The document discusses best practices for developing a strong talent pipeline. It emphasizes the importance of focusing on passive talent, which makes up 80% of the workforce, and maintaining ongoing engagement with potential candidates. This involves keeping lists of interested candidates and sharing leads with colleagues. However, most companies currently lack integrated, centralized tools for effective pipelining. The document provides tips for building a pipeline to help identify talent early, reduce time to hire, and prevent top candidates from being hired elsewhere.
Human Capital Growth Webinar: 2018 HCG talent development benchmark studyHuman Capital Growth
Learn the results of our 2018 HCG Talent Development Benchmark Survey.
http://www.humancapitalgrowth.com/2018-hcg-talent-development-benchmark-survey-results.html
Human Capital Growth Webinar: 2018 HCG talent development benchmark survey re...Human Capital Growth
Fifty leading organizations participated in the 2018 HCG Talent Development Benchmark study. In our May webinar we presented the highlights of the results and findings on learning and development practices. In the June webinar we will do a deeper dive of the results, particularly those relating to career management and leadership development practices. View this webinar and leave with ideas for making quantifiable improvements to your talent development practices.
http://www.humancapitalgrowth.com/2018-hcg-talent-development-benchmark-survey-results-ii-deep-dive.html
Holacracy The Next Generation Leadership in a VUCA Worldijtsrd
The Volatile, Uncertain, Complex and Ambiguous world is posing innumerable challenges upon all the organizational stalwarts. The purpose of the undertaking this study is more than one. 'Leaders are born not made' had always been an oft cited dubious question to the uncanny minds of many. Thus, an attempt had been made to strike an answer to the recurring question that occurs at multi tier level that is, does market leadership drives leadership in organizations or leadership capabilities of employees exercise influence on employees Methodology An empirical research had been carried out, which was both explorative and descriptive in nature, to identify the leadership style followed in organization and bring out the gap between the existing and desired leadership styles for implementation of holacracy in the organization. Variables such as task and result orientation, work delegation are taken to find out characteristics of an effective leader. Variables such as democratic, autocratic, bureaucratic, participative are examined to find out preferred style of leadership. The effectiveness of the leadership style was survived through variables of penalty, rewards, motivation and respect. Out of 340 questionnaire circulated, 317 responses were received out of which 305 were found to be usable for study. Statistical test such as description statistics using SPSS is applied to study the outcomes and presented in the form of graphs. Findings The research yielded various interesting aspects of key leadership principles. Technology is a friend and a foe, a powerful threat if underexplored poor communication skills and lack of discipline can make leaders ineffective. When asked about whether emotional intelligence is appreciated in a leader, the majority of the respondents could not give decisive answer. Holacracy brings the new era of leadership style with organizations becoming lean and employees adaptable. Implications The sample was drawn from Generation Z who is soon going to be a part of youth leadership in both corporate and governance. The questionnaire had been inclusive of asking personal traits of them to the actions. Jyoti Kukreja "Holacracy: The Next Generation Leadership in a VUCA World" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-6 , October 2019, URL: https://www.ijtsrd.com/papers/ijtsrd28029.pdf Paper URL: https://www.ijtsrd.com/management/hrm-and-retail-business/28029/holacracy-the-next-generation-leadership-in-a-vuca-world/jyoti-kukreja
Paradigm shift - Building a new talent management model to boost growthEY
Nearly five years after the financial crisis erupted, a sustained global economic recovery remains elusive. Nothing less than a fundamental change in thinking is required to tackle the talent shortfall.
http://www.ey.com/GL/en/Issues/Driving-growth/Growing-Beyond---Paradigm-Shift---Overview
Our Growing Beyond program explores opportunities across expanding into new markets, finding new ways to innovate & implementing new approaches to talent.
www.ey.com/growingbeyond
Human Capital Growth Webinar: 2018 HCG talent development benchmark studyHuman Capital Growth
Learn the results of our 2018 HCG Talent Development Benchmark Survey.
