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High-Impact Talent
Acquisition
Process, Technology, and BigData Converge
Josh Bersin
Principal and Founder
June, 2013
2
 Who We Are
- Global provider of leading practices, trends, and benchmarking research in
talent management, learning, and strategic HR.
- 60% of the Fortune 100 are Bersin by Deloitte research members, with
more than 19.5 million employees managed by HR teams using Bersin
Research.
 Broad Research Practices
• Human Resources
• Leadership Development
• Learning & Development
• Talent Acquisition
• Talent Management
 Offerings
- WhatWorks® Membership: Research, Tools, Education, Benchmarking
- IMPACT®: The industry’s premiere conference on the Business of Talent
- Advisory Services & Consulting
Human
Resources
Leadership
Development
Learning &
Development
Talent
Acquisition
Talent
Management
3
Agenda
 State of Recruiting Today
 The Research
 Six High-Impact Findings
1. Build the Talent Brand
2. Create a Talent Community
3. Leverage the Science and Art of Assessment
4. Focus on Global Governance
5. Leverage Talent Analytics
 Conclusions
4
State of Recruiting Today
More spending,
Many sources, Quality Suffering
5
Today’s Global Talent Challenges
 “We have entered a global economy
where talent and skills shortages
challenge world economic and
business growth around the world.”
- Klaus Schwab, Chairman, World Economic
Forum
 Despite the high unemployment rates in
many countries, more than 65% of
global leaders cite “talent and leadership
shortages” as their #1 business
challenge.
- Bersin & Associates
TalentTrends®, Fall 2012
6
The War for The Best People
7
The Arms Race: Spending Up 6%
© 2012 Bersin by Deloitte Talent Acquisition Factbook
$1,378
$1,629
$3,318
$3,744
$4,540
$6,693
Healthcare
Retail
Banking and Insurance
Technology
Business Services
Manufacturing
~$ 130 Billion Market - Total spending up 6%
Average Spend in 2012: $3325 per Employee
Average Recruiting Spend per Hire
55 Days
Avg. Time to
Hire
8
First Year Turnover Rates Increasing
Engagement and Quality of Hire are Suffering
© 2012 Bersin by Deloitte Talent Acquisition Factbook
9
Many Channels for Candidates
Search
aggregators, 8%
Job
boards, 18%
Other, 2%
Print, newspape
r, billboards, 3%
University
recruiting, 7%
Agencies, 3rd
party
recruiters, 9%Professional
networking
sites, 9%
Company
website, 14%
Internal
candidates, 18%
Employee
referrals, 14%
Where Candidates Come From
Bersin High-Impact Talent Acquisition, 2013
10
Traditional Sources Really Matter
Where Talent Acquisition Dollars Go
Contractors, 7%
New hire
relocation, 15%
Travel, 5%
Background
checking, 9%
Prehire
assessments, 3%ATS, 5%
Print, newspaper,
billboards, 3%Professional
networking
sites, 4%
Job Search
aggregators, 1%
Job boards, 10%
University
recruiting, 4%
Employee
referrals, 6%
Agencies, 3rd
Party
Recruiters, 28%
Down 14%
© 2012 Bersin by Deloitte Talent Acquisition Factbook
11
Our Research: WhatWorks®?
 Looked at tools, organization,
structure, roles, process
 More than 300 organizations
participated
 Outcomes we studied
- Quality of hire
- Time to hire
- Business alignment
 Detailed study to be published
later this summer
High-Impact Talent
Acquisition
12
Key Findings
“It’s the Basics that Matter Most”
13
Research: 8 High-Impact Practices
Top 8 High-Impact Practices Impact
1. Carefully assess candidates against job requirements High (68x)
2. Maintain strong employment brand High (54x)
3. Develop and maintain candidate pools High (49x)
4. Deliver effective employee referral program High (35x)
5. Ongoing training for recruiters (and managers) High (33x)
6. Strong relationships with hiring managers Medium (18x)
7. Successful social media campaign Medium (19x)
8. Strong global governance Very High (40x)
High-Impact Talent Acquisition®, Bersin by Deloitte, Summer 2013
14
Top Performing TA functions are also :
Advanced Technology Matters
Having an ATS is not a Differentiator but is Required:
To use a Vendor Management System (VMS)2 Times More Likely
To use a Candidate Relationship Management (CRM)2 Times More Likely
To use a Workforce Planning/Analytics System (WPS)3 Times More Likely
15
Building a Talent Brand
“Build a Recruiting Tunnel, not a Funnel”
1
16
Evolution of Employment Brand
 From Employment Brand to Talent Brand
 From CHRO to Chief Marketing Officer
 From Website to Multi-Channel Marketing
- Social
- Web
- Collateral
- Advertising
- Mobile
- University
- Alumni
- Candidates themselves!
