This document discusses strategic people management and talent acquisition. It outlines the key talent candidate sourcing challenge, noting that the degree of urgency, confidentiality, candidate scarcity, and other factors must be considered. It also discusses how candidate sourcing methods have expanded from traditional means to now include online professional networks, job boards, and custom sourcing strategies. Finally, it emphasizes that when choosing an intermediary for talent acquisition, it is important to select one that can provide help broadly and understand the many factors involved in the process.

1. Strategic People Management & Talent Acquisition.
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2. The following material
on the subject of Key Talent Candidate Sourcing
is entirely original and is our own work.
It is based on our own practical experience as practitioners and consultants.
Strategic People Management & Talent Acquisition. 2

3. The Key Talent Candidate Sourcing Challenge
It is important for an Organisation to understand the
Candidate Sourcing Challenge, which differs for each role,
as part of deciding whether to use direct, in-house Candidate Sourcing
or whether to use the services of an Intermediary.
Strategic People Management & Talent Acquisition. 3

4. 95% ?
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5. The Key Talent Candidate Sourcing Challenge……
Start = Factors / Constraints
Approval to
Recruit • Degree of URGENCY
• Degree of CONFIDENTIALITY
• Degree of CANDIDATE SCARCITY Candidate Categories
• Degree of PACKAGE ATTRACTIVENESS
• Actives
• Degree of ROLE ATTRACTIVENESS
• Degree of COMPANY ATTRACTIVENESS • Passives
• Resistants
• BUDGET AVAILABLE
for eternal recruitment support:
o Consultant’s Fee
o Channels Utilisation charges
o Other Expenses
HOW exactly
to locate and contact
potentially suitable,
potentially interested
and available
Candidates?
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6. Key Talent Candidate Sourcing - background
Just a few years ago, connecting senior-level demand with senior-level supply
was done via traditional, long-established methods.
“Connection Facilitators”
(Methods for getting connected)
Demand side Supply side
• via Print-media Advertisements
- newspapers, professional magazines Senior people
Organisations actively looking
looking • via Targeted Research for opportunities
externally for - phone & directories-based +
senior people Senior people
• via Personal Network(s)
- phone-based open to
opportunities
• via Direct Approaches to pre-known
individual(s)
- phone-based
Professional
Intermediaries
(Recruitment Consultants)
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7. Key Talent Candidate Sourcing - background
Now, many more channels …..
“Connection Facilitators”
(Methods for getting connected)
Demand side Supply side
• via Online professional Networking Sites
Senior people
• via Online Job Board Adverts & Alerts actively looking
Organisations
looking • via Online commercial CV Repositories
for opportunities
externally for +
senior people • via private Talent Bank (via SEO) Senior people
open to
• via web-based Targeted Research opportunities
• via Personal Network(s) – email/phone
• via Print-media Adverts
Professional
Intermediaries
(Recruitment Consultants)
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8. Key Talent Candidate Supply Pool
Online Sourcing - examples
....….. + very many specialist job boards 8

9. Using the internet as a key part of senior-level Candidate Sourcing
is now well established practice.
But, the channels and solutions available are part of a dynamically changing area,
with much innovation and “product development” ….
much of it being led from the USA.
The next slide provides an example of some publicity being given to a
new product in this field. This new product is designed to help recruiters find
Candidates, with the Candidates being “ranked” by the software.
This is described in the article as a “new professional job search engine built on
Facebook data”, and the product is called “Identified”.
This was posted online on 19 Sept 2011.
http://www.forbes.com/sites/tomiogeron/2011/09/19/identified-launches-its-people-ranking-professional-search-engine/
It is not clear at all what will be possible, or what will exist,
even just 3 years from now.
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10. 10

11. The Key Talent Candidate Sourcing challenge………
Candidate Categories
• Actives
Factors / Constraints • Passives Channel Types:
• Resistants
• Consultant’s Own
• Degree of URGENCY Candidate Database
• Degree of CONFIDENTIALITY
• Degree of CANDIDATE SCARCITY • Consultant’s Own
• Degree of PACKAGE ATTRACTIVENESS Personal/Professional Network
• Degree of ROLE ATTRACTIVENESS
• Degree of COMPANY ATTRACTIVENESS • Research + Targeted Approaches
(i.e. traditional executive search)
• BUDGET AVAILABLE
for eternal recruitment support: • Professional Networking Sites
o Consultant’s Fee
o Channels Utilisation charges • Executive-Level Job-Boards
o Other Expenses
• Third-Party CV Repositories
/Databases
Key Talent
Acquisition Specialist
CUSTOMISED
CANDIDATE SOURCING
STRATEGY -
& DELIVERY
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Strategic People Management & Talent Acquisition.

12. Strategic People Management & Talent Acquisition.
We have identified 11 Factors that influence
the success of a Key Talent Acquisition Project
(when using an external Intermediary)
We call these
“The 11 KTA Factors”.
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13. Strategic People Management & Talent Acquisition.
Of course, we ourselves do handle Candidate Sourcing activities for our Clients.
And, we do that work very effectively, with a modern, progressive approach.
(In fact, this is often the only thing our Clients originally have in mind for us to contribute).
But, our Clients get much more from us than “just” that, because our approach includes
helping them to understand the 11 KTA Factors, and helping them to act on the
practical implications.
Through this approach, we give additional value to our Clients
- when they work with us, they are helped, in a spirit of partnership, to better see
the specific things that they themselves may also need to do, to help make sure
that any particular Key Talent Acquisition project will have a successful end-result.
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14. Strategic People Management & Talent Acquisition.
If an Company does opt to use an Intermediary to help with a particular
Key Talent Acquisition Project, the Company then has to choose which Intermediary to use.
And, because there is much more to effective Key Talent Acquisition than “just”
the Candidate Sourcing activities, it makes sense to
choose an Intermediary that can help more broadly too.
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15. Strategic People Management & Talent Acquisition.
Founding Partners:
John Gemmill, MBA, MA (Hons)
Managing Director
Mobile: 07983 526378
john.gemmill@insightdriven.co.uk
Richard Palmer, MA
Director
Mobile: 07714 188233
richard.palmer@insightdriven.co.uk
www.insightdriven.co.uk