Savvy organizations know top talent is a critical driver of their ability to succeed. But at the same time, more and more top performing companies are concerned about talent shortages. They realize their ability to locate and land top talent will be a competitive differentiator in the years to come. What is your plan to win this war for talent? Join Mollie Lombardi, research director for Aberdeen's human capital management practice, as she reveals findings from her 2011 study of talent acquisition strategies to help your company source, select and put to work the top talent that will power organizational results.

1. Hiring to Win: Secrets to Sourcing and
Selecting Top Talent
Speaker: Mollie Lombardi
Research Director, Human Capital Management
Aberdeen Group
Moderator: Vijay Ramakrishnan
Director of Product Marketing
Taleo
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5. Hiring to Win: Secrets to Sourcing and
Selecting Top Talent
Vijay Ramakrishnan
Director of Product Marketing
Taleo
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6. Hiring to Win: Secrets to Sourcing and
Selecting Top Talent
Mollie Lombardi
Research Director, Human
Capital Management
Aberdeen Group
#TMwebinar

7. Hiring to Win
Secrets to Sourcing
and Selecting Top
Talent
Mollie Lombardi
Research Director,
Human Capital Management
August 30, 2011

8. Mollie Lombardi
Research Director
Aberdeen Group
q Mollie is a researcher, speaker, writer and senior
analyst in the human capital management field, with
a primary focus on how organizations enable
business success by unleashing the potential and
productivity of their workforce. She has surveyed
and interviewed thousands of end-users to better
understand the key challenges facing today s HR
and talent management leaders, as well as uncover
the Best-in-Class strategies, capabilities, tools and
technologies they are using to address those
challenges.
8

9. Our Agenda
q Introduction
& Overview
q Map the Needs
q ItTakes a Village
q Manage Risk by Building
Talent Pools
q Integrate Data to Fine Tune
the Hiring Engine
q Wrap-up and Q&A
9

10. Drawn from our World Class Assessments
Research
q Publishing September
2011
q Studied 506
organizations and their
Talent Acquisition
strategies
q Covering a wide variety
of industries and
geographies
10

11. Domain Expertise
Communications Customer Enterprise Global Supply GRC/Financial IT
Management Applications Management Management Infrastructure
Business Human Capital
Intelligence Management
Supply Chain Service Retail and Product Manufacturing IT Security
Management Management Banking Innovation
and Engineering
11

12. 12

13. 13

14. Aberdeen Maturity Class Framework
Selected Performance Best-in-Class - Top 20%
Criteria (KPI)
First Year Retention
Industry
Time to Productivity Total Average - Middle 50%
Respondents:
Change in hiring mgr satisfaction
Laggard - Bottom 30%
Respondents are scored
individually across KPI
14

15. Aberdeen Maturity Class Framework
P A C E
q What you need to do to
Best-in-Class
become Best-in-Class
q What processes you
should have in place
q What you need to
Industry measure
Average
q Organizational changes
you might want to make
q Data / Knowledge
management
Laggard considerations
q Technologies you should
evaluate
15

16. Key Themes
q Map the Needs
q ItTakes a Village
q Manage Risk by Building Talent Pools
q Integrate Data to Fine Tune the Hiring Engine
16

17. Map the Needs
17

18. POLL
q Whatare the top pressures driving your current
talent acquisition strategy?
q Shortages of required skills available in the labor
pool
q Pressure to meet the company s growth
objectives
q Retirement of baby boomers, and accompanying
leadership voids
q Inability to retain new hires
q Increasing competition in the marketplace for top
talent
18

19. Pressures Driving Talent Acquisition Efforts
60% All Respondents
52%
49%
percentage of respondents, n=506
49%
40%
20%
%
Increasing competition Shortages of required Pressure to meet the
in the marketplace for skills available in the company’s growth
top talent labor pool objectives
Source: Aberdeen Group, The Talent Acquisition Lifecycle, September 2011
19

