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How to Build a
Team of Talent
Advisors
Knowledge Partner
Introduction
Identifying Talent Advisors
Enhancing Knowledge and Driving Behaviours of Talent Advisors
Measuring the Performance of Talent Advisors
1
2
3
4
Knowledge Partner
2
INTRODUCTION
Knowledge Partner
3
Do your Monday morning blues start with
liaising between hiring managers and recruiters?
TALENT ADVISORS WANTED
Introduction
Identifying Talent Advisors
Enhancing Knowledge and
Driving Behaviours of Talent
Advisors
Measuring the Performance
of Talent Advisors
Knowledge Partner
4
Getting recruiters and hiring managers to go from exchanging glares to exchanging
notes may be difficult. In fact the CEB Recruiting Leadership Council Report ‘Redefine
Recruiters as Talent Advisors’, points out just how deep the differences run.
Introduction
Identifying Talent Advisors
Enhancing Knowledge and
Driving Behaviours of Talent
Advisors
Measuring the Performance
of Talent Advisors
Knowledge Partner
More than one-halfof recruiters
rate themselves as having advanced
business influence, but less than one-
quarter of recruiting managers agree
The report further says almost 90%
of recruiting managers report they make
time to develop their direct reports,
but only one-half of recruiters rate their
managers as effective at development
The solution lies in building a team of Talent Advisors (TAs), who evolve from being
mere implementation engines to becoming strategic partners in the recruiting process
with an eye on business outcomes.
90%
5
IDENTIFYING TALENT ADVISORS
Knowledge Partner
6
Identifying potential TAs starts with spotting the attributes that make one.
CEB offers a framework1
that singles out the five most pressing behavioural
imperatives, and a corresponding online assessment to evaluate recruiters
against the Talent Advisor model.
Crucial Capabilities of Talent Advisors
Introduction
Identifying Talent Advisors
Enhancing Knowledge and
Driving Behaviours of Talent
Advisors
Measuring the Performance
of Talent Advisors
Talent Strategy Knowledge
of the Business
Outperform by 20%
Benefit
Capability (the extent to which
a TA is likely to outperform the
average recruiter)
Behaviour and Action
Well-balanced
view on hiring
decisions
Action Talent needs in the light of changing
business strategy
Help hiring managers strike an effective balance
between quality and speed
Partner hiring manager in identifying the right
skills, characteristics of candidates
Help hiring manager prioritize candidates based on
business needs
Point out business and talent risks of hiring specific
candidates
Challenge deep-rooted talent assumptions
Update hiring managers on the relevent trends in
the labour market
Use competitive analysis to benchmark against
key competitors
Study the demand-supply of talent
Understand the best sourcing channels and messages
to effectively reach the candidates you want
Proactively keep in touch with passive candidates
keep an eye on the best talent across the industry
Develop a thorough understanding of business
priorities starting with how the business makes
money
Talk the language of the business
Base position recommendations on how they
create value for the business
Challenge hiring
manager if reason
dictates it
Use knowledge of
the labour market
to influence hiring
decisions
Build a relevent
pipeline for the
future
Demonstrate
the business
advantage
of recruiting
recommendation
Persuation of Hiring Manager
Outperform by 17%
Expertise of the Labour
Market
Outperform by 16%
Lead Generation
Outperform by 16%
Business Acumen on the Firm
Outperform by 15%
1
CEB report ‘Redefine Recruiters as Talent Advisors’
Knowledge Partner
7
Re-enforcing the talent advisor capabilities called out by the CEB report,
Stephanie Gillies, Asia Pacific Talent Acquisition Strategy & Transformation
Director – Accenture, has a bucket-list of behavioural traits that she looks for while
building her own team.
Introduction
Identifying Talent Advisors
Enhancing Knowledge and
Driving Behaviours of Talent
Advisors
Measuring the Performance
of Talent Advisors
STEPHANIE LISTS THREE RULES OF THUMB
SALES
EXPERIENCE
STRONG NETWORK
BUSINESS
PARTNERSHIP
People with
sales experience
typically make good
prospective talent advisors,
particularly those who have
experience in interacting with customers
and are comfortable doing so. The
presumption is that they are good at
consulting with candidates and can
adapt their sales experience to drive
alignment between aspirations
of candidates and what the
organization has
to offer.