17
Unique
18
Attracting the right candidate in the right place
quickly, efficiently, and consistently
Importance of Global Governance
Global
19
Integrated
20
RMS Career Website: Building the Brand
Authentic
21
Multi-Channel
22
Mobile
23
Complete
24
Creating a
Talent Community
2
25
What is a Talent Community?
A Place to Engage with your Company: Four Audiences
Prospective
Candidates
Past
Candidates
Current
Employees
Alumni
26
GM’s Silver Medalist Strategy
“If we had another job, that person would get an offer.”
Selection Process Creates Silver Medalist
 Behavioral-based interview denotes candidate as a silver medalist
 Recruiter meets a great candidate and there are no current openings
that match individual’s skills set or desired location
Place them in the Talent Community
 Join the company’s talent community
 Join the GM careers social space on LinkedIn or Facebook
 Receive RSS feeds or emails when a job matching that’s candidate’s
interest is available.
“The sourcing team sends targeted emails when there are openings based on
their interests. This keeps GM in their minds.”
27
Leverage the Science
and Art of Assessment
3
28
Assessment Happens Everywhere
Outside the Funnel: Goal = Attract
Tools: Employment Brand, Sourcing, Advertising
Top of Funnel: Goal = Screen Out
Tools: Qualification Screen, Biodata, Fit,
Realistic Job Preview, Resume Review
Middle of Funnel:
Goal = Evaluate, Screen in, Decide
Tools: Personality, Cognitive Ability, Integrity,
Knowledge, Skills, Situational Judgment (SJT),
Simulations, Structured Interview, Physical Ability
Bottom of Funnel: Goal = Verify
Tools: Reference Check,
Background Check,
Drug Screen
Physical Screen
HIRES
Onboarding
LevelofInvestmentinCandidate
Low
High
29
How do Companies Hire People?
2/3 of hiring done without any significant assessment
 Background checking: 79%
 Managerial interviews: 64%
 Interview training: 47%
 Behavioral assessments: 34%
 Reference calls: 32%
 Skills-based assessments: 25%
% of Organizations Which Regularly Use Following Assessment Practices
Bersin & Associates High-Impact Talent Acquisition
Study, Fall 2011, 158 organizations responded
2/3 use no real
assessment process
at all … leaving
the process to
hiring managers
or recruiters
30
Cognitive
Ability
Friendliness
and
Leadership
What Candidates will Best Drives Sales of Popcorn
and Cosmetics?
31
32
GILD
Entelo
Next Generation Social Sourcing
Remarkable
Hire
33
34
Focus on Global
Governance
4
35
Global Preparedness is Weak
Two-thirds of TA organizations are not globally prepared
9%
9%
9%
6%
62%
59%
63%
56%
22%
29%
22%
37%
Building or organizing a global
TA function
Establishing and leveraging a
global brand
Sourcing and recruiting talent in
emerging countries
Localizing TA programs to meet
local needs
Not Prepared at All Not Very or Moderately Prepared Very or Completely Prepared
Moderately to Not at All - Avg. 68%
36
Why Global Process Matters
 Define talent acquisition and management strategy
 Build and organize the TA function and shared service
 Select standard tools and service providers
 Establishing a global and local brand
 Implementing global TA technology
 Developing local sourcing skills and suppliers
 Localize the recruitment process
 Onboard and hire diverse populations
 Comply with local laws and regulations
StrategyOperationLocalize
37
Structured Governance Matters
Companies with a regular, ongoing process of stakeholder decisionmaking
on budgets, plans, tools, process are: (compared to companies who use
an episodic argument or business case for investment)
Improving workforce decisions through metrics3 Times More Effective
Actively building a “seat at the table”2 Times More Effective
Time and Quality of Hire!3 Times More Effective
38
Talent Acquisition
Functional Leadership
Leaders - TM, CMO, BU/Department
leaders, Finance, Operations, IT
Recruiting Operations and
HR Service Delivery
Talent
Strategy
CHRO, CMO, Top Team
• Sets TA Strategy
• Aligns TA efforts across business units
• Sets TA services and solution decisions
• Includes advisory roles and teams
• Align with CEO and Business Priorities
• Allocate capital to big projects
• Approves major people initiatives
• Measure progress and results against plan
• Cross-functional teams
• Focus on executing the
vision
• Designs services or builds
delivery plans, and
manages system
requirements or rollouts.
