Sourcing talent as key recruiting differentiator part 1 A

Recruitment Workshop
Sourcing
in a global talent landscape
Part 1 A
What & How - A STEP process
1
Alexander Crépin
recruitment strategist, coach & trainer
freelance, interim recruiting & management
Alexander Crépin AC@Recruitmentcoach.nl

Sourcing in a global talent landscape
Part 1 A: What & How - A STEP process
Part 1 B: What & How - A STEP process
Part 2 A: Data Landscape Overview
Part 2 B: Sourcing Craftsmanship
Part 3: Sourcing Tools, Methods & Tech
2

Sourcing data driven in the global talent landscape
1 A = 1 B
take time
also when watching on Slideshare

Rapid & Complex
Sourcing Talent
Modern Business & Talent Landscape:
VUCA global village
• Local & global labor markets
Broadband (mobile/smartphone) Internet
Right talent could be anywhere!!
4

VUCA
• Volatile = increasing pace or rate of change
• Uncertain = lack of predictability of future
• Complex = many interconnected parts /variables
• Ambiguous = lack of clarity meaning of trends & events
Volatile, uncertain, complex and ambiguous are closely interconnected items,
and should be seen in close relation to each other
Sourcing Talent

Web 2.0 Social Media :
• Transparency
• Digital Footprints, visibility & traceability
• (Big) Data increasing in type, complexity, diversity,
velocity & interdependence
• Connectivity borderless
• Communication multi-channel - Mobile!!!
• Virtual recruiting channels
Sourcing Talent
6

Data & data for competitive advantage
Sourcing Talent
7

Data & Analytics Revolution
Sourcing Talent
8

4th Industrial (Data) Revolution
• Data is new currency
• The nature of work is going to fundamentally change.
Like in 2nd & 3rd Industrial Revolution
• Work for who? Intensifying War-for-Talent?
• Same debate when moving from Agrarian to Industrial
society whether they would all be employed or not...
Somehow we figured it out ……
Sourcing Talent
9

Data & data for competitive advantage
• Era of Data-driven decision making
• Tech & Tools emerging rapidly ……
• Increasingly investments in entire infrastructure
Ecosystem of data yielding almost real-time
• More valuable insights emerging
• Also to recruit more successfully
Sourcing Talent
10

Universal acknowledgment:
• Success starts with hiring good people
• Recruiting key source of competitive advantage
• Hiring Top Talent requires
Top Recruiting
• Data Driven …..
Sourcing Talent
11

“War for Talent” intensifying for
• High-skilled tech (STEM) workers
• International specialists & managers
• Candidate-driven market
*STEM: Science, Technology, Engineering & Mathematics degrees
Global too high in demand, critical & scarce “commodity”
Sourcing Talent
12

Modern Talent Landscape:
Recruitment (r)evolution:
Past decade has been a whirlwind of change, resulting in
• Increased strategic business impact of recruiting
• Recruiting to directly support business execution
• Much more options in recruiting talent
AND
• Recruiting not that simple anymore!
• Recruiter no longer starting job in HR
Sourcing Talent
13

Today’s Business
Recruiting more complex
• Borderless, international & diverse
• Ongoing, 24/7 & pro-active
• Need for human touch, candidate experience
• Increasingly technology enabled & (Big) Data driven
• Stakeholder cooperation
• Adapting continuously
Sourcing Talent
14

Today’s Business
Recruitment (re)defined:
• integrated set of processes
• to ensure business of external talent supply
• by cooperatively attracting & hiring new talent
• for permanent (and temporary?) positions
• in a data driven, cost-efficient & timely manner
Sourcing Talent
15

Modern Talent Landscape:
Full-cycle Recruitment Processes:
• Strategize
• Attract
• Assess
• Appoint
Holistic point of view: integrated, collaborative processes
Sourcing Talent
16

AttractStrategize
SAAA Corporate Recruitment Model
AppointAssess
Talent
Acquisition
(TA)
Employer
Branding
Hiring
On-
boarding
Selecting
Forecasting
Planning
Engaging
Talent Pool
Talent Acquisition subset of Recruitment
TA: process of attracting, finding, engaging, matching &
pre-qualifying Target Talent
17