Candidates who
have strong internal
and external networks
go a long way in adding value
to their roles as talent advisors.
Relationships that candidates hold
even with recruiters of competing
companies are valuable in
devising talent strategy.
An outside-in view is
important.
Approaching
a recruiting job role
with the perspective of a
business partner in addition
to being a process manager
speaks volumes about a candidate.
This shows that the candidate can
bring in a strategic perspective
and further business interests
of the organisation while
fulfilling recruiting
requirements.
1 3
2
Knowledge Partner
8
“In the interview process there are various ways in which we
gauge these three essentials. Networking skills can be assessed by
asking the right questions during the interview, by using social
professional networks, and then backing it up with due diligence.
Sales experience is easier and is usually reflected in CVs. This is
followed up with situational interviewing.”
Stephanie Gillies
Asia Pacific Talent Acquisition Strategy & Transformation Director
Accenture
Introduction
Identifying Talent Advisors
Enhancing Knowledge and
Driving Behaviours of Talent
Advisors
Measuring the Performance
of Talent Advisors
As someone with an APAC view,
Stephanie points out that while these
behaviours are something she looks
for across geographies, there are
specific considerations that need a
more granular or localised strategy.
Stephanie looks out for knowledge
and respect for the local culture in
all prospective candidates. When
hiring cross-border resources,
the most critical trait is the ability
of the candidate to be able to
communicate and connect in the
local environment.
Stephanie with her team in Japan
Knowledge Partner
9
Introduction
Identifying Talent Advisors
Enhancing Knowledge and
Driving Behaviours of Talent
Advisors
Measuring the Performance
of Talent Advisors
Punith Suvarna, Head of Talent Acquisition at LinkedIn India, emphasises the
importance of building a team of talent advisors who share a common vision of
success for the company. He believes that it is important for every member of his
team to be a brand ambassador and promoter of the organization because they are
the first point of contact for prospective hires. Therefore picking the right recruiting
team pays rich dividends.
To identify the right candidates for recruiting teams, Punith recommends a six point
process that tests candidates for ‘Values and Culture’ fit.
Step 1: Gauging the
experience, transformation
and motivation of the potential
recruiters via a telephonic
conversation
Step 2: Understanding how they
have used social platforms for
recruiting and their sourcing
techniques. At this stage it is
important to understand how
they manage conversation
funnels in the recruiting process
Step 3: A check on their
capabilities as talent advisor
is the critical next step. It
is essential to assess how
well they can follow the key
measurement metrics identified
in your recruitment team
Step 4: Then comes the
assessment of culture and
value fit in the organization by
the cross functional manager
who is likely to work with the
candidate
Step 5: The final evaluation
is done through role-play.
Candidates are given
scenarios that help the talent
leadership gauge how they
will potentially perform in
their actual job roles
Step 6: Overall
assessment of fitment
including culture fit by the
head of talent acquisition
Knowledge Partner
10
Knowledge Partner
“Hiring for the future involves collaboration between recruiting
teams, a focus on building relationships and driving thought
leadership. We hire talent that adds greater value to our team
and allows us to achieve better results. At the heart of our
recruiting strategy is exceptional operational excellence which
is achieved through a common macro vision of business goals.”
Punith Suvarna
Head of Talent Acquisition
LinkedIn India
11
Knowledge Partner
“As a recruiter, I have been very fortunate to have supportive
managers in my career. There were times that they pushed me
outside of my comfort zone and challenged me to do better, but
they also ensured that I have the necessary support to achieve
them. Great managers have a great way of getting the best
out of their people but also providing them the learning and
development necessary to advance their career.”