Project/Ad hoc
Engagement, Brand
Update, Global Planning
New Job/Acquisitions
Standing
Assessment, Sourcing,
Candidate Management,
Ad Management
High-Impact Governance Model
39
Back Office, Operational, Contingent Employees
Top
Management
Senior Management
First Line Management
Understand Talent Mobility
SMEs
(Consultants)
Senior Specialists
Functional Specialists / Front-Line Employees
Middle Management
40
Back Office, Operational, Contingent Employees
Top
Management
Senior Management
First Line Management
Implementing Talent Mobility
SMEs
(Consultants)
Senior Specialists
Functional Specialists / Front-Line Employees
Middle Management
Top
Management
Contract
Hire
Job
Intern
Developmental
Assignment
Lateral
Promotion
Stretch
Assignment
External
AssignmentUpward
Promotion
Lateral
Assignment
New
Assignment
Part Time
Loan
New
Candidate
New
Leader
Exec
Succession
41
Managing Talent Mobility
DESIRED
COMPETENCIES
(KNOWLEDGE,
BEHAVIOR,
SKILLS)
OPEN POSITIONS
&
OPPORTUNITIES
INDIVIDUAL
NEEDS / DESIRES
INDIVIDUAL
DEVELOPMENT
PLAN (IDP)
VISION
STRATEGIC
INITIATIVES
DESIRED
BUSINESS
OUTCOMES
VALUES
MISSION
ORGANIZATION
NEEDS
MOBILITY
STRENGTHS
DEVELOPMENT
NEEDS
CAREER
ASPIRATIONS
ANNUAL
GOALS
Succession
Management
Coaching
Assessment
Strategic
Competencies Organizational
Planning /
Restructuring
Performance
Management
Individual
Development
Plan (IDP)
Career
Management
42
43
Develop
Recruiter
Skills
44
Leverage
Talent Analytics
5
45
Analytics is Definitely Coming to HR
The Evolution of Business Analytics in other Functions
The Industrial
Economy
The Financial
Economy
The Customer
Economy and Web
The Talent
Economy
Early 1900s 1950s-60s 1970s-80s Today
The Waves of
Business Analytics
Steel, Oil, Railroads
Conglomerates
Financial Engineering
Customer Segmentation
Personalized Products
Globalization, Demographics
Skills and Leadership Shortages
Logistics and
Supply Chain
analytics
1980s
Financial and
Budget Analytics
Integrated
Supply Chain
Integrated ERP
and Financial
Analytics
Finance & Logistics
Customer
Analytics – CRM
(Data Warehouse)
Customer
Segmentation
Shopping Basket
Web Behavior
Analytics
Predictive
Customer
Behavior - CRM
Customer & Marketing
Recruiting,
Learning,
Performance
Measurement
Integrated
Talent Management
Workforce Planning
Business-driven
Talent analytics
Predictive
Talent Models
HR Analytics
Talent & Leadership
46
This Science is Coming to HR
 Definition of “Science”:
“Systematic knowledge of the world
gained through observation
and experimentation.”
 What is Not Science
Making talent decisions on the basis of
“gut feel,” “beliefs,” or “philosophies.”
47
Big Insurance
 A $33 billion insurance company has developed a
behavioral assessment based on a set of beliefs held by
the top executives
 Top sales people need college degrees from top rated
schools, they should have good grades, and they should
have experience selling high value products.
 But the data proves otherwise.
Insurance
Company
48
Results of Data Analysis
48
Insurance
Company
49
Data Showed Six Things Matter:
