Great hiring doesn\'t happen by accident; it\'s the culmination of a series of thoughtfully planned and well executed events. At the beginning of hiring well is a sourcing strategy. This strategy outlines responsibilities, articulates the steps, plans for contingencies, and defines success.
Building this strategy can be difficult. To be effective, it should include a robust audit of source effectiveness, ROI measures, and cutting-edge methods. It is a toolkit that will address holistic sourcing approaches but be flexible enough to be tailored for unique needs.
talent acquisition is the method of seeking experts, leaders, potential managers or other skilled professionals strategically for a particular role within the company.
https://www.talentrecruiter.in/talent-acquisition
Best Practices in Recruiting Today - High-Impact Talent AcquisitionJosh Bersin
Preliminary findings for Bersin by Deloitte 2013 High-Impact Talent Acquisition research. What drives business impact in corporate recruiting today? What are the top practices to focus on? Presented at iRecruit conference June 2013.
talent acquisition is the method of seeking experts, leaders, potential managers or other skilled professionals strategically for a particular role within the company.
https://www.talentrecruiter.in/talent-acquisition
Best Practices in Recruiting Today - High-Impact Talent AcquisitionJosh Bersin
Preliminary findings for Bersin by Deloitte 2013 High-Impact Talent Acquisition research. What drives business impact in corporate recruiting today? What are the top practices to focus on? Presented at iRecruit conference June 2013.
Sourcing talent as key recruiting differentiator part 1 A Alexander Crépin
Talent Sourcing is a core part of recruitment. In the War-for-Talent
In the first part you learn about What sourcing is about How to Source data driven.
We use the A STEP model, part of the SAAA data driven recruitment model.
Completely align the Recruitment Strategy with the business plan, so as to stay head of the curve with the leaders in recruiting Top Talent from the industry.
Recruiting Metrics - Strategic and Tactical KPIs for Talent AcquisitionMaia Josebachvili
This is the deck I presented at the Social Recruiting Strategies in Boston. It presents how to create recruiting reports and uses Greenhouses' actual data as a case study to see how tracking recruiting metrics can improve your overall process.
Related Article for context:
http://www.eremedia.com/ere/you-can-tell-your-talent-acquisition-story-to-business-leaders-in-one-page/
Over the years I have been asked by Talent Acquisition and HR leaders what is the best scorecard that you use to set expectations and educate executive leadership against Key Performance Indicators (KPI’s).
Rather than just continue to have those conversations one at time, I thought it might be helpful to share the scorecard template that I have landed on that produces the best outcomes I have found based of years of trial and error experience.
Talent acquisition,definition,sources of recruitment,action steps in recruitm...Devika A K
Talent acquisition,definition,sources of recruitment,action steps in recruitment,alternatives to recruitment, selection process,orientation and induction, induction process.
Sourcing talent as key recruiting differentiator part 1 A Alexander Crépin
Talent Sourcing is a core part of recruitment. In the War-for-Talent
In the first part you learn about What sourcing is about How to Source data driven.
We use the A STEP model, part of the SAAA data driven recruitment model.
Completely align the Recruitment Strategy with the business plan, so as to stay head of the curve with the leaders in recruiting Top Talent from the industry.
Recruiting Metrics - Strategic and Tactical KPIs for Talent AcquisitionMaia Josebachvili
This is the deck I presented at the Social Recruiting Strategies in Boston. It presents how to create recruiting reports and uses Greenhouses' actual data as a case study to see how tracking recruiting metrics can improve your overall process.
Related Article for context:
http://www.eremedia.com/ere/you-can-tell-your-talent-acquisition-story-to-business-leaders-in-one-page/
Over the years I have been asked by Talent Acquisition and HR leaders what is the best scorecard that you use to set expectations and educate executive leadership against Key Performance Indicators (KPI’s).
Rather than just continue to have those conversations one at time, I thought it might be helpful to share the scorecard template that I have landed on that produces the best outcomes I have found based of years of trial and error experience.
Talent acquisition,definition,sources of recruitment,action steps in recruitm...Devika A K
Talent acquisition,definition,sources of recruitment,action steps in recruitment,alternatives to recruitment, selection process,orientation and induction, induction process.