AttractStrategize
AppointAssess
Talent
Acquisition
Inbound Outbound
Stimulating interest in market
attracting attention to
• stimulate to apply for job
• Recruiting 1.0
(Pro-) actively identifying talent
reaching out
• to meet / connect
• Recruiting 2.0 & beyond
18

Inbound Getting Attention
Stimulating interest
Content supply & advertising
• To “earn” Target Talent attention
* Target Talent: highly likely to be qualified & ideally interested in job opportunity
Problem:
‒ Most Top Talent NOT looking for new job (in your region)
(passive job seekers or non-applicants)
‒ Active candidates represent less than 20% of total talent
market & less than 10% for high-demand positions
Sourcing Talent
19

Outbound Reaching out
Sourcing Target Talent!
• Find Target Talent
• Engage, convert matching Talent to interested
applicants
• Data Driven ….
Sourcing Talent
20

AttractStrategize
Analyse Search Trace Engage Present
AppointAssess
Talent
Acquisition
A STEP = Sourcing Talent
Outbound
Job Branding
21
Inbound

Inbound and Outbound
• Job Branding
• Job (opening) Specific Content
• Used autonomously (inbound)
AND
• to support sourcing activities (outbound)
Alexander Crépin Recruitmentcoach.nl
Sourcing Talent
22

SAAA Recruitment processes
Integration/ alignment challenge
• SAAA Specialist Building Blocks but……..
• Technology & Tools impact on what is done, when
& who does it, how
‒ Line between disciplines increasingly blurring
Sourcing Talent
23

Your questions ?

Sourcing:
• What ?
• Why ?
• How ?
• Who ?
• When ?
Sourcing Talent
26

Sourcing: What?
Core part of today’s recruiting process by
1. Finding, identifying Target Talent
&
2. Engaging, turning identified Talent into
interested applicants (candidate conversion)
All based on proper (Data) Analysis
Sourcing Talent
27

Sourcing: What?
Sourcing (limited point of view)
= Finding only
• Identifying target talent
• Finding contact data
Using contact data, starting to engage &
qualifying is recruiting!!!!!!
Sourcing Talent
28

Sourcing: Why?
Hiring in time provides competitive advantage, but …
• No / not enough “right fit” applicants
• Top Talent not looking to discover & pursue (global!)
job opportunities (despite employer& job branding)
so …. act, source Target Talent!
Sourcing Talent
29

Sourcing: How?
Finding & Engaging in global (online) market:
1. Data driven, developing & applying talent
& talent landscape intelligence
2. Experience , personal, triggering, with
human touch
Sourcing Talent
30

Sourcing: Who?
Specialists
• very good analytical expertise
&
• good interpersonal skills
&
• savvy applying technology & tools
&
• always learning, acquiring in depth expertise
Sourcing Talent
31

Sourcing: Who?
The Centaur Sourcer *
• Half-human & Half-machine
‒ Craftsmanship to get in touch with Target Talent,
to pre-qualify & gain interest for job opportunity
‒ Very good in using Data Technology & Tools
* Centaur Recruiter Joe Murphy, vice president at Shaker
Sourcing Talent

Sourcing: When?
• Pro-active (Strategic Sourcing):
Ongoing following-up of Workforce Forecast & Plan
to fill talent pipeline, speeding up talent supply
• Re-active (Tactical Sourcing):
On request for specific vacancy, job type / level
NB
when all other inbound methods of (strategic) talent attraction fail
Sourcing Talent
33

Sourcing Data Driven
The Digital Footprint
• Today’s internet is built around People
• Web knows who we are, what we do, where we are &
where we go …….
• Giving pretty much everyone a searchable,
traceable online identity (= data profile)
Sourcing Talent
34

Sourcing 1.0, 2.0 & beyond
Sourcing 1.0
• “Manually” scraping names, social data & CV’s
• Purely tactical function
• Email
Sourcing 2.0 and beyond
• Using advanced tech for (un)structured data search
• Proactive, more strategic
• Targeting Talent who are essentially ‘under the radar’
• Interactive, engaging
• Dealing with the tsunami of data by having expertise to
separate the signal from the noise!
Sourcing Talent
35

Sourcing 2.0 ingredients
Analyse providing intelligence on talent landscape,
target talent & talent competitors etc.
Find name generation
+ resume & social profile discovery
+ checking availability & interest
+ pre-qualifying, checking qualifications
Engage & selling opportunity
+ converting to interested applicants
Sourcing Talent
36