Marco Dela Pena
Fletcher Building – ANZ Recruiter
LinkedIn Top Social Recruiter 2016
12
ENHANCING KNOWLEDGE AND DRIVING
BEHAVIOURS OF TALENT ADVISORS
Knowledge Partner
13
Knowledge Partner
“Talent advisors go beyond the obvious to help businesses make the
right hiring decisions, rather than just take orders. To facilitate this we
should equip our recruiters with the right tools, education and trust,
and enable them to build fruitful relationships with both talent and
business. Empowered Talent Advisors can become true business partners
by keeping a pulse on the target market. Talent analytics can further
build a truly valued partnership because talent advisors can use it to set
the right expectations, provide alternative solutions and meet business
demands effectively.”
Anil Gidh
Vice President and Head of Talent Acquisition and Resourcing
Capgemini India
14
100LinkedIn certified
Introduction
Identifying Talent Advisors
Enhancing Knowledge and
Driving Behaviours of Talent
Advisors
Measuring the Performance
of Talent Advisors
Making development continuous and engaging
Capgemini India created a group of social sourcing ambassadors, who were
members with the potential to scale up recruiting efforts by making the most of
social media. They were groomed, trained and equipped via bootcamp sessions
and LinkedIn profile makeovers, to attract the best talent that social networks had
to offer.
In addition to recruiters, it is important to train hiring managers as well, to promote
a shared vision of success for the organisation. Customised training sessions
were created for new joinees and hiring managers with content relevant to each
that included content-sharing best practices, social media guidelines, tips to
update personal profiles, communities to join and ways to leverage connections
to attract talent. It all culminated in LinkedIn certifications and a dashboard for
tracking individual learning journeys.
1.
Identification of the right talent needs to be followed up with a plan to
direct all that potential optimally. Capgemini India systematically invested
in learning and development to keep recruiters in the organisation up to
speed.
Today, Capgemini India has over
recruiters in India.
Knowledge Partner
15
Introduction
Identifying Talent Advisors
Enhancing Knowledge and
Driving Behaviours of Talent
Advisors
Measuring the Performance
of Talent Advisors
“It’s important for TA leaders to drive the right behaviour
with their teams. We focus our energies on training our teams
on effective sourcing, negotiations and conversions. We have
seen a co-relation between the top-performing recruiters and
certifications. That is why we have over-indexed on training and
certifications.”
Anil Gidh
Vice President and Head of Talent Acquisition and Resourcing
Capgemini India
Knowledge Partner
16
Making development fun
It’s no secret that teams are best at what they enjoy the most. Capgemini India
encourages recruiters to participate in 3rd party sourcing contests to stay best-in-
class in the industry.
They ran a successful event called the ‘Capgemini India Recruitathon’ across four
cities. Planned and executed in collaboration with the team at LinkedIn, this half-
day event accelerated efforts to build a pipeline of talent.
2.
Introduction
Identifying Talent Advisors
Enhancing Knowledge and
Driving Behaviours of Talent
Advisors
Measuring the Performance
of Talent Advisors
Over 4300 leads were
identified in less than three and a
half hours of sourcing, with 3500
leads contacted
The team received 373
positive INMAIL responses
Knowledge Partner
17
Introduction
Identifying Talent Advisors
Enhancing Knowledge and
Driving Behaviours of Talent
Advisors
Measuring the Performance
of Talent Advisors
373
InMail Responses
Funnel Built via the Capgemini India Recruitathon
89
Proposal Stage
38
Interview Stage
15
Offers
Capgemini India RecruitathonKnowledge Partner
18
“I think the biggest distance needs to be covered in getting
teams to become actual business partners. HR talent needs to
be comfortable in influencing and negotiating with business. It’s
important to have a view or form an opinion to drive influence,
which is why I encourage my teams to learn by networking
extensively. I think this is the single most important step for the
APAC region today.”
Stephanie Gillies
Asia Pacific Talent Acquisition Strategy and Transformation Director
Accenture
Introduction
Identifying Talent Advisors
Enhancing Knowledge and
Driving Behaviours of Talent
Advisors
Measuring the Performance
of Talent Advisors
According to CEB
2
, only 19% of
recruiters today qualify as Talent
Advisors. Identifying and developing
Talent Advisors may well provide
early adopters that much sought-
after competitive edge.
