The document discusses optimal recruiting strategies and how allocating resources based on the abundance and criticality of talent can improve results. It suggests differentiating strategies based on whether talent is abundant or scarce, and whether roles are critical or less critical to the organization. A case study then demonstrates how to analyze a company's recruiting needs and allocate resources like recruiters and budgets across different types of roles.

1. Recruiting Smart:
Optimal Recruiting Results and
Why a Little Strategy Pays Off
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4. Recruiting Smart: Optimal Recruiting Results and
Why a Little Strategy Pays Off
Presented by: Metrics are Easy! – Analytics?
Carol Mahoney
Founder Now We’re Talkin’
Talent Acquisition On-Demand – a division of Live and Leap
Geoffrey Dubiski • April 29, 2009
SHRM Staffing Management Conference & Exposition
Carmen Hudson
CEO
Tweetajob
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5. Smart Recrui,ng:
A Li2le Strategy Pays Off
Recrui,ng Trends Webinar
Presented by
Carol Mahoney and Carmen Hudson

7. It’s June 1, 2010
• Your recrui,ng department is staffed to cover turnover
and modest growth: 100 reqs per quarter at most
• You find out that (pick one):
• Turnover in your sales group is through the roof.
• Your company landed a huge deal and needs 100 more people
added over the next 3 months.
• Your company’s Q2 profit margins are looking so good that all
product and sales groups will be able to add staff in Q3 (aWer
cuXng back to dras,cally during the recession)
• The CFO is holding the line on G&A spending – so while
you may get a li2le more budget, it won’t cover
expenditures required to meet the recrui,ng needs of
the company.

8. Choose all that apply
• You:
a. Bring your team together and tell them they need to
buck up.
b. Whine to your manager that you need more money
to deliver recrui,ng support.
c. Hold your clients hostage: no money, no support!
d. Update your LinkedIn profile and pray.
• The answer is: none of the above. Instead you
whip out your handy dandy Talent Planning tool
and get to work.

9. Ripped from the consultant’s playbook
Talent is Abundant
Get good at this
Auto-pilot (process, process, process)
Role is
Critical to
Get creative organization
Outsource? Spend Time and $$

10. Talent abundant and cri,cal
Talent is Abundant
• Moderate dollars to produce flow of passive and
active candidates
• Sourcing less important
Auto-pilot • Average Recruiter/Req ratios
• Process management key
• Efficiently narrow the pool
• Train recruiting teams (mgrs and recruiter) well
• Consider RPO
Role is
Critical to
Outsource? Get creative organization
Spend Time and $$

11. Talent scarce and cri,cal
Talent is Abundant
Get good at this
Auto-pilot (process, process, process) Role is
Critical to
organization
• Heavy Sourcing
• Use research to find passive candidates and
Outsource? map out talent community
• Attract and Engage thru social networking
(Twitter, Tweetajob, LinkedIn, FB, Ning,
email campaigns/mixer events; Blogging)
• Low ratio of reqs to recruiter
• Consider specialty agencies/search
• No RPO

12. Talent abundant, not cri,cal
Talent is Abundant
• Little specialized Sourcing
• Promote through open jobs and job boards
• High ratio of reqs to recruiter – Get good at this
recruiter manages process
• Greater involvement of hiring managers (process, process, process)
• Great for RPO Role is
Critical to
Get creative organization
Outsource? Spend Time and $$

13. Talent scarce, not cri,cal
Talent is Abundant
Get good at this
Auto-pilot (process, process, process)
Role is
Critical to
• If low critical mass of reqs, outsource organization
• If enough like-reqs, hire a sourcer (or
get the client to fund one) Get creative
• High ratio of reqs to recruiter – Spend Time and $$
recruiter manages process
• Consider RPO

14. Differen,a,ng recrui,ng talent and
organiza,onal structure
Talent is Abundant
• Experienced full-cycle recruiters
• Less experienced recruiters • Strong attention to detail
• Consider “pod” model to increase • Strong process and systems knowledge
efficiency • Exceptional communication skills
• Structure team to include learning and • Strong recruiting management needed for team
development opportunities • Moderate sourcing skills, high level candidate
• Project management, organization development skills
important skills • Departmental alignment Role is
• Departmental or Functional alignment
Critical to
organization
• Specialist Full-Cycle Recruiters
• Sourcing skills important – perhaps a
• Independent, self-managed
“junior sourcer” • Functional alignment
• Business plays strong role in candidate
development
• Ability to prioritize and manage volume
• Vendor management

15. Catalyst for Conversa,on
Truth #1 All jobs are cri,cal. If it’s not cri,cal, it’s probably not funded
(especially today).
Truth #2 All jobs are not equal in impact. What keeps the lights on for
your company? i.e. product development and revenue
genera,ng posi,ons are probably key to the bo2om line.
Truth #3 Although great people are always hard to find, there are
definitely more engineers than architects. Abundance and
scarcity of talent is a reality.
Truth #4 If we accept that all jobs are not created equal, we should be
prepared to differen,ate our recrui,ng strategies as well.
Truth #5 The folks running the business today already get this… they
live in a world of trade‐offs and priori,za,on.
Truth #6 Even though they get it, they don’t want to tell the CFO his
Finance people aren’t business cri,cal.
Truth #7 We aren’t paid the big bucks to avoid facilita,ng this discussion.

16. Advice for facilita,ng the discussion
• Get air cover (HR)
• Create a strawman
• Don’t use open reqs. Use job ,tles/
departments in the company.
• Avoid the rat‐hole of commiXng to services
for each quadrant. That comes later.
• Don’t strive for perfec,on. Think of it as a
dynamic process that is ongoing.

