sourcers
7. Awareness- Keep a pulse on team members that are struggling with sourcing
concept and address it immediately.
8. If it doesn’t work immediately, don’t give up
9. As Sourcing evolves, it will become more focused on data analytics
10.Have fun!