Sourcing productivity final

1. title
title

2. what is the ultimate contribution
of a sourcer?
hire
submission
lead
identified
HM
interview
recruiter
interview
offer

3. 3
submission
lead identified

4. 4
hire
submission
lead identified
HM interview
recruiter interview
offer

5. 5
business case
 standard production requires standard procedures
 need for high quality control over each production step
 production is automatized and repeatable and owned by the sourcer
 injected by LEAN  waste reduction
 continuous process improvement

6. 6
Creating sourcing microsteps
8 sourcing microsteps
1. Pipeline
2. To Be Contacted
3. Contacted
4. Requested More Info
5. Candidate Not Interested
6. Application Received
7. Rejected by Sourcer
8. Candidate Submitted

7. 7
Creating sourcing microsteps
8 sourcing microsteps grouped into 4 action items
 Candidate Identification
1. Pipeline
2. To Be Contacted
 Candidate Connection
3. Contacted
 Candidate Engagement
4. Requested More Info
5. Candidate Not Interested
6. Application Received
7. Rejected by Sourcer
 Screening & Submissions
8. Candidate Submitted
I
C
E
S

8. 8
I C E S

9. 9
I C E S
If C/I is lower...
 Too many non-contacted candidates
 Building pipeline?
 Conduct talent mapping?
 Realized late mismatched profiles?
 Unsure about candidate profile?
 Misunderstanding/lack of clarity of the job profile?
 Need to recap on Vacancy Intake?
>95%

10. 1
0
I C E S
If E/C is lower...
 Too many non-replied/non-engaged candidates
 Contacted non-relevant profiles?
 Using not good enough email/phone content?
 Lack of call to action?
 Overdose? Credibility issue?
 Country specific?
 Other reasons (e.g. holiday season)?
>66%

11. 1
1
I C E S
If S/E is lower...
 Too many non-submitted candidates
 Can sell the position?
 Can close the deal (call)?
 Overqualify?
 Too many unknown info for the candidate?
 Was not precise enough in searching?
>15%

12. I C E S
 standardized sourcing production
 control time spend and motion/activity made
 predict cost spend
 plan and forecast productivity
 channels
 countries
 clients
 bring in continuous delivery improvement

13. 1
3
97%
 Pretty significant profile results
 Easy-to-connect
71%
 Good reply rate
 Common communication channel
 High no interest ratio (62% of all
engaged)
11%
 Very low submission rate
 Hard to sell
 Hard to close
13 1
I C E S

14. 1
4
96%
 Pretty significant profile results*
* Based on 60+ different sourcing channels
73%
 Exceptional reply rate
15%
 Standard submission rate
9 1
I C E S

15. 1
5
94%
 Just OK 1st conversion rate
 Could find better quality
candidates
81%
 Excellent reply rate because
contact details are added
21%
 Semi-active candidates
6 1
I C E S

16. 1
6
I
C
E
S
client 1 client 2 client 3
The same
technician job in 4
countries. A lot of
talent pool building,
strong employee
referral channel.
Similar, four Nordics
countries.
New client, quite
attractive brand but
a rather special
one. Only
Luxembourg-based
jobs but the
sourcing scope is
international.
Mature RPO client,
serving some 20+
countries in EMEA.
Widely diverse jobs
(Engineering, R&D,
IT, Sales etc.).
Almost unknown
brand.
70% 99%
46%
35%
98%
82%
23%
72%
56%

17. 1
7
I
C
E
S
client 1 client 2 client 34 7 6
1
submission
70% 99%
46%
35%
98%
82%
23%
72%
56%

18. L x
T
= SP
# of qualified candidate leads
Quality
C/I x E/C x S/E
(conversion rate)
Time spend SOURCING
PRODUCTIVITY
Q

19. 1
9
implementation
 Training, training, training, training, training, traini.....
 Give ownership to Sourcers on production
 Steering on output rather than input
 Bi-weekly sourcing performance reports
 Piñata Day

20. 2
0
piñataday
 Boost the last conversion rate (S/E)
 No new leads, no new reqs –> calling only!
 S/E: 9,6%  15,6% over 10 weeks

21. what is the ultimate contribution
of a sourcer?

22. 2
2
I
C
E
S
client 1 client 2 client 3
H
4 8 7
1
hire
11 50 41
95%
72%
56%
24% 13% 13%
98%
82%
23%
99%
46%
35%

25. sourcer productivity calculator
200+ shares | 1.000+ visitors
thebalazs.com
here!

26. key take-aways
1.sourcers are here to make hires
together with the recruiters
2.productivity targets must be
set realistically and based on
math (conversion ratios)
3.sourcing productivity can be built
as a „LEAN factory”
Sweet and
easy

27. 27