17. Case Study
• 200 Reqs (double demand from 100)
• Current Resources
– 4 recruiters
– 1 sourcer
– 1 coordinator
– Add: 1 recruiter (200K/hr).
• Current Budget
– Pos,ng budget
– 1 LinkedIn membership
– Add: 3 LinkedIn memberships (20K/yr)
– candidate lead gen. tool budget (15K/yr)
– Hiring Manager Training (5K)

18. Case Study
Talent is Abundant
• Sr. Manager and below: G&A, • Development Engineers, Sales, Product
IT, Corporate Marketing, PR, Marketers, Marketing (outbound, customer
Operations, Customer Support acquisition), Network Engineers
• Reqs: 50 • Reqs: 100
• .75 recruiter • 2 recruiters Role is
• .125 coordinator • .5 coordinator
Critical to
organization
• Architects; Vertical Account
• Director and above for all positions not
Managers; Misc. Engineering Product
deemed “high critical”; Legal, Tax, and Sales Directors/VPs; C-Suite
Government Affairs
• Reqs: 30
• 20 Reqs • 2 recruiters
• .25 recruiter
• 1 sourcer
• .125 coordinator
• .25 Coordinator

19. The Math*
• Increase in spend:
– Annualized: 40K (tools) + 200K (recruiter) = 240K
– Per quarter: 60K
– Addi,onal quarterly cost per posi,on*: $600 +
cost incurred by client (agency, sourcers, etc.)
*assuming 100 posi,ons filled within the same quarter

20. Thank you
• Carol Mahoney
Founder, Talent Acquisi,on on Demand was launched to deliver recrui,ng
management solu,ons to organiza,ons that rely on talent to create
compe,,ve advantage. Most recently VP of Talent Acquisi,on at Yahoo, Inc.
from 2003 through 2009, Carol has enjoyed a successful HR career, with a
focus on Talent Acquisi,on. She is now leveraging her exper,se to create a
consul,ng prac,ce focused on delivering Talent Acquisi,on Management
solu,ons. carolm@talentacquisi,onondemand.com
• Carmen Hudson
CEO, Tweetajob an innova,ve social recrui,ng plauorm. Prior to founding
Tweetajob, Carmen was Senior Manager of Talent Acquisi,on for Yahoo!. At
Yahoo!, she led an award‐winning team focused on the strategic applica,on of
sourcing programs, including event recrui,ng, employee referrals, employer
branding, and sourcing skill development.Prior to Yahoo!, Carmen was
Manager, Global Strategic Sourcing, for Starbucks Coffee Corpora,on, and has
held senior recrui,ng posi,ons at other Fortune 500 companies, including:
MicrosoW, Amazon.com, and Capital One. carmen@tweetajob.com

21. The State of
High Level Recruiting
RecruitLadder.com | 21

22. Value Not Volume 100% of
Leadership
100% of
The senior-level hire: Leadership
• Is key to your company’s 80% of
80% of
success Recruitment Fees
Recruitment Fees
• Represent half of your
corporate salary expense 50% of
Wages
line
• Represents the majority 50% of
of your executive search Wages
budget 10% of
• Is your most visible The Market
internal barometer of
10% of
success within your
organization the Market
RecruitLadder.com | 22

23. Current State of the Market
Between 2007 and 2008
the economy lost 803,900
jobs.
Between December 2008
and August 2009 the
economy lost 3.8 million
jobs!
On top of this, 55% of the
current workforce is
unhappy.

24. Economic Challenges Increase Recruiter Challenges
• Do more with less
• Pressure to reduce
contingent search budgets
• Increased number of In-House
Expectations
unqualified players in job
market
Budgets
• Investment in job boards not
yielding results
• Best candidates making
slower and more deliberate
decisions
RecruitLadder.com | 24

25. Despite the Recession, Quality & Availability
Remain the Top Challenges
More than half of
respondents
cited “quality of
candidates”
and/or
“availability of
candidates” as
their greatest
challenges –
despite the
recession.
RecruitLadder.com | 25

26. TheLadders Difference
RecruitLadder.com | 26

27. Solving your Business Problems
• Quality
• Reduce time to hire
• Serious candidates
• Professional support
• Lower cost
RecruitLadder.com | 27

28. Multi-Million Dollar Media Spend
RecruitLadder.com | 28

29. High-Quality, Invested Candidates
Screening
We hand-screen every
job seeker and reject
unqualified candidates
(20% of submissions)
to keep quality high.
Business Model
Our candidates pay a $30
membership fee to apply to
your jobs.
RecruitLadder.com | 29

30. Our Job Seekers: 3.6MM and Growing!
TheLadders
Metric Job Seekers
Average earnings $172K
Graduate degrees 42%
15+ years of experience 87%
10+ years of experience 95%
Held jobs that are Director-level or above 72%
Held jobs that are VP-level or above 45%
Held jobs that are C-level 17%
Currently employed 67%
Earn $150K+ 43%
Earn $200K+ 21%
Note: Results from online survey conducted of 8,753 members between February 2 and March 31, 2009.
RecruitLadder.com | 30

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32. Recruiting Smart: Optimal Recruiting
Results and Why a Little Strategy Pays Off
Metrics are Easy! – Analytics?
Thank you for joining us! Now We’re
Geoffrey Dubiski • April 29, 2009
SHRM Staffing Management Conference & Exposition
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33. Join us on June 8:
Employment Branding:
Leveraging Your Corporate Culture for
Recruiting and Retention– Analytics?
Metrics are Easy!
Now, 2009
Details on how to register will be in your post conference & Exposition
SHRM Staffing Management Conference email
or go to: http://www.recruitingtrends.com/category/events/webinars
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