Sourcing 2.0 & beyond ingredients
Analytics & Finding & Engaging
Using
• Data
• Tools
• Methods
• Tech
• Sourcing 2.0 can’t do without
(see part 2 & 3)
Sourcing Talent
37

Sourcing 2.0 How ?
A STEP Process / Cycle
1. Analyse Need & Market, define / refine search
2. Search Leads, find people matching profile
3. Trace Prospects, contact & exchange info
4. Engage Candidates, interest, pre-qualification
5. Present Finalists, shortlisted, best candidates
Sourcing Talent
38

Sourcing A STEP
A - develop target talent (landscape) intelligence
S - find, identify leads, potential new employees
T - get data to connect, match / pre-qualify
E - inform, get attention & gain interest, explore
career opportunity, make apply
P - offer shortlist best matching & interested talent
Sourcing Talent
39

AttractStrategize
AppointAssess
Talent
Acquisition
Employer
Branding
Hiring
On-
boarding
Selecting
Forecasting
Planning
A STEP = sourcing talent
not actively looking for a job, non applicants
Engaging
Talent Pool

STEP Sourcing Funnel
Leads
Prospects
Candidates
Applicants
• Search
• Trace
• Engage
• Present
Sourcing Talent

Analyse
Sourcing (Big) Data Eco-system
Internal External
Tools
Tech
Methods
HR
Recruitment
DiY
(social media etc.)
3rd parties
Survey’s Public Data

A* STEP Sourcing Funnel
Leads
Prospects
Candidates
Applicants
• Search
• Trace
• Engage
• Present
Sourcing Talent
Talent
Pool
*Analytics for
Targeted Sourcing
Less & Better Leads
*

Sourcing A STEP process / cycle
A professional standard
• Repeatable, consistently executed procedure
• Ensuring footing
• A STEP principles remain unchanged!
• Regardless type/level of job to search for!
• Always follow the Process , but Process is never the goal!
• Allowing practical execution freedom
• Process is to ensure efficiency & effect/result
Sourcing Talent
44

Sourcing A STEP process / cycle
A professional standard
• Enables to collaborate more easily
• Establishes a certain minimum quality level
• Enables to measure & compare more adequately
• Enables to learn & improve A STEP by A STEP
Sourcing Talent
45

Sourcing: A STEP Process
1. Analyse Need & Market, define / refine search
2. Search Leads, find people matching profile
3. Trace Prospects, contact & exchange info
4. Engage Candidates, interest, pre-qualification
5. Present Finalists, shortlisted, best candidates
Sourcing Talent
46

AttractStrategize
AppointAssess
Talent
Acquisition
A STEP = Sourcing Talent
Outbound
Job Branding
47
Inbound

Sourcing: Analysis because (1)
Preparation is Key to success
• Without finding Talent is like looking “needles in
(internet) haystacks”
• Quality of input = quality of output!!!!
Garbage in = Garbage out
“Give me 6 hours to chop down a tree & I will spend the first 4
hours sharpening the axe.” – Abraham Lincoln
Sourcing Talent
48

Get better Insight to:
• Optimize recruiting/sourcing/hiring strategy
• Attract more & better qualified candidates
• Minimize attrition
• Improve metrics cost, time spent, ……
• Improve “fun-to-hire”hiring stakeholders satisfaction
Sourcing Talent
49

Guiding efficient & effective Sourcing
• Analyse market & Talent/HR Data
• knowing – in advance – major external variables
• Make Informed Decisions how, where to search
& engage optimally, to make or buy?
• Following Data Driven developments in other
business functions
Sourcing Talent
50

• Managing Hiring Manager expectations,
prevent unrealistic profiles & time frames
• Ensure realism about requirements
• Prevent looking for
‒ “purple squirrel”
‒ Talent qualified to play more roles than required
Sourcing Talent
51

Sourcing Hiring manager
Clarity about Who to look for …..
• “fit to profile” (majority) Specific what to search.
Want job specs almost fully match talent profile
• “decide as we go along” Think to know what to
search for but change mind meeting candidates
• “fit to talent” Have open mind on available talent,
see long term, seek people who are flexible Hire for
attitude & train for skills
Sourcing Talent

