The document provides information about a presentation by Allison Chappelle on strategies for crafting a customized talent pipeline. The presentation agenda includes discussing how to manage the current skills gaps in the workforce, how ineffective applicant screening can cause companies to miss top talent, and where to look for candidates and how to get them interested in opportunities. Allison Chappelle is the Director of Talent Acquisition at Adecco Group North America and has over 15 years of experience developing talent strategies for Fortune 500 companies.

1. •
Pump up your talent pipeline
Presented by Allison Chappelle
Director of Talent Acquisition at Adecco Group North
America
Wednesday, April 17, 2:00pm EDT

2. •
Adecco Staffing US is the nation’s leading provider of recruitment
and workforce solutions.
We are the pre-eminent workforce management partner for Fortune 500
companies and career advisement expert for American workers, serving
all of the key industries and professions that drive our economy forward.
Adecco has over 900 career centers and, on any given day, connects
70,000 talented workers to the best job opportunities across the country,
making us one of America’s largest employers.
Please visit us at adeccousa.com to learn more.
Have a question?
Ask us on Twitter using hashtag #AskAdecco
2
About us

3. •
Allison Chappelle
Director of Talent Acquistion
• More than 15 years experience in developing
and managing talent strategies for Fortune 500
companies
• Responsible for developing talent strategies aimed
at finding, developing and retaining the best
internal talent possible for Adecco Group
companies
• Global Recruiting Community leader for
Adecco Group
• Subject matter expert on global talent and
technology projects
3
About our presenter

4. •
• Strategies for crafting a customized talent pipeline approach
• Managing the current skills gap in the American workforce
• How ineffective applicant screening can cause you to miss out on the
best professionals
• Where to look for top candidates and how to get them looking for you
4
Today’s agenda

5. •
5
The talent pipeline
You can’t hire people who have what it takes
unless you first define what ‘it’ actually is,
what ‘it’ you require today, and what ‘it’ you
may require in the future.

6. •
66
Strategies for crafting
a customized talent
pipeline approach

7. •
• Talent pipelining in not just about getting a resume into your system.
• It’s about identifying talent for both current and future needs and ensuring
you can access that talent when you need it.
• A well-built pipeline ensures that employers are never without relevant,
qualified candidates – whether they are ready to hire right now or a year
from now.
7
The art of the talent pipeline

8. •
• Post and pray is no longer an option.
• You can’t hide your brand.
• Your recruitment resources continue to be lean.
• Competition for top talent is only going to increase as the market continues
to open up.
• Social media isn’t going anywhere.
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Reality check – the recruitment game has changed!

9. •
• First step is identifying what you need now and what you will need
in the future.
• Then you’ll need to understand what talent you may already have
and how to access them.
• The key is examining not just what’s going on today, but what is coming
in the future.
9
Drafting a strategy

10. •
• Take the time to re-examine the skill set of your hiring teams or those involved
in the hiring process:
- Do they have expertise in the discipline they are recruiting for?
- Do they have a strong relationship with the hiring manager?
- Do they understand the company’s overall mission, vision and strategy?
10
Who is doing the hiring?

11. •
• Recruiters today need to be
able to analyze and interpret
candidate skill sets, behaviors
and motivations rather than just
screen for experience.
• They also need to be tied into
the company’s short, medium and
long-term talent strategies in order
to avoid missing out on top talent
that could bring value in the future.
11
Who is doing the hiring? (continued)
• Are your hiring managers, leaders
and current colleagues engaged and
networking for talent?
• Do you have a clear process for
your recruiters or hiring managers
to bubble up future/passive
candidates?
• How are you tracking these
candidates in your system(s)?

12. •
1212
Managing the current skills gap
in the American workforce

13. •
• While a big part of the skills gap is a shortage of people skilled in the
STEM (science, technology, education, and math) industries, there also is
a gap in soft skills such as communication and advanced leadership skills.
• You need to decide whether you are willing to wait to hire for these skills,
or provide training on the job.
13
The soft skills gap

14. •
• Technology has changed the way we communicate.
• Employers are struggling with otherwise highly
skilled individuals that can’t communicate at a
professional level.
• Dependence on technology has affected our ability
to communicate effectively when face-to-face.
- Proper grammar is being replaced by
abbreviations and slang.
- This can also limit our ability to deal with conflict.
14
Communication

15. •
A recent survey of senior executives done by the Center for Creative
Leadership showed that the five most important leadership competencies
desired in people entering the workforce today are:
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Leadership skills
Sources: Center for Creative Leadership
Learning agility
Self-motivation
Communication skills
Self-awareness
Adaptability

16. •
• Provide access to courses that address these skills in a real-world
professional work environment.
• Lead by example:
- Highlight those that possess strong communication skills and
the importance of it.
- Consider partnering up-and-coming leaders with strong leaders
in your organization.
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Training is the solution

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1717
How ineffective applicant screening
can cause you to miss out on the
best professionals

18. •
• Technology has improved the efficiency of applicant screening.
• It can also cause you to miss out on top talent.
• Criteria includes:
- Minimum qualifications
- Experience levels
- Required skills
• Why?
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Modern applicant screening methods