Very Highly Correlated with Success
1. No typos, errors, grammatical mistakes on resume.
2. Did not quit school before obtaining some degree
3. Had experience selling real-estate or autos
4. Demonstrated success in prior jobs
5. Ability to succeed with vague instruction
6. Experience planning time and managing lots of tasks
The Belief
System
Was Wrong
Within six months
of implementing a
new screening
process
revenues went
up by $4 million
What Did NOT Matter
• Where they went to school
• What grades they had
• The quality of their references
Insurance
Company
50
An Evolved Organization
VP Human Capital
Analytics
Director
Org Diagnostics &
Design
(2)
Sr. Consultant
ODD
Program Manager
Director
Workforce
Analytics &
Research
Manager
Workforce
Analytics
(2)
Sr. WFA Analyst
Manager
Employee
Research
Analyst Employee
Research
Manager
Learning
Analytics
Consultant
Learning
Measurement
Analyst
Learning Analytics
Business
Operations
Specialist
Manager HR Brand
Content
Retailer
51
High-Impact Recruiting
 Integrate and optimize the talent
acquisition process from beginning to end
 Research and deliver a talent brand
through multiple channels
 Build talent communities and a great
candidate experience
 Develop global Governance and integrate
with Talent Management
 Build capability in assessment and
BigData Analytics
 Develop the skills and capabilities of
your entire recruiting team
http://www.bersin.com/Predictions2013
High-Impact
Talent Acquisition

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Best Practices in Recruiting Today - High-Impact Talent Acquisition

  • 1. 1 High-Impact Talent Acquisition Process, Technology, and BigData Converge Josh Bersin Principal and Founder June, 2013
  • 2. 2  Who We Are - Global provider of leading practices, trends, and benchmarking research in talent management, learning, and strategic HR. - 60% of the Fortune 100 are Bersin by Deloitte research members, with more than 19.5 million employees managed by HR teams using Bersin Research.  Broad Research Practices • Human Resources • Leadership Development • Learning & Development • Talent Acquisition • Talent Management  Offerings - WhatWorks® Membership: Research, Tools, Education, Benchmarking - IMPACT®: The industry’s premiere conference on the Business of Talent - Advisory Services & Consulting Human Resources Leadership Development Learning & Development Talent Acquisition Talent Management
  • 3. 3 Agenda  State of Recruiting Today  The Research  Six High-Impact Findings 1. Build the Talent Brand 2. Create a Talent Community 3. Leverage the Science and Art of Assessment 4. Focus on Global Governance 5. Leverage Talent Analytics  Conclusions
  • 4. 4 State of Recruiting Today More spending, Many sources, Quality Suffering
  • 5. 5 Today’s Global Talent Challenges  “We have entered a global economy where talent and skills shortages challenge world economic and business growth around the world.” - Klaus Schwab, Chairman, World Economic Forum  Despite the high unemployment rates in many countries, more than 65% of global leaders cite “talent and leadership shortages” as their #1 business challenge. - Bersin & Associates TalentTrends®, Fall 2012
  • 6. 6 The War for The Best People
  • 7. 7 The Arms Race: Spending Up 6% © 2012 Bersin by Deloitte Talent Acquisition Factbook $1,378 $1,629 $3,318 $3,744 $4,540 $6,693 Healthcare Retail Banking and Insurance Technology Business Services Manufacturing ~$ 130 Billion Market - Total spending up 6% Average Spend in 2012: $3325 per Employee Average Recruiting Spend per Hire 55 Days Avg. Time to Hire
  • 8. 8 First Year Turnover Rates Increasing Engagement and Quality of Hire are Suffering © 2012 Bersin by Deloitte Talent Acquisition Factbook
  • 9. 9 Many Channels for Candidates Search aggregators, 8% Job boards, 18% Other, 2% Print, newspape r, billboards, 3% University recruiting, 7% Agencies, 3rd party recruiters, 9%Professional networking sites, 9% Company website, 14% Internal candidates, 18% Employee referrals, 14% Where Candidates Come From Bersin High-Impact Talent Acquisition, 2013
  • 10. 10 Traditional Sources Really Matter Where Talent Acquisition Dollars Go Contractors, 7% New hire relocation, 15% Travel, 5% Background checking, 9% Prehire assessments, 3%ATS, 5% Print, newspaper, billboards, 3%Professional networking sites, 4% Job Search aggregators, 1% Job boards, 10% University recruiting, 4% Employee referrals, 6% Agencies, 3rd Party Recruiters, 28% Down 14% © 2012 Bersin by Deloitte Talent Acquisition Factbook
  • 11. 11 Our Research: WhatWorks®?  Looked at tools, organization, structure, roles, process  More than 300 organizations participated  Outcomes we studied - Quality of hire - Time to hire - Business alignment  Detailed study to be published later this summer High-Impact Talent Acquisition
  • 12. 12 Key Findings “It’s the Basics that Matter Most”
  • 13. 13 Research: 8 High-Impact Practices Top 8 High-Impact Practices Impact 1. Carefully assess candidates against job requirements High (68x) 2. Maintain strong employment brand High (54x) 3. Develop and maintain candidate pools High (49x) 4. Deliver effective employee referral program High (35x) 5. Ongoing training for recruiters (and managers) High (33x) 6. Strong relationships with hiring managers Medium (18x) 7. Successful social media campaign Medium (19x) 8. Strong global governance Very High (40x) High-Impact Talent Acquisition®, Bersin by Deloitte, Summer 2013
  • 14. 14 Top Performing TA functions are also : Advanced Technology Matters Having an ATS is not a Differentiator but is Required: To use a Vendor Management System (VMS)2 Times More Likely To use a Candidate Relationship Management (CRM)2 Times More Likely To use a Workforce Planning/Analytics System (WPS)3 Times More Likely
  • 15. 15 Building a Talent Brand “Build a Recruiting Tunnel, not a Funnel” 1
  • 16. 16 Evolution of Employment Brand  From Employment Brand to Talent Brand  From CHRO to Chief Marketing Officer  From Website to Multi-Channel Marketing - Social - Web - Collateral - Advertising - Mobile - University - Alumni - Candidates themselves!