http://www.humancapitalgrowth.com/2018-hcg-talent-development-benchmark-survey-results.html
Human Capital Growth Webinar: 2018 HCG talent development benchmark survey re...Human Capital Growth
Fifty leading organizations participated in the 2018 HCG Talent Development Benchmark study. In our May webinar we presented the highlights of the results and findings on learning and development practices. In the June webinar we will do a deeper dive of the results, particularly those relating to career management and leadership development practices. View this webinar and leave with ideas for making quantifiable improvements to your talent development practices.
http://www.humancapitalgrowth.com/2018-hcg-talent-development-benchmark-survey-results-ii-deep-dive.html
Holacracy The Next Generation Leadership in a VUCA Worldijtsrd
The Volatile, Uncertain, Complex and Ambiguous world is posing innumerable challenges upon all the organizational stalwarts. The purpose of the undertaking this study is more than one. 'Leaders are born not made' had always been an oft cited dubious question to the uncanny minds of many. Thus, an attempt had been made to strike an answer to the recurring question that occurs at multi tier level that is, does market leadership drives leadership in organizations or leadership capabilities of employees exercise influence on employees Methodology An empirical research had been carried out, which was both explorative and descriptive in nature, to identify the leadership style followed in organization and bring out the gap between the existing and desired leadership styles for implementation of holacracy in the organization. Variables such as task and result orientation, work delegation are taken to find out characteristics of an effective leader. Variables such as democratic, autocratic, bureaucratic, participative are examined to find out preferred style of leadership. The effectiveness of the leadership style was survived through variables of penalty, rewards, motivation and respect. Out of 340 questionnaire circulated, 317 responses were received out of which 305 were found to be usable for study. Statistical test such as description statistics using SPSS is applied to study the outcomes and presented in the form of graphs. Findings The research yielded various interesting aspects of key leadership principles. Technology is a friend and a foe, a powerful threat if underexplored poor communication skills and lack of discipline can make leaders ineffective. When asked about whether emotional intelligence is appreciated in a leader, the majority of the respondents could not give decisive answer. Holacracy brings the new era of leadership style with organizations becoming lean and employees adaptable. Implications The sample was drawn from Generation Z who is soon going to be a part of youth leadership in both corporate and governance. The questionnaire had been inclusive of asking personal traits of them to the actions. Jyoti Kukreja "Holacracy: The Next Generation Leadership in a VUCA World" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-6 , October 2019, URL: https://www.ijtsrd.com/papers/ijtsrd28029.pdf Paper URL: https://www.ijtsrd.com/management/hrm-and-retail-business/28029/holacracy-the-next-generation-leadership-in-a-vuca-world/jyoti-kukreja
Paradigm shift - Building a new talent management model to boost growthEY
Nearly five years after the financial crisis erupted, a sustained global economic recovery remains elusive. Nothing less than a fundamental change in thinking is required to tackle the talent shortfall.
http://www.ey.com/GL/en/Issues/Driving-growth/Growing-Beyond---Paradigm-Shift---Overview
Our Growing Beyond program explores opportunities across expanding into new markets, finding new ways to innovate & implementing new approaches to talent.
www.ey.com/growingbeyond
Social is the future of recruiting. At the Jobvite Future of Social Recruiting in Atlanta, Georgia, Jobvite executives and customers discussed how social recruiting is changing the way we source and hire candidates. In these presentations, by Dan Finnigan, David Lahey, Bill Glenn, Alex Putman and Michael Nigro, you will learn everything you need to know about social and the future of recruiting.
Strategic Talent Mobility: Connecting Personal Potential to Organizational Go...Taleo Research
Talent mobility is the ability to rapidly and strategically move people from role to role and function to function as business needs change. This presentation provides the results of research from the UK and Australia by Taleo Research on the benefits and challenges organisations face in pursuing proactive talent mobility, and the role that strong talent intelligence can play.