19. •
• Is your screening simply a key word match on skills?
• Consider your “must have” vs “want to have” skill sets.
• List the skills you'd like to have, then weigh skills by priority
- What if all 10 of these skills together are not worth as much
as your top required skill?
• Use a system of inclusion rather than disqualification on the front-end
and be sure you understand what is important.
19
Poorly constructed job ads
and screening questions

20. •
• Who would you rather have?
- A candidate with 2 years of strong performance
- Or one with 10 years of mediocre performance?
• Be careful with years of experience requirements, especially in performance
driven roles.
• Instead ask about recent results, achievements, performance.
• Screening out on X years work experience may screen out candidates
with related volunteer or community experience
20
Be careful screening out
based on years of experience

21. •
• During and after the recession,
people took on more responsibilities
and skills.
• This was mostly tailored to who
they were, vs. what makes sense
for a job.
• Once economy turns around, people
start quitting and new people who
come on can’t be expected to fill
a 2 in 1 role automatically.
21
Are your job requirements realistic?
• Think of your job description:
How much did you have to take over
during the downturn?
• Seek someone who has the ability
to adapt and learn.

22. •
Screening questions typically don’t consider the soft skills:
22
Screening questions
People and relationship building skills
Communication
Writing
Internal motivation

23. •
• Is the hiring manager clear on what
they want?
• Is the recruiter clear? Or is it a game
of telephone?
• The proper match can only happen
when there is complete clarity and
truth in what people are looking for.
23
Do you really know what you want?
• You must understand the “must
haves” vs. the “nice to haves”.
• You don’t have to lower your
expectations, you just have to be
hones about what is really required
to be successful in the job.

24. •
• Candidates are more than a resume and you’re not hiring someone
on their ability to craft a great resume.
• Through meeting candidates you get perspective you wouldn’t get from
the resume.
• Consider video interviewing when a face-to-face interview isn’t an option,
especially where positions require a strong communication or presentation skill
set.
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The resume doesn’t tell the whole story

25. •
• Don’t be the company candidates apply to and never hear back from.
• Use professional courtesy, even if automated.
• Create a positive image.
• People can handle rejection and honesty, but not being disregarded
or ignored.
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Consider your company image

26. •
• With the job market picking back up, people are typically interviewing
with several companies at one time.
• There is now more immediacy and urgency to the process.
• If you find talent, grab it. Otherwise they will have moved on.
26
Get out of hiring paralysis!

27. •
Where to source for open positions?
27
Difficulty of the position
Timetofill
Active candidates
Passive candidates
70% of jobs
30% of jobs
Your ATS
Job/resume boards
Job postings
Referrals/networking
Social media outreach
Advanced X-Ray
Search Strings

28. •
Sourcing options
28
Job boards
Local recruiting source
Social networking sites
Referrals/networking
Associations
Online business directories
Schools

29. •
2929
Where to look for top candidates
and how to get them looking for you

30. •
• Who are you as an employer and why would candidates
want to work for you?
• This should match who you are TODAY, not who you want
to be or who you used to be.
• Use your superstars as a starting point for conversation.
30
Start introspectively – Who are we?

31. •
• Take inventory:
- Where have you found strong
people in the past?
- Where are these people
spending their time?
31
Start introspectively
• Start building your ads and your
sourcing strategies around these
people.
• Search within your workforce
for candidates.

32. •
• 2/3 of skills should be essential, and the other skills are “nice to have”.
• What is the top skill for each job?
• If you’re unsure, talk to your experts (your current top employees)
or even have them review your ad and provide feedback.
• Don’t rely on a potentially outdated HR job description to speak to
your candidates.
32
Really understand the skills you are seeking

33. •
33
When you run an ad,
how much of the talent pool are you accessing?
Passive job seekers
Employed and not looking
*Active job seekers
Employed and looking
Those who are not physically
in your market – could they
be relocated?

34. •
• Referral bonus programs
• Current employee social media outreach
- Post links to your jobs
- Use your intranet
- Post to social media pages
34
Using referral networks and
your current employees to refer talent

35. •
Social media sourcing
• Align your social media strategy to
ensure you are engaging with both
current and future candidates.
Provide valuable content to build
the relationship and engage directly
with the talent.
35
Additional sourcing methods
University/Alumni networks
•Coordinate with local universities
to access alumni networks and
explore speaking or sponsorship
opportunities to build brand
awareness on campus.

36. •
• Ensure your screening or filtering processes don’t screen out key skills
or experience or future talent
• Consider offering training or continuing education to prospective (or current)
employees to bridge any skill or experience gaps
• Ensure all of your employees understand their responsibility in finding talent.
Ensure they are educated and engaged in the process and are clear how
and where to bubble up leads and how to keep talent interested and engaged.
• Ensure your applicant tracking system/process is able to track passive and
future talent in a way that allows you to easily access in the future
• Get in the habit of adding any top talent to the system, even if you don’t have
an opening. Nurture your networks to ensure they know you are open to leads.
36
Key takeaways

37. •
• Create tags, statuses or folders to organize future/passive candidates
to make them easy to find in your system (if in doubt ask your ATS rep)
• Document all contact with future/passive candidates to ensure you can
• Set tasks or reminders to follow-up or send valuable content to passive
candidates to keep them engaged
• A Talent Strategy needs to be flexible and adaptable and change along with
your company. Measure your efforts and continually re-visit your strategy
with fresh eyes to make sure you understand
37
Key takeaways (continued)

38. •
3838
Thank you.
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