Sourcing: Analysis for Perfect?
NB
• A profile isn’t a checklist, it’s a wish list!!!
• Most talent don’t fit ALL the job specs!!
• Stop searching for ideal, perfect candidates!
• Disillusioning when “a perfect” candidate is
rejected before interview, not matching ALL specs
Sourcing Talent
53

Sourcing: Analytics types
Sourcing Talent
54

Sourcing Questions to Analyse
• All analytics for better comprehension
begin with asking the right questions!
… “If I had an hour to solve a problem
I'd spend 55 minutes thinking about the problem &
once I know the proper question ……
I could solve the problem in less than 5 minutes
― Albert Einstein
Sourcing Talent
55

Sourcing Analyse what?
• Historic, past experience data in ATS etc.
• Analyse & summarize need, check profile
• Analyse Key Target Talent Profiles, Personas
• Analyse external talent landscape
• Analyse & (re)define sourcing mix / channels
• Check if job branding materials/info are OK
• Check Job/brand ambassadors involvement
• Chose, adjust or develop new search strategy
Sourcing Talent
56

Sourcing Analyse Historic data
• Referral history
• Recent hire & exit data
• People & reasons for turning down job offer
• Previously used hiring sources
Sourcing Talent
57

Sourcing Analyse = Check
• Workforce Forecast Plan
• OK of job branding materials/info
• Job/brand ambassadors
• Get OK hiring manager (recruiter, HR) for Sourcing
Blue Print
Sourcing Talent
58

Sourcing Analyse to Develop Profile
• Make / develop & refine
• List of (search) keywords, jargon & phrases
job-title variations, synonyms, technologies
• which search keywords sending most career
site traffic?
• For this specific / this type of role
• In this (type of) industry
• Check with insiders in and/or outside company
Sourcing Talent
59

Sourcing Analyse to Develop Profile
Begin by
• Defining “hard data”, “must haves” to search
& match
• Determining key performance areas of open
position
Sourcing Talent
60

Sourcing Analyse to Understand Profile
Beyond Job Description
• Understanding WHY Talent might consider job
• Knowing WHAT & HOW to catch attention
• Beware of Stereotyping
• Sourcers, recruiters & hiring managers sharing insight
why Target Talent might consider your offer
Sourcing Talent
61

Beyond Job Description
What usually is important to most talent:
• Real work challenge(s), impact, now & in near future,
• State of the art technology, methods & models
• Team & manager
• Company culture
• Development options / Learning curve
• Career path / perspectives
• Comp & Ben
Sourcing Talent
62

Loyalty
Sourcing Talent
Younger generations want advancement & challenge
while older generations prefer the same industry
63

Passive & Active job seekers research
Sourcing Talent
Source: Pierpoint
66

Reasons for joining a company research
Sourcing Talent

Reasons for a career switch research
Sourcing Talent
Source: Linkedin
68

Sourcing Talent
Source: Linkedin
69

Sourcing Talent
Source: Linkedin
Younger generations want advancement & challenge
while older generations prefer the same industry
70

Employee Satisfaction Predicting of
openness to switch
Sourcing Talent
Source: Linkedin
71

What do you know about Target Talent?
• Check Employee opinion / satisfaction survey’s
• Check recent hires & exit interviews feedback
• Identify relevant sites, communities & forums. Find
topics of target talent interest & issues they share
• Similar or relevant profiles (People also Viewed)
• Check subject matter expert(s), in- and/or outside
• Use a free service like Google Trends
Sourcing Talent
72

Talk to current top jobholders
Get coffee/lunch for feedback & opinion on
• who should be hired and why as well as who shouldn’t!
• what skills do they think are important?
• get help with terminology & basic screening questions
• how did they get hired?
• how did they find their current job?
• get a feeling of personality type that will fit the team
• ask their opinion on the best internet sources to search
Sourcing Talent
73

How describe themselves on internet & in resumes?
• What is preferred Language
• What synonyms of Job Titles used
• What is mentioned & what is probably left out?
• What profile & skills terms?
• Typical career path development!
• Relevant organisations, associations, standards
• Schools, courses degrees, licences, certifications
Sourcing Talent
74