20. Talent Acquisition Strategies
50% Best-in-Class
43%
percentage of respondents, n=506
41% 41% Industry Average
35% 35% Laggard
34%
33% 31%
31%
25% 22% 22%
18%
%
Strengthen ability Proactively build Create a better Building a talent
to identify talent candidate candidate acquisition
most likely to pipeline experience culture
succeed
Source: Aberdeen Group, The Talent Acquisition Lifecycle, September 2011
20

21. 79%
of Best-in-Class organizations have defined
core competencies (skills, knowledge, and
attributes) at the start of the hiring process
Source: Aberdeen Group, The Talent Acquisition Lifecycle, September 2011
21

22. Where do Competencies Come From?
q Existing
high-performers
q Company Values
q Forward Looking Strategy
22

23. Goals for the Use of Assessments
75% 70% All Respondents
percentage of respondents, n=516
48% 46%
50%
25%
0%
Improve business Deliver leaders to drive Improve organizational
results through better innovation and growth fit among new hires
quality candidates
Source: Aberdeen Group, Assessments 2011, April 2011
23

24. Importance of Assessment Data for Critical
Decisions
4.5 Best-in-Class
Industry Average
percentage of respondents, n=516
4.2
4.1 Laggard
4.0
4.0
3.8
3.7 3.6
3.5 3.4
3.3 3.3
3.2
3.0 2.9 2.9
2.5
Who to hire Who is deemed Who to interview Who is promoted
high-potential
Source: Aberdeen Group, Assessments 2011, April 2011
24

25. It Takes a Village
25

26. Most Effective Sources for Candidates
4.5 Best-in-Class
percentage of respondents, n=506
4.2
4.0
3.5
3.3
3.1
3.0
3.0
2.5
Employee An easy-to-use Online job boards Social networking
referrals and and engaging sites
networks company career
portal
Source: Aberdeen Group, The Talent Acquisition Lifecycle, September 2011
26

27. Hiring may slow or stop, but talent
acquisition never does
~ Lou Manzi, Former Vice President,
Global Talent Solutions, GlaxoSmithKlein
27

28. Nature of Talent Acquisition Strategy
60% Best-in-Class Industry Average Laggard
50%
percentage of respondents, n=506
48%
44%
42%
40% 36%
33%
20%
%
Continuous - Identifying and Reactive - focused on immediate
cultivating relationships with top hiring needs
prospects is always a priority
Source: Aberdeen Group, The Talent Acquisition Lifecycle, September 2011
28

29. Best-in-Class organizations are
72%
More likely to cite building a corporate
culture where everyone views talent
acquisition as part of their job as a top
strategy
Source: Aberdeen Group, The Talent Acquisition Lifecycle, September 2011
29

30. What s in a Brand?
30

31. Supporting Capabilities
100%
Best-in-Class All Others
percentage of respondents, n=506
81% 79% 77%
75% 72%
65% 65%
54%
50%
50%
25%
0%
Hiring managers Core Clear Critical job roles
have visibility into competencies accountability for identified
candidate status are defined onboarding
process
Source: Aberdeen Group, The Talent Acquisition Lifecycle, September 2011
31

32. Leadership Involvement in Onboarding
100% Best-in-Class
Industry Average
83%
percentage of respondents, n=282
Laggard
74%
75% 69%
52%
50%
41%
35%
29% 29%
23%
25%
0%
Hiring manager Senior-ranking Buddy / mentor
organizational executive
Source: Aberdeen Group, Onboarding 2011, March 2011
32

33. Manage Risk by Building Talent Pools
33

34. Best-in-Class organizations are
44%
more likely to have critical job roles (i.e. the
roles that have the greatest impact on
revenue / profit) identified
Source: Aberdeen Group, The Talent Acquisition Lifecycle, September 2011
34

35. Impact of Identifying Critical Roles
60% Have Identified critical job roles
51% Have not identified critical job roles
percentage of respondents, n=506
44%
39% 38%
40%
33%
26%
20%
0%
Organizational goals New hires meeting time New hires highly
achieved to performance goals engaged
Source: Aberdeen Group, The Talent Acquisition Lifecycle, September 2011
35