Measuring Talent Management Effectiveness With Integrated AnalyticsHuman Capital Media
Understanding the effects your talent management program is having on your organization’s top and bottom line can ensure greater success of your initiatives. Having the right tools in place to track and analyze in real time is key.
Join this webinar to see how integrated analytics can make your organization more effective. You’ll interact with the speaker as she demonstrates the impact of integrated analytics on the top and bottom line.
During this interactive webinar, you will learn how to:
• Leverage key performance indicators for talent management.
• Create a closed-loop framework to measure and improve workforce effectiveness and efficiency.
• Make a good analytics tool work for you.
• Demonstrate the impact of integrated talent management analytics.
In this session, you will hear a combination of the latest research and best and next practices from leading organizations on the role the learning and development staff is increasingly playing in the integrated talent management movement. As a starting point, the group will discuss the top-level findings from ASTD’s recently published report, “Learning’s Critical Role in Integrated Talent Management,” including information on how high-performing and low-performing organizations use talent management differently. You will also gain information on which organizational roles are primarily responsible for the key elements of talent management: leadership development, individual development, performance management, employee learning, recruitment/selection, employee engagement, compensation and benefits, and succession planning. And you’ll hear about learning’s role in each area.
What are the trends in Human Resources transformation practices?
What is the current and future transformation scope?
In which way have recent global economic changes affected HR transformation plans?
Decoding the DNA of right talent - identify right millennials for your organi...Randstad India
Talent acquisition is getting increasingly difficult in today's tech driven age. The TrueFit model, described, here, is a proven way to decode the DNA of right talent.
Social is the future of recruiting. At the Jobvite Future of Social Recruiting in Atlanta, Georgia, Jobvite executives and customers discussed how social recruiting is changing the way we source and hire candidates. In these presentations, by Dan Finnigan, David Lahey, Bill Glenn, Alex Putman and Michael Nigro, you will learn everything you need to know about social and the future of recruiting.
Strategic Talent Mobility: Connecting Personal Potential to Organizational Go...Taleo Research
Talent mobility is the ability to rapidly and strategically move people from role to role and function to function as business needs change. This presentation provides the results of research from the UK and Australia by Taleo Research on the benefits and challenges organisations face in pursuing proactive talent mobility, and the role that strong talent intelligence can play.
Measuring Talent Management Effectiveness With Integrated AnalyticsHuman Capital Media
Understanding the effects your talent management program is having on your organization’s top and bottom line can ensure greater success of your initiatives. Having the right tools in place to track and analyze in real time is key.
Join this webinar to see how integrated analytics can make your organization more effective. You’ll interact with the speaker as she demonstrates the impact of integrated analytics on the top and bottom line.
During this interactive webinar, you will learn how to:
• Leverage key performance indicators for talent management.
• Create a closed-loop framework to measure and improve workforce effectiveness and efficiency.
• Make a good analytics tool work for you.
• Demonstrate the impact of integrated talent management analytics.
In this session, you will hear a combination of the latest research and best and next practices from leading organizations on the role the learning and development staff is increasingly playing in the integrated talent management movement. As a starting point, the group will discuss the top-level findings from ASTD’s recently published report, “Learning’s Critical Role in Integrated Talent Management,” including information on how high-performing and low-performing organizations use talent management differently. You will also gain information on which organizational roles are primarily responsible for the key elements of talent management: leadership development, individual development, performance management, employee learning, recruitment/selection, employee engagement, compensation and benefits, and succession planning. And you’ll hear about learning’s role in each area.
What are the trends in Human Resources transformation practices?
What is the current and future transformation scope?
In which way have recent global economic changes affected HR transformation plans?
Decoding the DNA of right talent - identify right millennials for your organi...Randstad India
Talent acquisition is getting increasingly difficult in today's tech driven age. The TrueFit model, described, here, is a proven way to decode the DNA of right talent.
Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
Summarising talent management into “one page” is too big an ask. Here is our attempt to distil the issues into ten templates:
In today’s dynamic world of work, the path
to opportunity—for both individuals, and
organizations—is changing.
The short shelf life of skills and a tightening labor market are giving rise to a multitude of skill
gaps. Businesses are fighting to stay ahead of the curve, trying to hold onto their best talent and
struggling to fill key positions. Individuals are conscious of staying relevant in the age of automation.
Enter the talent development function—the organizational leaders creating learning opportunities
to enable employee growth and achievement. They have the ability to guide their organizations to
success in tomorrow’s labor market, but they can’t do it alone.
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
Goal Summit 2016: The New Organization – Different by DesignBetterWorks
Today's digital world has radically changed the way we work. In this research-based presentation at Goal Summit 2016, the Principal and Founder of Bersin by Deloitte, Josh Bersin, reveals the latest research on what makes "the new organization" thrive. Based on research among 7,000 organizations in 130 countries, he highlights why the new organization is a "network of teams" and how culture, leadership, transparency and new models of management are critical to business success.
6 Ways to Improve Employee Engagement and Create a Culture of LearningBizLibrary
Relationships at work aren’t always easy. And no, we don’t mean office romance. When you hire a new employee – it’s a commitment and relationship. Both the organization and the employee saw something in each other that they loved. Recent research shows many of us are on the road to break-up.
So, how can we nurture our relationships and create a learning culture that is engaged and committed to learning?
Key Learning Objectives:
What is employee engagement and why it’s important
Key characteristics of an engaged learning culture
What can we do to improve employee engagement?
Key managerial competencies and challenges
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Generating a custom Ruby SDK for your web service or Rails API using Smithyg2nightmarescribd
Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024
Best Practices for Developing a strong Talent Pipeline
1. Recruiting Solutions
Whitepaper
Best Practices for Developing a
Strong Talent Pipeline
July 2012
Doing Sourcing Right Requires Pipelining
As companies step up their efforts to identify and connect with the star
Executive Summary recruits that will one day lead their organizations, they frequently run into
Recruiting has always been about a fundamental stumbling block. Once you find the right talent, how do
relationships, but with the advent of you keep track of so many leads from so many sources, build meaningful
social professional networks and the relationships with them, and keep them engaged over the long haul until
rising emphasis on recruiting passive the right opportunity aligns with the right candidate?
talent – professionals who aren’t
looking for new opportunities, and Applicant Tracking Systems (ATSs) have traditionally been the tool of
who make up approximately 80 choice for recruiting organizations to manage job applicants (i.e. “active
percent of the fully-employed candidates.”) But what happens to all those pre-applicant talent leads
workforce1 – the focus on cultivating you spend so long gathering? ATSs were not built to manage contacts
candidate relationships has never been before they become actual job candidates. Moreover, ATSs lack the
more intense. capability to update information in real-time as individuals change roles
or expand their experience.
Building a targeted pipeline of
potential candidates can pay big The talent-gathering (and relationship-building) process begins long
dividends down the road. You’ll fill your before an application hits the system. While pipelining talent has never
roles with better talent more quickly, been more vital, recruiting organizations to date have faced significant
and you won’t be starting every new challenges in making it happen.
search from scratch. With 82 percent of
According to Aberdeen Group’s 2012 Talent Acquisition Market Report,
talent acquisition leaders saying they
the top strategic action for HR and recruiting professionals is “building
keep in touch with potential candidates
and expanding a talent pipeline regardless of current hiring needs. With
even when not hiring, the industry
the growing reach of social media, recruiters are looking for ways to be
seems sold on the power of pipelining.
more proactive in building talent communities and managing a database
However, the lack of easy-to-use,
of talent sources.”
integrated, centralized pipelining tools
has created obstacles for recruiting
Although sourcing is a critical focus in 2012, only 2 percent of
teams everywhere, with the result that
organizations have a long-term approach to sourcing initiatives.
most organizations have been falling
Aberdeen contends that traditionally, pipelining has been an ad-hoc
short in their pipelining efforts.
process, with sourcing efforts growing with a good economy and
shrinking with a bad economy. This reactionary approach has left
This guide reinforces the strategic
organizations unprepared for the future.2
importance of building a strong talent
pipeline, and provides a set of practical
tips to help any organization fully
embrace the pipelining opportunity.