  • 18. 18 Attracting the right candidate in the right place quickly, efficiently, and consistently Importance of Global Governance Global
  • 20. 20 RMS Career Website: Building the Brand Authentic
  • 25. 25 What is a Talent Community? A Place to Engage with your Company: Four Audiences Prospective Candidates Past Candidates Current Employees Alumni
  • 26. 26 GM’s Silver Medalist Strategy “If we had another job, that person would get an offer.” Selection Process Creates Silver Medalist  Behavioral-based interview denotes candidate as a silver medalist  Recruiter meets a great candidate and there are no current openings that match individual’s skills set or desired location Place them in the Talent Community  Join the company’s talent community  Join the GM careers social space on LinkedIn or Facebook  Receive RSS feeds or emails when a job matching that’s candidate’s interest is available. “The sourcing team sends targeted emails when there are openings based on their interests. This keeps GM in their minds.”
  • 27. 27 Leverage the Science and Art of Assessment 3
  • 28. 28 Assessment Happens Everywhere Outside the Funnel: Goal = Attract Tools: Employment Brand, Sourcing, Advertising Top of Funnel: Goal = Screen Out Tools: Qualification Screen, Biodata, Fit, Realistic Job Preview, Resume Review Middle of Funnel: Goal = Evaluate, Screen in, Decide Tools: Personality, Cognitive Ability, Integrity, Knowledge, Skills, Situational Judgment (SJT), Simulations, Structured Interview, Physical Ability Bottom of Funnel: Goal = Verify Tools: Reference Check, Background Check, Drug Screen Physical Screen HIRES Onboarding LevelofInvestmentinCandidate Low High
  • 29. 29 How do Companies Hire People? 2/3 of hiring done without any significant assessment  Background checking: 79%  Managerial interviews: 64%  Interview training: 47%  Behavioral assessments: 34%  Reference calls: 32%  Skills-based assessments: 25% % of Organizations Which Regularly Use Following Assessment Practices Bersin & Associates High-Impact Talent Acquisition Study, Fall 2011, 158 organizations responded 2/3 use no real assessment process at all … leaving the process to hiring managers or recruiters
  • 30. 30 Cognitive Ability Friendliness and Leadership What Candidates will Best Drives Sales of Popcorn and Cosmetics?