Recruitment and selection powerpoint presentationAndrew Schwartz
Having the highest performing employees is critical for the success of an organization but too often the best candidates can be hidden among stacks of scripted resumes. Hiring managers must learn strategies to find and select the right candidate. The Recruitment and Selection Powerpoint Presentation offers slides on topics such as: 27 points on creating a recruitment strategy, 24 slides on methods of recruiting, 10 tips for how to review resumes, 5 slides on evaluating interviews, 5 points on making the final decision, 17 points on assessing recruitment and selection strategies including 3 steps on how to benchmark these strategies, 15 slides on training and retention including 6 tips to increase retention and 8 tips for implementing training programs, 6 slides describing the legal issues, 4 slides for final action steps and much more. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
Talent Sourcing and Matching - Artificial Intelligence and Black Box Semantic...Glen Cathey
A deep dive into resume and LinkedIn sourcing and matching solutions claiming to use artificial intelligence, semantic search, and NLP, including how they work, their pros, cons, and limitations, and examples of what sourcers and recruiters can do that even the most advanced automated search and match algorithms can't do. Topics covered include human capital data information retrieval and analysis (HCDIR & A), Boolean and extended Boolean, semantic search, dynamic inference, dark matter resumes and social network profiles, and what I believe to be the ideal resume search and matching solution.
In today's competitive talent market, you need the ability to aggressively seek and go after ideal candidates.
Use these three basic sourcing techniques to get more proactive with your recruiting!
Emphasis on the importance of human resource planning early on in the start-up process by looking at the legalities of hiring employees, the process of recruiting and how to manage and pay employees.
Content strategy for information professionals: slides from LIKELauren Pope
My slides from a talk/workshop I did for London Information and Knowledge Exchange (LIKE). LIKE is a community for information and knowledge professionals, and I went along to talk about content strategy and go through some exercises to help the attendees see how they could use it in their roles.
4 Steps to a Compelling Employer Brand from ScratchAndy, Xinbin Hu
While 72% of recruiting leaders worldwide agree that employer brand has a significant impact on hiring, just 55% have a proactive employer brand strategy*.
If you belong to one of the 45% of companies who do not have a proactive employer brand strategy, getting started can feel daunting.
In this APAC webinar, LinkedIn Employer Brand specialists will show you how you can build a compelling employer brand in-house and from scratch. You will learn:
How to setup your employer brand project for success
How to develop your Employer Value Proposition
How to plan your employer brand communications
How to rollout your employer brand
Robin J. Phillips presents "Getting LinkedIn -- Sourcing through Social Networking," a free, one-hour webinar sponsored by the Donald W. Reynolds National Center for Business Journalists.
For more information about free training for business journalists, please visit businessjournalism.org.
Jobhunting and the Absence of Online PrivacyJim Stroud
This presentation explains the importance of your online reputation, how to build it and how to protect it. Use the tips in this presentation to take your job hunting to the next level. And please, do pass it on to others that could use the advice.
Maximizing the Individual and Organizational Impact of Professional DevelopmentHuman Capital Media
As the business environment (globalization, speed of change) and organizational structures (flatter, matrixed) have changed, the employee’s role in professional development has expanded. Traditional approaches to development have often neglected to align the needs of the business with the career ambitions of the employee — putting the company at risk of losing key talent.
Join Scott Mondore from Strategic Management Decisions as he shares ideas on how to maximize the value and business impact of professional development programs while helping employees realize their career aspirations and goals. Learn:
How to link employee career development to measurable business outcomes.
What role managers and organizations should play in their employees’ professional development.
How to assess employees’ professional needs, aspirations and skill gaps.
Practical tips on how to best implement professional development in your organization.
How to balance preparing for short and long-term business challenges and opportunities.
While organizations have evolved substantially in how they develop a strong pipeline of leadership talent, some significant gaps still exist. The overall inability to discover and quantify the people-drivers of business outcomes continues to hinder the succession planning process within organizations. We provide you with an approach to create a succession planning process that assesses your talent based on the competencies, skills, experiences and other elements that affect business outcomes, while quantifying the quality of your talent pool. A customizable succession planning scorecard is provided to show you how to have the most impact on the business when planning your next talent moves. This presentation will show you a succession planning process that:,
• Focuses talent decisions on key drivers of business
• Incorporates analytics into talent assessments
• Creates metrics based on the overall quality of your talent pool
• Utilizes performance and potential reports that are business-focused
IBM Smarter Workforce Summit Toronto 2015: What is Your Critical Skills Gap? IBM Smarter Workforce
IBM Smarter Workforce Summit Toronto 2015: Gordon Ritchie, Product Evangelist, Enterprise Talent Frameworks, IBM, presents: What is Your Critical Skills Gap?
3. Paul Hamilton – at a glance
MY CAREER MY CONTRIBUTIONS MY LIFE
14+ years of global recruitment Continue to support the My beautiful family – Heather
experience for Fortune 100 movement to have recruiting my amazing wife and our 3
companies and start-ups recognized as a critical incredible boys
strategic function required to
Currently Director of Talent Soccer – 3 months away
achieve business success
Strategy & Programs for Rogers from the World Cup!