It All Starts with Engaging Passive Talent
Successful sourcing often starts with a focus on passive talent, and
finding ways to not only identify and connect with them, but to keep
them engaged over an extended period of time.
1
2. In LinkedIn’s 2011 Global Recruiting Trends Survey, two-thirds of talent
Passive Talent In Focus 1 acquisition leaders said they place an emphasis on hiring passive talent,
while 82 percent use one or more methods to stay continually engaged with
Not these passive candidates. Among the top tactics are keeping a running list
at all of previously interesting candidates (as well as ones who may be suitable for
9% future roles), keeping an active dialogue with interesting candidates, and
Very much
sharing leads with colleagues.3
Not much 26%
24%
Pipelining In Action
To some extent 82 percent of talent acquisition leaders engage in one or more pipelining activities1
41%
To what extent does your recruiting
54
organization focus on hiring passive talent?
40
37
33
18 18
Keep list of prior Maintain active Share prior Keep a list of Maintain active No activity unless
candidates dialogue with candidates and leads leads but don't dialogue with trying to fill a
prior candidates with colleagues reach out leads specific role
In Search of the Right Solution
Despite the importance of building relationships with potential
candidates, companies have yet to find a unified go-to solution, with
ad-hoc, manual approaches being most common. According to a recent
Pipelining Wish List LinkedIn survey of senior recruiting professionals, 45 percent of recruiters
Top three features talent acquisition execs want polled are using tools to support management of candidate and prospect
in their pipelining tool4 relationships, but no single product has more than 11 percent of the
market. And many of today’s offerings have significant shortcomings: only
One system to track and 14 percent say they are completely happy with their solution.4
manage all leads 49%
About half of those surveyed say that they wish they had a single system
Easy to learn and use to to track and manage all leads so their team can work more efficiently. The
ensure adoption 40%
other most popular features from their ‘wish list’ included having a system
Reports and analysis to that is easy to learn and use to ensure the entire team adopts it (40
track pipeline health 39% percent), and having reports and analysis to help track and manage the
health of the talent pipeline (39 percent).
5 Key Reasons to Build a Talent Pipeline
By proactively developing a pipeline of talent, you’ll:
1. Identify the right talent early. If you’re waiting until you need a hire to
start looking for candidates, you’re too late.
2. Reduce your time to fill. Establishing an ongoing dialogue with
candidates gives you the option to accelerate the discussion when the
time is right.
3. Prevent superstar candidates from slipping away. When the time to hire
arrives, you’re already top of mind for your chosen candidate, reducing
the risk of a salary war against the competition.
4. Minimize the business disruption caused by vacancies, especially
unexpected ones, making you a better partner to the business.
5. Strengthen your company employment brand, as well as awareness
that you’re hiring, by being continually ‘out there’ engaging prospective
candidates.
2
3. The Challenges of Pipelining Talent Today
Most recruiters, and hiring managers for that matter, underestimate the
time and resources required to develop candidate pipelines. Between
identifying, contacting, and maintaining relationships with quality
professionals, companies may opt not to do pipelining at all.
One big challenge has been the lack of capability in existing systems,
coupled with the reluctance to add an entirely separate tool for
pipelining. Instead, organizations make do with ad-hoc, decentralized
processes and tools, including spreadsheets, folders of resumes, and
notes on each candidate kept on their own hard drive. This low-tech
approach has obvious limitations.