  • 31. 31
  • 32. 32 GILD Entelo Next Generation Social Sourcing Remarkable Hire
  • 33. 33
  • 35. 35 Global Preparedness is Weak Two-thirds of TA organizations are not globally prepared 9% 9% 9% 6% 62% 59% 63% 56% 22% 29% 22% 37% Building or organizing a global TA function Establishing and leveraging a global brand Sourcing and recruiting talent in emerging countries Localizing TA programs to meet local needs Not Prepared at All Not Very or Moderately Prepared Very or Completely Prepared Moderately to Not at All - Avg. 68%
  • 36. 36 Why Global Process Matters  Define talent acquisition and management strategy  Build and organize the TA function and shared service  Select standard tools and service providers  Establishing a global and local brand  Implementing global TA technology  Developing local sourcing skills and suppliers  Localize the recruitment process  Onboard and hire diverse populations  Comply with local laws and regulations StrategyOperationLocalize
  • 37. 37 Structured Governance Matters Companies with a regular, ongoing process of stakeholder decisionmaking on budgets, plans, tools, process are: (compared to companies who use an episodic argument or business case for investment) Improving workforce decisions through metrics3 Times More Effective Actively building a “seat at the table”2 Times More Effective Time and Quality of Hire!3 Times More Effective
  • 38. 38 Talent Acquisition Functional Leadership Leaders - TM, CMO, BU/Department leaders, Finance, Operations, IT Recruiting Operations and HR Service Delivery Talent Strategy CHRO, CMO, Top Team • Sets TA Strategy • Aligns TA efforts across business units • Sets TA services and solution decisions • Includes advisory roles and teams • Align with CEO and Business Priorities • Allocate capital to big projects • Approves major people initiatives • Measure progress and results against plan • Cross-functional teams • Focus on executing the vision • Designs services or builds delivery plans, and manages system requirements or rollouts. Project/Ad hoc Engagement, Brand Update, Global Planning New Job/Acquisitions Standing Assessment, Sourcing, Candidate Management, Ad Management High-Impact Governance Model
  • 39. 39 Back Office, Operational, Contingent Employees Top Management Senior Management First Line Management Understand Talent Mobility SMEs (Consultants) Senior Specialists Functional Specialists / Front-Line Employees Middle Management
  • 40. 40 Back Office, Operational, Contingent Employees Top Management Senior Management First Line Management Implementing Talent Mobility SMEs (Consultants) Senior Specialists Functional Specialists / Front-Line Employees Middle Management Top Management Contract Hire Job Intern Developmental Assignment Lateral Promotion Stretch Assignment External AssignmentUpward Promotion Lateral Assignment New Assignment Part Time Loan New Candidate New Leader Exec Succession
  • 41. 41 Managing Talent Mobility DESIRED COMPETENCIES (KNOWLEDGE, BEHAVIOR, SKILLS) OPEN POSITIONS & OPPORTUNITIES INDIVIDUAL NEEDS / DESIRES INDIVIDUAL DEVELOPMENT PLAN (IDP) VISION STRATEGIC INITIATIVES DESIRED BUSINESS OUTCOMES VALUES MISSION ORGANIZATION NEEDS MOBILITY STRENGTHS DEVELOPMENT NEEDS CAREER ASPIRATIONS ANNUAL GOALS Succession Management Coaching Assessment Strategic Competencies Organizational Planning / Restructuring Performance Management Individual Development Plan (IDP) Career Management
  • 42. 42
  • 45. 45 Analytics is Definitely Coming to HR The Evolution of Business Analytics in other Functions The Industrial Economy The Financial Economy The Customer Economy and Web The Talent Economy Early 1900s 1950s-60s 1970s-80s Today The Waves of Business Analytics Steel, Oil, Railroads Conglomerates Financial Engineering Customer Segmentation Personalized Products Globalization, Demographics Skills and Leadership Shortages Logistics and Supply Chain analytics 1980s Financial and Budget Analytics Integrated Supply Chain Integrated ERP and Financial Analytics Finance & Logistics Customer Analytics – CRM (Data Warehouse) Customer Segmentation Shopping Basket Web Behavior Analytics Predictive Customer Behavior - CRM Customer & Marketing Recruiting, Learning, Performance Measurement Integrated Talent Management Workforce Planning Business-driven Talent analytics Predictive Talent Models HR Analytics Talent & Leadership
  • 46. 46 This Science is Coming to HR  Definition of “Science”: “Systematic knowledge of the world gained through observation and experimentation.”  What is Not Science Making talent decisions on the basis of “gut feel,” “beliefs,” or “philosophies.”