How describe themselves on internet & in resumes?
• What is preferred Language (in LinkedIn profile)
• Look around / analyse some representative public
LinkedIn profiles
• Look at other words & phrases that seem unique to
your target profile
• Look for alternatives NOT commonly to be used
elsewhere on someone’s LinkedIn profile
Sourcing Talent
75

What does Marketing know?
• What kind of data / information does Marketing
have about Target Talent type of customers?
• What customer Profiling tools/techniques could be
“borrowed”, could be helpful?
Sourcing Talent
76

What to be learned from Marketing?
• …… Recruiting should take a page from
marketing's playbook to focus on finding &
connecting with people same way marketing
does -- only candidates are consumers ……
Leela Srinivasan, CMO Lever ATS
Sourcing Talent
77

How to attract specific type of talent
What is their intention, what is driving them?
• Entrepreneurially - minded professionals
• Female managers in country X,Y or Z
• Millennial candidates
• Gen X candidates
• Foreign candidates, Germans, British, French, Polish,
• Etc.
Sourcing Talent
78

10 Promising Profiles benchmark
• What is “DNA” of top employees? Why?
• Who presently best functional managers?
• Where do best employees come from?
• What key professional differentiators in job?
• Etc.
• Check HRIS / Performance Management system
Sourcing Talent
79

10 Promising Profiles benchmark
• Look for tools to analyse Top 10-20 best
profiles to generate keywords for “super
search query”
• Better keywords to reflect a better search &
generate better search results
NB
• Have a close look!!! Hiring a manager in China or in
Silicon Valley can require quite a different profile !!!!
Sourcing Talent
80

Sourcing Analyse
Understand Profile Linkedin Topics
Sourcing Talent
JAVA
81

Sourcing Analyse
Understand Profile Linkedin Topics
Sourcing Talent
82

in 2020 workplace
Long term perspective, future potential
The 2020 workplace will be
• Fluid
• Flexible
• Mobile
• Global
• diverse in age and ethnicity
• Collaborative
• Hyperconnected
Sourcing Talent
83

Sourcing Understand Todays mindset
Sourcing Talent
84

Company culture
• Know your culture to match candidates that fit!
• Define key words representing culture
• Identify competencies related to core values
• Train hiring managers in assessing core values fit
• Tell company “culture” stories to engage
• As 21st century talent / millennials also looking for
company culture fitting their values & ambition
Sourcing Talent
87

Sourcing Analyse Market, Talent Landscape
• Managing Hiring Manager’s expectations
‒ Insight in supply (options)
‒ Insight in competition
‒ Awareness of need of networking collaboration
‒ Understanding of Talent Scouting importance
Sourcing Talent
88

• Define & explore labour market data sources
• Map Target Talent regardless of employment status
• Define Target Companies in market (list & blacklist companies)
• Which channels for job hunting & personal branding?
• Explore relevant circles of influence
• Locate talent per region, country, town etc.
• Identify parallel industries
• Analyse (social) network of (former) employees
Sourcing Talent
89

Market, Talent Landscape
Sourcing Talent
90

Sourcing Talent
91

• Current talent market insight essential for
successful execution of any recruiting initiative!!!
• Present demand for requested skillset
• Competitors sourcing this type of talent?
• Develop Competitor Intelligence
• 3 Tier mapping of business competition Business
competitors? Competitor’s competition? Competitor’s competition’s
competitors?
Sourcing Talent
92

Developing Competitor Intelligence
• Target companies to find talent!
• Competitors & vendors insights to “sharpen” branding
• Develop & monitor a host of target social networking,
industry forum & conference/ exhibition sites
• Use company database of Dun & Bradstreet etc. as
source!
Sourcing Talent
93

Sourcing Analyse Market Buzz
On social media, on forums etc.
• Listen on for example on Twitter
• Find out know what competitors are up to
• Find out what the industry’s buzzing about
• Find out the main topics on forums
• Put 10 minutes per week to check out the top 3
competitors to see what they’re tweeting about
• Incorporate this information in search & engagement
Sourcing Talent
94

Sourcing Talent
Source: Linkedin95

Total Talent Management to complete work
Concept of considering the full range of sources:
• Employees
• Contingents
• Outsourcing (in-house & outside)
• Automation
Sourcing Talent
96