Manually maintaining records and sharing leads with others on the
recruiting team is highly inefficient, since all activity is siloed on the
individual recruiter’s desktop. Additionally, a candidate’s current job
status changes over time, so information in a static file quickly becomes
stale and outdated. The net result is that all the best pipelining intentions
fall by the wayside.
Other companies have tried to repurpose their ATS system for
something it was not initially designed to do: track talent leads before
they become official candidates. Moreover, limited ATS search
capabilities make it hard to find leads quickly. At the end of the day,
candidate information is only as fresh as the last update made. The ATS
may be ideal for managing requisition-centered workflow, but not for
finding and managing talent leads.
The bottom line: recruiters often know what steps are needed to make
this process happen, but they need better tools and a better process to
build and maintain talent pipelines.
10 Tips for Improving Pipelining Success
1. Educate and engage hiring managers. Introduce them to the benefits of a talent pipeline so
they are fully engaged and contributing leads. Referrals from key internal constituents who
Lay the know top performers in the marketplace can be invaluable.
foundation 2. Measure how long it is actually taking you to identify applicants, verify skills and quality,
engage them, maintain contact and build relationships. The time investment might surprise
you—and you will quickly see the benefits of avoiding this process for every new search.
3. Know what roles are on the horizon at your organization so you can get out ahead of the
Focus your business need.
efforts 4. Start by pipelining for roles that are frequently open at your company. Use tags, statuses or
project folders to build a pool of promising candidates and start each new search there.
5. Capture everything a prospect tells you in notes in the pipelining system so that you factor in
their motivations and interests when you reach back out to them.
Sweat the
6. Introduce an effective project naming convention for projects, reflective of active job
details requisitions and pipelining activities. This will allow for standardization across project names
and will also help if you ever need to re-assign a project.
3
4. 7. Set search alerts for your regularly recurring searches, especially for pipelining activities.
Make the The system can do the searching for you and will notify you when new matches are found.
system do 8. Use tags as a shortcut for future searches. For example, tag great candidates for “sales
the work director,” and the next time you do a search simply search on the tag for that role. If your
whole team takes this approach, you can instantly start filling your pipeline.
9. Get in the habit of adding any top talent to the system, even if there isn’t a role for them
right away. You can use tools like tags and statuses to indicate how this person could be a
Always be great fit in the future.
pipelining
10. Regularly step back and think about the health of your pipeline. Do you have sufficient
volume and quality of prospects in the pipeline to meet your business needs?
LinkedIn’s Solution to Talent Pipelining
LinkedIn has become the de facto standard for professional networking. Members regularly keep their profiles current,
updating their job status, experience, education, and skills. Moreover, LinkedIn members join Groups, collaborate with
one another, and forward career opportunities to others in their network.
For this reason, more than 10,000 organizations have turned to LinkedIn’s suite of recruiting solutions to identify and
connect with great talent, whether they are actively looking for new opportunities, or open to new opportunities that
are presented to them.
LinkedIn has now added much-anticipated functionality to its LinkedIn Recruiter platform – Talent Pipeline – which
empowers companies to:
Centralize all talent leads in a single place, whether sourced on LinkedIn or not.
Transform stale leads into rich, up-to-date profiles by linking directly to their LinkedIn information.
Use tags to highlight key attributes, skills or experience.
Mark and track lead sources to see where the best leads are coming from.
Search within updates the team has added, including notes and reviews.
Perform bulk actions including one-to-many InMails, notes and project updates.
Continually update status as leads progress through the pipeline.
View actionable reports that help manage pipeline health and efficiency.
That Talent Pipeline is built right on the LinkedIn Recruiter platform has made it all the easier for companies to adopt.
From an April 2012 LinkedIn survey, 7 in 10 respondents say they use professional networks like LinkedIn to pipeline
passive candidates.5 Talent Pipeline is a natural extension of the activities they are already conducting today.
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