19%
2
CEB report ‘Redefine recruiters as talent advisors’
Knowledge Partner
19
MEASURING THE PERFORMANCE
OF TALENT ADVISORSKnowledge Partner
20
Introduction
Identifying Talent Advisors
Enhancing Knowledge and
Driving Behaviours of Talent
Advisors
Measuring the Performance
of Talent Advisors
Measurement is key in reinforcing the need to groom recruiters into talent
advisors. According to research by CEB, “holding recruiters accountable for
business impact metrics (in their role as talent advisors), in addition to process
metrics, generates an additional 25% impact on recruiter performance.” So how
can we successfully measure talent advisors?
With 20% of managers regretting their latest hires, CEB’s research shows that
there is a long way to go before the average recruiter is able to drive better quality
of hire. Once recruiters evolve into decision influencers, they are twice as likely
to be high-performers in today’s new work environment. As of now, only 19% of
recruiters are Talent Advisors.
CEB’s Recruiter Performance Scorecard (RPS), can help plan the transition by
assessing recruiters against the proprietary Talent Advisor model. It collects
feedback from hiring managers, new hires and recruiting managers, and
supplements that with the recruiter’s self-assessment of their Talent Advisor
capabilities.
For instance, JP Morgan Chase, brought about a balance between strategic and
traditional or process-driven functions of TAs, by breaking down the weightage
that needs to be allotted to each function.
Knowledge Partner
21
Weightage of process-driven functions versus
strategic functions for recruiters
Recruiting
effectiveness
Process management
and compliance
Customer
focus
Strategic competency
assessment
Traditional measures
Strategic measures
45%
20%
20%
15%
40%
20%
20%
20%
Scorecard for
Volume Hires
Scorecard for
Experienced Hires
Introduction
Identifying Talent Advisors
Enhancing Knowledge and
Driving Behaviours of Talent
Advisors
Measuring the Performance
of Talent Advisors
Knowledge Partner
22
Knowledge Partner
“Be proactive as a talent advisor, even though recruitment always seems
reactive. Challenge stakeholders and provide alternative ideas to become
the trusted advisor they’re looking for. Increase your knowledge by
leveraging the expertise and experience of your stakeholders.”
Harith Taylor
Medibank Private - ANZ Recruiter
LinkedIn Top Social Recruiter 2016
23
Introduction
Identifying Talent Advisors
Enhancing Knowledge and
Driving Behaviours of Talent
Advisors
Measuring the Performance
of Talent Advisors
Punith Suvarna with his TA Team
Knowledge Partner
LinkedIn India’s Punith Suvarna, believes that a ‘Transformation Plan’ needs to be
implemented to make the shift. He believes that while achieving results is important, ‘how’
they are achieved is also critical. The key, therefore, is to encourage individuals to have
their own, distinct transformation plans that help them achieve the desired results.
The three-point measurement yardstick for the recruiting team involves LEADERSHIP that
inspires, LEVERAGE that helps maximize efficiency and effectiveness; and a focus on
RESULTS.
Moreover, he says that it is crucial to set the right expectations with every individual, to
define the measurement metrics and provide clarity on what is expected of each individual.
To sum it up, more encouraging results can be achieved through a consultative approach
which includes a focus on feedback from internal teams and integrates the candidate’s
own experience.
24
Founded in 2003, LinkedIn connects the world’s professionals to make them
more productive and successful. With over 400 million members in more
than 200 countries and territories worldwide, including executives from every
Fortune 500 company, LinkedIn is the world’s largest professional network.
LinkedIn Talent Solutions offers a full range of solutions to help organisations
in various stages of growth recruit relevant talent, build their brand, and grow
their business.
Contact us to use data and analytics to build your team of talent advisors.