  • 47. 47 Big Insurance  A $33 billion insurance company has developed a behavioral assessment based on a set of beliefs held by the top executives  Top sales people need college degrees from top rated schools, they should have good grades, and they should have experience selling high value products.  But the data proves otherwise. Insurance Company
  • 48. 48 Results of Data Analysis 48 Insurance Company
  • 49. 49 Data Showed Six Things Matter: Very Highly Correlated with Success 1. No typos, errors, grammatical mistakes on resume. 2. Did not quit school before obtaining some degree 3. Had experience selling real-estate or autos 4. Demonstrated success in prior jobs 5. Ability to succeed with vague instruction 6. Experience planning time and managing lots of tasks The Belief System Was Wrong Within six months of implementing a new screening process revenues went up by $4 million What Did NOT Matter • Where they went to school • What grades they had • The quality of their references Insurance Company
  • 50. 50 An Evolved Organization VP Human Capital Analytics Director Org Diagnostics & Design (2) Sr. Consultant ODD Program Manager Director Workforce Analytics & Research Manager Workforce Analytics (2) Sr. WFA Analyst Manager Employee Research Analyst Employee Research Manager Learning Analytics Consultant Learning Measurement Analyst Learning Analytics Business Operations Specialist Manager HR Brand Content Retailer
  • 51. 51 High-Impact Recruiting  Integrate and optimize the talent acquisition process from beginning to end  Research and deliver a talent brand through multiple channels  Build talent communities and a great candidate experience  Develop global Governance and integrate with Talent Management  Build capability in assessment and BigData Analytics  Develop the skills and capabilities of your entire recruiting team http://www.bersin.com/Predictions2013 High-Impact Talent Acquisition

Editor's Notes

  1. Today’s workforce is more diverse than ever – in age, expectations, location and mobility. Our research shows that 70% of organizations are still recruiting baby boomers, while 30% will still consider hiring a candidate who has inappropriate postings on social media. Further, our new High Impact HR research shows that organizations with mixed age work forces perform better than those that are highly skewed toward younger or older workers.Nearly every organization we work with is looking for ways to grow. Whether this is geographical or line of business expansion, HR professionals are striving to develop workforces that can manage through ambiguity and rapid change. This is whyAT&T chose Bersin to redesign its performance management system, resulting in a 15% improvement in productivity in the first two yearsWhen Pfizer merged with Wyatt, they looked to Bersin to effectively consolidate two training groups into one organization, 2/3 the size of the previous team. This group cut training costs by 32% while creating innovative, high performing learning programsJetBlue University transformed their training team from request managers to performance consultants by using Bersin’s research to create a business alignment tool that ensures that the University’s resources are spent on strategically significant programs.
  2. The fourth topic to discuss in localization is talent acquisition. We are in a war for talent around the world.
  3. Today’s workforce is more diverse than ever – in age, expectations, location and mobility. Our research shows that 70% of organizations are still recruiting baby boomers, while 30% will still consider hiring a candidate who has inappropriate postings on social media. Further, our new High Impact HR research shows that organizations with mixed age work forces perform better than those that are highly skewed toward younger or older workers.Nearly every organization we work with is looking for ways to grow. Whether this is geographical or line of business expansion, HR professionals are striving to develop workforces that can manage through ambiguity and rapid change. This is whyAT&T chose Bersin to redesign its performance management system, resulting in a 15% improvement in productivity in the first two yearsWhen Pfizer merged with Wyatt, they looked to Bersin to effectively consolidate two training groups into one organization, 2/3 the size of the previous team. This group cut training costs by 32% while creating innovative, high performing learning programsJetBlue University transformed their training team from request managers to performance consultants by using Bersin’s research to create a business alignment tool that ensures that the University’s resources are spent on strategically significant programs.
  4. Today’s workforce is more diverse than ever – in age, expectations, location and mobility. Our research shows that 70% of organizations are still recruiting baby boomers, while 30% will still consider hiring a candidate who has inappropriate postings on social media. Further, our new High Impact HR research shows that organizations with mixed age work forces perform better than those that are highly skewed toward younger or older workers.Nearly every organization we work with is looking for ways to grow. Whether this is geographical or line of business expansion, HR professionals are striving to develop workforces that can manage through ambiguity and rapid change. This is whyAT&T chose Bersin to redesign its performance management system, resulting in a 15% improvement in productivity in the first two yearsWhen Pfizer merged with Wyatt, they looked to Bersin to effectively consolidate two training groups into one organization, 2/3 the size of the previous team. This group cut training costs by 32% while creating innovative, high performing learning programsJetBlue University transformed their training team from request managers to performance consultants by using Bersin’s research to create a business alignment tool that ensures that the University’s resources are spent on strategically significant programs.
  5. $35MM project, saving $15MM per year. New global platform and process, implementation of global assessment solutions from SHL Previsor which has dramaticaly improved quality of hire.Biggest lesson here is what I talked about last year – creating a recruiting tunnel not funnel. American express is learning to “fish in the right pond” - no longer looking for people with call center experience, but rather looking for people with a “passion to serve” – now recruiting directly from high-end hospitality companies like the Four Seasons and Marriot.