36. Managing Candidate Relationships
q 82%
of organizations have a process to
communicate with and nurture prospective
employees
but…
q Only36% of the Best-in-Class (and 27% of all
others) indicate they have a formal candidate
relationship management process - one that
defines who communicates what and when
Source: Aberdeen Group, Talent Acquisition Strategies 2010, August 2011
36

37. Top Candidate Relationship Management
Activities
q Maintaining an engaging and informative
company career portal
q Recruiters and hiring managers actively
communicate with candidates via phone calls or
personal emails
q Utilizing software (such as candidate relationship
management or an applicant tracking system) to
regularly track all candidate communications
Source: Aberdeen Group, Talent Acquisition Strategies 2010, August 2011
37

38. What About Social?
41 +
28
38

39. Social Talent Acquisition Strategies
80%
80%
percentage of respondents, n=506
All Respondents
67%
61%
60%
40%
22%
20%
%
Organization Recruiters trained Social networking Success metrics
maintains a on use of social is a critical part of defined for use of
company profile networking tools recruitment social networking
on social strategy tools
networking sites
Source: Aberdeen Group, The Talent Acquisition Lifecycle, September 2011
39

40. Integrate Data to Fine Tune the Hiring Engine
40

41. Most Valuable Measures of Talent
Acquisition Success
Most Important Metric Best-in-Class
(Scale of 1 - 5: "1" is least valuable and "5" is most valuable) Rating
Quality of hire 4.18
Customer satisfaction 4.07
Ongoing employee performance (i.e. long-term performance
following the employee's first review) 4.07
Hiring manager satisfaction 4.06
Employee engagement 4.04
Achievement of organizational objectives (MBO's or KPI's) 4.03
Source: Aberdeen Group, The Talent Acquisition Lifecycle, September 2011
41

42. POLL
q What
is the most significant barrier your
organization faces in linking source of hire to
Employee Performance?
q Candidate data and post-hire data not linked
q Performance measures are not aligned to hiring
criteria
q Candidate source data is not tracked
q Employee performance measures are not clearly
defined
42

43. Barriers in Linking Source of Hire to
Employee Performance
59% 60% Best-in-Class All Others
60%
percentage of respondents, n=506
40% 37%
29% 31% 31%
23% 23%
20%
%
Candidate data Employee Candidate source Employee
and post-hire performance data is not performance
employee data measures are not tracked measures are not
are not integrated aligned to hiring clearly defined
criteria
Source: Aberdeen Group, The Talent Acquisition Lifecycle, September 2011
43

44. The Talent Lifecycle
Learning
Performance Succession
Recruitment Onboarding Management Planning
Assi
gn e
arly
Competencies Source: Aberdeen Group
44

45. The
Results
45

46. Performance on Key Metrics
80% 77% Best-in-Class All Others
percentage of respondents, n=506
64%
57%
60%
38%
40%
26% 25%
20%
0%
Percentage of Percentage of new hires Employees receiving
organizational KPI's or rating themselves as ratings of "exceeds"
MBO's achieved "highly engaged" performance
expectations
Source: Aberdeen Group, The Talent Acquisition Lifecycle, September 2011
46

47. Performance Improvement on Key Metrics
15% Best-in-Class All Others
11%
10%
10%
percentage of respondents, n=506
5%
2% 2%
0%
0% -1%
-5%
-7%
-10% Customer Customer -9%
satisfaction retention Time to hire Cost per hire
Source: Aberdeen Group, The Talent Acquisition Lifecycle, September 2011
47

48. Key Themes
q Map the Needs
q ItTakes a Village
q Manage Risk by Building Talent Pools
q Integrate Data to Fine Tune the Hiring Engine
48

49. Thanks for your interest in our research!
q Mollie Lombardi
Research Director
mollie.lombardi@aberdeen.com
617-854-5216
49

50. Questions?
50

51. Questions and Answers
Mollie Lombardi
Research Director, Human Capital
Management
Aberdeen Group
mollie.lombardi@aberdeen.com
(p) 617-854-5216
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