CEB is a best practice insight and technology company. In partnership with
leading organizations around the globe, CEB develops innovative solutions to
drive corporate performance. The brand equips leaders at more than 10,000
companies with the intelligence to effectively manage talent, customers, and
operations. CEB is a trusted partner to 90% of the Fortune 500, nearly 75% of
the Dow Jones Asian Titans, and more than 85% of the FTSE 100. CEB offers
a full suite of resources for developing Talent Advisors, and measuring and
managing their performance. For more details, please contact us at
asia.marketing@cebglobal.com or click here.
Knowledge Partner

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How to build a team of talent advisors

  • 1. How to Build a Team of Talent Advisors Knowledge Partner
  • 2. Introduction Identifying Talent Advisors Enhancing Knowledge and Driving Behaviours of Talent Advisors Measuring the Performance of Talent Advisors 1 2 3 4 Knowledge Partner 2
  • 4. Do your Monday morning blues start with liaising between hiring managers and recruiters? TALENT ADVISORS WANTED Introduction Identifying Talent Advisors Enhancing Knowledge and Driving Behaviours of Talent Advisors Measuring the Performance of Talent Advisors Knowledge Partner 4
  • 5. Getting recruiters and hiring managers to go from exchanging glares to exchanging notes may be difficult. In fact the CEB Recruiting Leadership Council Report ‘Redefine Recruiters as Talent Advisors’, points out just how deep the differences run. Introduction Identifying Talent Advisors Enhancing Knowledge and Driving Behaviours of Talent Advisors Measuring the Performance of Talent Advisors Knowledge Partner More than one-halfof recruiters rate themselves as having advanced business influence, but less than one- quarter of recruiting managers agree The report further says almost 90% of recruiting managers report they make time to develop their direct reports, but only one-half of recruiters rate their managers as effective at development The solution lies in building a team of Talent Advisors (TAs), who evolve from being mere implementation engines to becoming strategic partners in the recruiting process with an eye on business outcomes. 90% 5
  • 7. Identifying potential TAs starts with spotting the attributes that make one. CEB offers a framework1 that singles out the five most pressing behavioural imperatives, and a corresponding online assessment to evaluate recruiters against the Talent Advisor model. Crucial Capabilities of Talent Advisors Introduction Identifying Talent Advisors Enhancing Knowledge and Driving Behaviours of Talent Advisors Measuring the Performance of Talent Advisors Talent Strategy Knowledge of the Business Outperform by 20% Benefit Capability (the extent to which a TA is likely to outperform the average recruiter) Behaviour and Action Well-balanced view on hiring decisions Action Talent needs in the light of changing business strategy Help hiring managers strike an effective balance between quality and speed Partner hiring manager in identifying the right skills, characteristics of candidates Help hiring manager prioritize candidates based on business needs Point out business and talent risks of hiring specific candidates Challenge deep-rooted talent assumptions Update hiring managers on the relevent trends in the labour market Use competitive analysis to benchmark against key competitors Study the demand-supply of talent Understand the best sourcing channels and messages to effectively reach the candidates you want Proactively keep in touch with passive candidates keep an eye on the best talent across the industry Develop a thorough understanding of business priorities starting with how the business makes money Talk the language of the business Base position recommendations on how they create value for the business Challenge hiring manager if reason dictates it Use knowledge of the labour market to influence hiring decisions Build a relevent pipeline for the future Demonstrate the business advantage of recruiting recommendation Persuation of Hiring Manager Outperform by 17% Expertise of the Labour Market Outperform by 16% Lead Generation Outperform by 16% Business Acumen on the Firm Outperform by 15% 1 CEB report ‘Redefine Recruiters as Talent Advisors’ Knowledge Partner 7