Communications Inc Delivered over 60
Trying to break 80 in golf
presentations on various
2 years of recruitment agency
components of recruiting in 4 Recruiting – Developing and
experience
continents (North America, searching for new ideas and
Sourced over 693 corporate South America, Europe and innovations designed to
hires (goal is 1,000) Asia) improve the effectiveness,
quality and reputation of our
Still learning Pay it forward - continue to
industry
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mentor new recruiters as I was
mentored by Rob McIntosh
4. 1 Top 10 Recruiting Guiding Principles
1. Recruiting isn’t rocket science...but it is a science
2. Use the 80/20 rule
3. Start at the finish line
4. Every position should have a sourcing strategy
5. Sourcing includes reactive techniques too
6. The candidate is a consumer....the consumer is a candidate
7. Embrace social media...it’s here to stay
8. There are 4 active generations in today’s labour market
9. Connect. Collaborate. Communicate.
10. Measure...then measure again...and again...and again.
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5. 2 “SOURCED-2-WIN” Recruitment Strategy
“SOURCED-2-WIN” is a methodology designed to help the recruiter and hiring manager create a sourcing
strategy aimed at improving the talent acquisition process. It describes the key components required
to successfully complete a full recruitment cycle while ensuring both parties are aware of their shared
accountabilities in the sourcing process.
SOURCED-2-WIN
Recruiting
Set-up OUtcome EDucate
Channels
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7. 3 Set-up (Workforce Planning & Prioritization)
Define the criticality of a role to determine size, scope & sourcing strategy resources required to
achieve successful hiring outcome.
• Compliance (SOX)
Mission Critical • M&A
• Training costs exceed $50k
• 2x longer than Avg. Time to Fill
Hard to Fill • Supply/demand in labour market
• New skill to organization
• Negative Customer Satisfaction
Significant • Bottom line revenue/profits
Business Impact • Decrease in employee productivity
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8. 2
3 Set-up (Recruiter Capabilites)
Strategic Talent
Acquisition
• Advanced sourcing
Recruiting skills
Generalist • Strong networking
capabilities
• Relationship • Plugged into the
Recruiting based
Coordination network/talent
recruiting community
• Transactional • Leverage • Art and science of
• Quantity traditional Sourcing
• Tactical recruiting • Quality
• 2-3 years channels • Strong CRM
experience • Metrics driven capabilities
• High volume • General area • Tools agnostic
recruitment of discipline • 5-10+ years of
• 3-7 years experience
experience
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9. 4 OUtcome (Expectations & Consequences)
Performance indicators must be established with the hiring manager
before the recruiting process begins
Candidate pipeline development should be tracked against key/critical
roles (reward recruiters for developing a sustainable sourcing channel)
Turnover by Length of Employment
< 30 days = recruiting/selection process
30 – 90 days = onboarding/training
90 – 180 days = training/perception of long term opportunity
+180 days = performance management/perception of long term opportunity
Align recruiting metrics with existing business performance objectives
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10. 4 OUtcome (Key Performance Indicators)
Metric Definition
Performance of the On the job performance ratings after 6 & 12 months
Hire
New Hire Failure Rate % of new hires in key jobs who were terminated in first
12 months
“Need”/Start Dates Met The % of key positions filled by the managers
designated “need” start date
Give Away/Take Away The # of employees in key jobs that were “poached”
Ratio from a competitor compared to the number they
“poached” from us
Manager & New Hire % of key managers, new hires in key jobs and
Satisfaction applicants for key jobs that are satisfied with the hiring
process
Referral Rate The % of hires from referrals (both internal/external)
Quality of Source The % of applicants for key jobs came from top
sources
Source: Dr. John Sullivan, Top Metrics for Demonstrating the Impact of the Recruiting Function, ERE Webinar, Nov 29, 2007
Jigsaw
11. 4 OUtcome (Onboarding)
Key phases in the on-boarding process
Prior to candidate New candidates are New employees
selection, hiring directed to the and managers
managers complete orientation portal that complete tasks
provisioning of key provides information during the first six
assets (facilities, relevant to their months of a new
computer, blackberry) upcoming position hire’s employment
Pre-
Pre-boarding Boarding Orientation Employee Employee
Requisition Offer Portal Provisioning Induction
Acceptance
New potential candidates Employee information is received
directed to complete their from HRMS, and the Hiring
offer acceptance online, and Manager is invited to complete the
key information is collected provisioning tasks that grant
(contact information, banking assets and access to their new
details, SIN, etc.) employee
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12. 4 OUtcome (Onboarding – Performance Metrics)