  6. Today’s workforce is more diverse than ever – in age, expectations, location and mobility. Our research shows that 70% of organizations are still recruiting baby boomers, while 30% will still consider hiring a candidate who has inappropriate postings on social media. Further, our new High Impact HR research shows that organizations with mixed age work forces perform better than those that are highly skewed toward younger or older workers.Nearly every organization we work with is looking for ways to grow. Whether this is geographical or line of business expansion, HR professionals are striving to develop workforces that can manage through ambiguity and rapid change. This is whyAT&T chose Bersin to redesign its performance management system, resulting in a 15% improvement in productivity in the first two yearsWhen Pfizer merged with Wyatt, they looked to Bersin to effectively consolidate two training groups into one organization, 2/3 the size of the previous team. This group cut training costs by 32% while creating innovative, high performing learning programsJetBlue University transformed their training team from request managers to performance consultants by using Bersin’s research to create a business alignment tool that ensures that the University’s resources are spent on strategically significant programs.
  7. Today’s workforce is more diverse than ever – in age, expectations, location and mobility. Our research shows that 70% of organizations are still recruiting baby boomers, while 30% will still consider hiring a candidate who has inappropriate postings on social media. Further, our new High Impact HR research shows that organizations with mixed age work forces perform better than those that are highly skewed toward younger or older workers.Nearly every organization we work with is looking for ways to grow. Whether this is geographical or line of business expansion, HR professionals are striving to develop workforces that can manage through ambiguity and rapid change. This is whyAT&T chose Bersin to redesign its performance management system, resulting in a 15% improvement in productivity in the first two yearsWhen Pfizer merged with Wyatt, they looked to Bersin to effectively consolidate two training groups into one organization, 2/3 the size of the previous team. This group cut training costs by 32% while creating innovative, high performing learning programsJetBlue University transformed their training team from request managers to performance consultants by using Bersin’s research to create a business alignment tool that ensures that the University’s resources are spent on strategically significant programs.
  8. Today’s workforce is more diverse than ever – in age, expectations, location and mobility. Our research shows that 70% of organizations are still recruiting baby boomers, while 30% will still consider hiring a candidate who has inappropriate postings on social media. Further, our new High Impact HR research shows that organizations with mixed age work forces perform better than those that are highly skewed toward younger or older workers.Nearly every organization we work with is looking for ways to grow. Whether this is geographical or line of business expansion, HR professionals are striving to develop workforces that can manage through ambiguity and rapid change. This is whyAT&T chose Bersin to redesign its performance management system, resulting in a 15% improvement in productivity in the first two yearsWhen Pfizer merged with Wyatt, they looked to Bersin to effectively consolidate two training groups into one organization, 2/3 the size of the previous team. This group cut training costs by 32% while creating innovative, high performing learning programsJetBlue University transformed their training team from request managers to performance consultants by using Bersin’s research to create a business alignment tool that ensures that the University’s resources are spent on strategically significant programs.
  9. Moderately to Not at All Very or Completely.37 .62.22 .72.29 .68.22 .71companies that report being more prepared at: Building or organizing a global TA functionEstablishing and leveraging a global brandSourcing and recruiting talent in emerging countriesLocalizing TA programs to meet local needsalso report higher levels of agreement (agree/strongly agree) that their company: Predicts external forces and remain agile to reconfigure their workforce. (n=170)Invests in new products or services to reach higher levels of recruiter and overall TA performanceActively builds a “seat at the table” role – Improving TA’s alignment and/or influencing the overall direction of the businessImproves workforce decisions through pertinent (organizational driver) and consistent metrics. Key Point: No difference among companies with different TA structures
  10. 2-4 as many companies rated themselves as above average or excellent in key business measures when a well developed governance model is in place.
  11. Today’s workforce is more diverse than ever – in age, expectations, location and mobility. Our research shows that 70% of organizations are still recruiting baby boomers, while 30% will still consider hiring a candidate who has inappropriate postings on social media. Further, our new High Impact HR research shows that organizations with mixed age work forces perform better than those that are highly skewed toward younger or older workers.Nearly every organization we work with is looking for ways to grow. Whether this is geographical or line of business expansion, HR professionals are striving to develop workforces that can manage through ambiguity and rapid change. This is whyAT&T chose Bersin to redesign its performance management system, resulting in a 15% improvement in productivity in the first two yearsWhen Pfizer merged with Wyatt, they looked to Bersin to effectively consolidate two training groups into one organization, 2/3 the size of the previous team. This group cut training costs by 32% while creating innovative, high performing learning programsJetBlue University transformed their training team from request managers to performance consultants by using Bersin’s research to create a business alignment tool that ensures that the University’s resources are spent on strategically significant programs.