  • 8. Re-enforcing the talent advisor capabilities called out by the CEB report, Stephanie Gillies, Asia Pacific Talent Acquisition Strategy & Transformation Director – Accenture, has a bucket-list of behavioural traits that she looks for while building her own team. Introduction Identifying Talent Advisors Enhancing Knowledge and Driving Behaviours of Talent Advisors Measuring the Performance of Talent Advisors STEPHANIE LISTS THREE RULES OF THUMB SALES EXPERIENCE STRONG NETWORK BUSINESS PARTNERSHIP People with sales experience typically make good prospective talent advisors, particularly those who have experience in interacting with customers and are comfortable doing so. The presumption is that they are good at consulting with candidates and can adapt their sales experience to drive alignment between aspirations of candidates and what the organization has to offer. Candidates who have strong internal and external networks go a long way in adding value to their roles as talent advisors. Relationships that candidates hold even with recruiters of competing companies are valuable in devising talent strategy. An outside-in view is important. Approaching a recruiting job role with the perspective of a business partner in addition to being a process manager speaks volumes about a candidate. This shows that the candidate can bring in a strategic perspective and further business interests of the organisation while fulfilling recruiting requirements. 1 3 2 Knowledge Partner 8
  • 9. “In the interview process there are various ways in which we gauge these three essentials. Networking skills can be assessed by asking the right questions during the interview, by using social professional networks, and then backing it up with due diligence. Sales experience is easier and is usually reflected in CVs. This is followed up with situational interviewing.” Stephanie Gillies Asia Pacific Talent Acquisition Strategy & Transformation Director Accenture Introduction Identifying Talent Advisors Enhancing Knowledge and Driving Behaviours of Talent Advisors Measuring the Performance of Talent Advisors As someone with an APAC view, Stephanie points out that while these behaviours are something she looks for across geographies, there are specific considerations that need a more granular or localised strategy. Stephanie looks out for knowledge and respect for the local culture in all prospective candidates. When hiring cross-border resources, the most critical trait is the ability of the candidate to be able to communicate and connect in the local environment. Stephanie with her team in Japan Knowledge Partner 9
  • 10. Introduction Identifying Talent Advisors Enhancing Knowledge and Driving Behaviours of Talent Advisors Measuring the Performance of Talent Advisors Punith Suvarna, Head of Talent Acquisition at LinkedIn India, emphasises the importance of building a team of talent advisors who share a common vision of success for the company. He believes that it is important for every member of his team to be a brand ambassador and promoter of the organization because they are the first point of contact for prospective hires. Therefore picking the right recruiting team pays rich dividends. To identify the right candidates for recruiting teams, Punith recommends a six point process that tests candidates for ‘Values and Culture’ fit. Step 1: Gauging the experience, transformation and motivation of the potential recruiters via a telephonic conversation Step 2: Understanding how they have used social platforms for recruiting and their sourcing techniques. At this stage it is important to understand how they manage conversation funnels in the recruiting process Step 3: A check on their capabilities as talent advisor is the critical next step. It is essential to assess how well they can follow the key measurement metrics identified in your recruitment team Step 4: Then comes the assessment of culture and value fit in the organization by the cross functional manager who is likely to work with the candidate Step 5: The final evaluation is done through role-play. Candidates are given scenarios that help the talent leadership gauge how they will potentially perform in their actual job roles Step 6: Overall assessment of fitment including culture fit by the head of talent acquisition Knowledge Partner 10
  • 11. Knowledge Partner “Hiring for the future involves collaboration between recruiting teams, a focus on building relationships and driving thought leadership. We hire talent that adds greater value to our team and allows us to achieve better results. At the heart of our recruiting strategy is exceptional operational excellence which is achieved through a common macro vision of business goals.” Punith Suvarna Head of Talent Acquisition LinkedIn India 11
  • 12. Knowledge Partner “As a recruiter, I have been very fortunate to have supportive managers in my career. There were times that they pushed me outside of my comfort zone and challenged me to do better, but they also ensured that I have the necessary support to achieve them. Great managers have a great way of getting the best out of their people but also providing them the learning and development necessary to advance their career.” Marco Dela Pena Fletcher Building – ANZ Recruiter LinkedIn Top Social Recruiter 2016 12