Sourcing Analyse How Search best?
• Describe challenge on basis of analysis, market scan
• Identify mobile, digital & social touch points
• Provide list of industry keywords or job titles
• Identify Tags & its community & content to search
• Create Queries, information needs & define critical
candidate qualification variables
• Define Sourcing Mix, incl. methods & tools to use
Sourcing Talent
97

Sourcing Analyse Where Source best
Nearby sources first
• Previous applicants
• Pipeline candidates
• Former employees, alumni
• Inbound (applicant) candidates
• Referred candidates
• Social network candidates
• Internet sourcing candidates
Sourcing Talent
98

Analyse previous hiring sources (mix)
• Online advertising (job boards, social media, SEO)
• Direct sourcing (search job boards, social media, forums or web)
• Referrals (internal or external)
• Phone sourcing
• Headhunting
• TV & radio ads
• Print ads
• University programs
• Events
etc
Sourcing Talent
99

Analyse previous hiring sources (mix)
• Recruiting uses approx. 12 different sources together
with ATS/HRIS/HRMS
• Over time countless data points, together could
provide very valuable insight!!
• Cost & Benefits of this kind of analytics likely to drop in
coming years
Sourcing Talent
100

• Identify possible new Talent channels
• How many potential candidates in currently
identified sourcing channels?
• What is quality of leads?
• What options to directly communicate?
• Which are you offering best ROI?
• Options to diversify sourcing channels ?
Sourcing Talent
101

Example possible new Talent channel
• Looking for program management experienced
talent & is PWC a target company?
• Search PWC publications, whitepapers etc.
• A quick site search gives almost 20,000 results
• Have a look at one & find names + title + email + phone
• So next search could be refined to focus
NB string string
• site:pwc.com inurl:publications “*@us.pwc.com” “program management”
Sourcing Talent
102

Linkedin
• LinkedIn did for resume what Indeed did for job
postings ….. opening the market for everybody!!
• Result: no longer enough to make it easy to be
found by target talent, or to find candidates yourself
• You have to do both and …. better than companies
competing with you for top talent!!!
Joel McLean CEO HireGrid
Sourcing Talent
103

• Develop & Refine Search (query) archive
• What are shared Best Practices & why
• Look online for tips & tricks for this group of
talent
• Test/quick scan validity of text data mining
options, keywords, sites etc.
Sourcing Talent
104

Last but not least!
• Keeping your eyes & ears open for
talent, wherever you are, whatever you
do!!
• Talent Scouting part of your company /
professional / personal DNA
Sourcing Talent
105

Direct and/or indirect, connected
• Direct: developing a list of names of potential new
hires
• Indirect: finding talent via “connectors” network
searching on hiring teams’, co-workers’ connections
For example:
• Scrum leaders to identify great Ruby developers
• Corporate buyers for finding best national account managers
Sourcing Talent
106

Sourcing Analyse, a summary
Take time to really understand data about
• Position
• Target talent specifics
• Talent Landscape, labour Market demand & supply
• Competitors
to select for the search query the right titles, skills,
technologies, companies, responsibilities, terms, etc.
to include (or purposefully exclude!)
Sourcing Talent
107

Use the analytics for finalizing the profile
• Search criteria / keywords (facts)
• Hiring criteria (soft skills)
• Job Branding material(s)
Sourcing Talent
108

Take time to make “killer” job profile
• Invest in top Job Branding material(s)
• Use your analytics for (re)writing the job profile
• Don’t mind to invest several hours to (re) write
• Be as specific as possible about challenges potential
hires must tackle
• Minimize using corporate speak in specs
• Ideally, you want applicants to be excited about problems to
be solved & even start to think of ideas for doing so!
Sourcing Talent
109

• How find target talent for a vacancy or the talent
pool?
• Finding the right match almost always comes
down to the right keywords
• Experience & creativity for interpreting
collected data & gained insight, to develop a
smart search strategy
Sourcing Talent
110

Next
Sourcing
in a global talent landscape
Part 1 B
What & How - A STEP process
112
Alexander Crépin
recruitment strategist, coach & trainer
freelance, interim recruiting & management

Sourcing in a global talent landscape
Part 1 A: What & How - A STEP process
Part 1 B: What & How - A STEP process
Part 2 A: Data Landscape Overview
Part 2 B: Sourcing Craftsmanship
Part 3: Sourcing Tools, Methods & Tech
113

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