Manual Paper Based Process (Before)
Recruitment Volumes Corporate High Volume Total
Total Hires 2,858 5,130 7,988
Hires/Month 239 428 667
Average Time to Fill 7 weeks 3 Weeks 5 Weeks
Average Turnover 11% 40% 31%
Pages per Offer 48 86 578,364
Trees ( 8,333 pages/tree) 16 53 68
Approval Signatures/Offer 3 7 44,484
Avg Time to Receive Offer 14 Days 8 Days 11 Days
Courier Cost/Offer Package $14,290 ($5.00) $92,340 ($18.00) $106,630
Days to Productivity/New Hire 6 Days (Avg) N/A 17,148
Cost of Lost Productivity $1,991 (Avg) N/A $5.7 Million
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13. 4 OUtcome (Onboarding – Performance Metrics)
Automated Process (After)
Average time to receive an offer - 11 Days down to 1 Day
Process
eSignatures for approval & offer acceptance - 44,484 down to 0
Efficiency
Auditable, standardized process
Days to productivity - 6 Days trending toward 1 Day
Employee satisfaction with on-boarding process is at 95%
Productivity
Manager satisfaction with on-boarding process is 91%
New employees are more prepared on Day 1
Average employee turnover – 40% to 29%
Cost Savings Represents an annualized savings of $3.8M
Courier costs – $100,000 annual savings
Eliminated 578,364 printed pages
Green Impact Saving 68 trees in the process
Reduction in physical record storage requirements
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15. 5 Recruiting Channels (Recruiting 2.0)
Technology will continue to transform the way we recruit talent. Future predictions include intelligent
search capabilities (Semantic Search), mobile recruiting, and advanced CRM capabilities.
Recruiting 1.0 Recruiting 2.0
Print, paper based recruiting Cloud computing/recruiting
Newspaper advertising Integrated online/offline campaigns
Job fairs, career fairs Online virtual communities
Post and hope Targeted interactive engagement initiatives
Head-hunters Agency partners (accountability)
Cold calling Social researching (Linked In)
Job boards Niche job boards & search engines
Core recruiting hours (11 -7) 24/7 – candidates are always on
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16. 5 Recruiting Channels (Talent Community)
A Talent Community is.....
An organized group (database/website) of individuals.
Where employers can interact with current and future prospective
employees.
To communicate currently active or future job opportunities.
Using enhanced and/or automated technology
Which enhances both the employers ability to find/fill opportunities with
the best possible candidate.
And where candidates are aware of the best possible opportunities to
maximize their careers based on their specific skills and interests.
Source: Steven Chen, Recruitment Marketing Strategy Manager, IBM (July 10, 2009)
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19. 6 EDucate (Shared Accountability)
Both parties are required “2-WIN”.
Hiring Manager Recruiter
Scope & deliverables Recruitment procedures & processes
Organizational & business structure Recruitment Channels
Assessment of current team skills & Interview process & candidate
gaps management
Succession planning Expectations & consequences
Criticality of role (Core, Key, Critical) Recruitment challenges
Business Overview Competitor overview
Long term growth opportunity Service Level Agreement
Current top performers Regular updates
Key Performance Indicators Talent Market Intelligence
Onboarding Recruitment costs
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20. 7 Final Thoughts
Create an agile sourcing strategy that can flex with changing conditions
Interview your hiring manager’s boss to get a real perspective on the
importance/criticality of the job
Connect business strategy with sourcing strategy
Integrate the Recruiting, On-boarding, HR, and IT processes in one
Talent Management Framework (reduce silos)
Align recruiting technology with the reality of the mobile workforce
Communicate & educate to hiring managers
Eliminate redundant HR activities
Recruit by life stages, not just generations
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21. 8 Sourcing Resources
Source Name & URL Description
Boolean Black Belt Leveraging social networks, resume databases
www.booleanblackbelt.com and the internet for sourcing & recruiting
Cloud Recruiting Michael Marlatt`s insightful perspective on how
www.cloudrecruiting.net Cloud computing continues to impact the
recruitment landscape
Jigsaw Global directory of companies and business
www.jigsaw.com professionals (contact information)
StaffBytes Cutting-edge training for recruiters, sourcers,
www.staffbytes.com researchers and human resources professionals
Corporate Recruiting The Journal for Corporate Recruiting Leadership
Leadership is the only publication specifically designed by
www.crljournal.com and for recruiting leaders
Saratoga Measure the efficiency and value of your
www.pwc.com/ca/saratoga recruiting organization.
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22. 9 Q&A
Thank-you
For more information:
Paul Hamilton
Office: (416) 935-6132 or Mobile: (416) 816-0277
paul.hamilton@rci.rogers.com
http://ca.linkedin.com/pub/paul-hamilton/7/678/11b
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