  • 13. ENHANCING KNOWLEDGE AND DRIVING BEHAVIOURS OF TALENT ADVISORS Knowledge Partner 13
  • 14. Knowledge Partner “Talent advisors go beyond the obvious to help businesses make the right hiring decisions, rather than just take orders. To facilitate this we should equip our recruiters with the right tools, education and trust, and enable them to build fruitful relationships with both talent and business. Empowered Talent Advisors can become true business partners by keeping a pulse on the target market. Talent analytics can further build a truly valued partnership because talent advisors can use it to set the right expectations, provide alternative solutions and meet business demands effectively.” Anil Gidh Vice President and Head of Talent Acquisition and Resourcing Capgemini India 14
  • 15. 100LinkedIn certified Introduction Identifying Talent Advisors Enhancing Knowledge and Driving Behaviours of Talent Advisors Measuring the Performance of Talent Advisors Making development continuous and engaging Capgemini India created a group of social sourcing ambassadors, who were members with the potential to scale up recruiting efforts by making the most of social media. They were groomed, trained and equipped via bootcamp sessions and LinkedIn profile makeovers, to attract the best talent that social networks had to offer. In addition to recruiters, it is important to train hiring managers as well, to promote a shared vision of success for the organisation. Customised training sessions were created for new joinees and hiring managers with content relevant to each that included content-sharing best practices, social media guidelines, tips to update personal profiles, communities to join and ways to leverage connections to attract talent. It all culminated in LinkedIn certifications and a dashboard for tracking individual learning journeys. 1. Identification of the right talent needs to be followed up with a plan to direct all that potential optimally. Capgemini India systematically invested in learning and development to keep recruiters in the organisation up to speed. Today, Capgemini India has over recruiters in India. Knowledge Partner 15
  • 16. Introduction Identifying Talent Advisors Enhancing Knowledge and Driving Behaviours of Talent Advisors Measuring the Performance of Talent Advisors “It’s important for TA leaders to drive the right behaviour with their teams. We focus our energies on training our teams on effective sourcing, negotiations and conversions. We have seen a co-relation between the top-performing recruiters and certifications. That is why we have over-indexed on training and certifications.” Anil Gidh Vice President and Head of Talent Acquisition and Resourcing Capgemini India Knowledge Partner 16
  • 17. Making development fun It’s no secret that teams are best at what they enjoy the most. Capgemini India encourages recruiters to participate in 3rd party sourcing contests to stay best-in- class in the industry. They ran a successful event called the ‘Capgemini India Recruitathon’ across four cities. Planned and executed in collaboration with the team at LinkedIn, this half- day event accelerated efforts to build a pipeline of talent. 2. Introduction Identifying Talent Advisors Enhancing Knowledge and Driving Behaviours of Talent Advisors Measuring the Performance of Talent Advisors Over 4300 leads were identified in less than three and a half hours of sourcing, with 3500 leads contacted The team received 373 positive INMAIL responses Knowledge Partner 17
  • 18. Introduction Identifying Talent Advisors Enhancing Knowledge and Driving Behaviours of Talent Advisors Measuring the Performance of Talent Advisors 373 InMail Responses Funnel Built via the Capgemini India Recruitathon 89 Proposal Stage 38 Interview Stage 15 Offers Capgemini India RecruitathonKnowledge Partner 18
  • 19. “I think the biggest distance needs to be covered in getting teams to become actual business partners. HR talent needs to be comfortable in influencing and negotiating with business. It’s important to have a view or form an opinion to drive influence, which is why I encourage my teams to learn by networking extensively. I think this is the single most important step for the APAC region today.” Stephanie Gillies Asia Pacific Talent Acquisition Strategy and Transformation Director Accenture Introduction Identifying Talent Advisors Enhancing Knowledge and Driving Behaviours of Talent Advisors Measuring the Performance of Talent Advisors According to CEB 2 , only 19% of recruiters today qualify as Talent Advisors. Identifying and developing Talent Advisors may well provide early adopters that much sought- after competitive edge. 19% 2 CEB report ‘Redefine recruiters as talent advisors’ Knowledge Partner 19
  • 20. MEASURING THE PERFORMANCE OF TALENT ADVISORSKnowledge Partner 20
  • 21. Introduction Identifying Talent Advisors Enhancing Knowledge and Driving Behaviours of Talent Advisors Measuring the Performance of Talent Advisors Measurement is key in reinforcing the need to groom recruiters into talent advisors. According to research by CEB, “holding recruiters accountable for business impact metrics (in their role as talent advisors), in addition to process metrics, generates an additional 25% impact on recruiter performance.” So how can we successfully measure talent advisors? With 20% of managers regretting their latest hires, CEB’s research shows that there is a long way to go before the average recruiter is able to drive better quality of hire. Once recruiters evolve into decision influencers, they are twice as likely to be high-performers in today’s new work environment. As of now, only 19% of recruiters are Talent Advisors. CEB’s Recruiter Performance Scorecard (RPS), can help plan the transition by assessing recruiters against the proprietary Talent Advisor model. It collects feedback from hiring managers, new hires and recruiting managers, and supplements that with the recruiter’s self-assessment of their Talent Advisor capabilities. For instance, JP Morgan Chase, brought about a balance between strategic and traditional or process-driven functions of TAs, by breaking down the weightage that needs to be allotted to each function. Knowledge Partner 21
  • 22. Weightage of process-driven functions versus strategic functions for recruiters Recruiting effectiveness Process management and compliance Customer focus Strategic competency assessment Traditional measures Strategic measures 45% 20% 20% 15% 40% 20% 20% 20% Scorecard for Volume Hires Scorecard for Experienced Hires Introduction Identifying Talent Advisors Enhancing Knowledge and Driving Behaviours of Talent Advisors Measuring the Performance of Talent Advisors Knowledge Partner 22
  • 23. Knowledge Partner “Be proactive as a talent advisor, even though recruitment always seems reactive. Challenge stakeholders and provide alternative ideas to become the trusted advisor they’re looking for. Increase your knowledge by leveraging the expertise and experience of your stakeholders.” Harith Taylor Medibank Private - ANZ Recruiter LinkedIn Top Social Recruiter 2016 23
  • 24. Introduction Identifying Talent Advisors Enhancing Knowledge and Driving Behaviours of Talent Advisors Measuring the Performance of Talent Advisors Punith Suvarna with his TA Team Knowledge Partner LinkedIn India’s Punith Suvarna, believes that a ‘Transformation Plan’ needs to be implemented to make the shift. He believes that while achieving results is important, ‘how’ they are achieved is also critical. The key, therefore, is to encourage individuals to have their own, distinct transformation plans that help them achieve the desired results. The three-point measurement yardstick for the recruiting team involves LEADERSHIP that inspires, LEVERAGE that helps maximize efficiency and effectiveness; and a focus on RESULTS. Moreover, he says that it is crucial to set the right expectations with every individual, to define the measurement metrics and provide clarity on what is expected of each individual. To sum it up, more encouraging results can be achieved through a consultative approach which includes a focus on feedback from internal teams and integrates the candidate’s own experience. 24
  • 25. Founded in 2003, LinkedIn connects the world’s professionals to make them more productive and successful. With over 400 million members in more than 200 countries and territories worldwide, including executives from every Fortune 500 company, LinkedIn is the world’s largest professional network. LinkedIn Talent Solutions offers a full range of solutions to help organisations in various stages of growth recruit relevant talent, build their brand, and grow their business. Contact us to use data and analytics to build your team of talent advisors. CEB is a best practice insight and technology company. In partnership with leading organizations around the globe, CEB develops innovative solutions to drive corporate performance. The brand equips leaders at more than 10,000 companies with the intelligence to effectively manage talent, customers, and operations. CEB is a trusted partner to 90% of the Fortune 500, nearly 75% of the Dow Jones Asian Titans, and more than 85% of the FTSE 100. CEB offers a full suite of resources for developing Talent Advisors, and measuring and managing their performance. For more details, please contact us at asia.marketing@cebglobal.com or click here. Knowledge Partner