The document discusses the challenges and inefficiencies in building talent pipelines in recruiting, emphasizing the need to align candidate availability with hiring demands. It critiques traditional proactive recruiting methods and advocates for a just-in-time approach, which focuses on having the right candidates available when needed, thus reducing waste. The author stresses the importance of understanding both candidate and business needs while improving candidate experiences through effective recruitment strategies.

1. Photo credit: Xiaojun Deng http://bit.ly/1rEJbKj
How to BuildTechTalent Pipelines
Presented by Glen Cathey @Talent42 2014
Photo credit: btr http://bit.ly/1oPVmza

2.  Glen Cathey, SVP,Talent Acquisition
Strategy and Innovation, Kforce
 Architect Kforce's sourcing, recruiting
and social strategy for 1000+ recruiters
 Manage:
▪ Hyperspecialized delivery team (BI/big
data/mobile)
▪ Offshore sourcing
▪ Technology evaluation and
implementation
▪ Digital strategy
 Develop sourcing strategies and sling
strings for critical roles
 17+ years recruiting
 Professional staffing
▪ I.T., Engineering, F&A, Healthcare I.T.,
HIM, Federal, Clinical Research
 Global RPO delivery
 Top producing I.T. recruiter
 Sourcing/Recruiting Blogger
 www.booleanblackbelt.com
 15K+ unique visitors per week from
110+ countries
 Speaker
 7X LinkedInTalent Connect speaker
(US, CA, UK)
 7X SourceCon speaker
 2XAustralasianTalent Conference
(Sydney & Melbourne)
 2XTruLondon
 2X HCI
 2X SIA EF
 2XTalent42
 Top 25 most connected on LinkedIn
globally
 Top 5 most mentioned and
retweeted person onTwitter by
recruiters

4. In theory, building a talent "pipeline" sounds like an
ideal strategy, ensuring that you always have a
steady supply of the talent you're looking for

5. Photo credit:WillieAngus http://bit.ly/1xCvdcr
In reality, there are many issues with building talent
pipelines, and they all "leak" extensively

6. "I have been solely focused on building pipelines for various
critical skills at Lockheed Martin since 2007, with my primary
focus on the Cyber Security pipeline. The success I’ve had with
my pipeline efforts has helped build a trusted advisor
relationship, not only among recruiters, but within our business
units and in the field. It isn’t about just finding resumes.You have
to understand the needs of both the candidates and the business
units and then make the stars align when the timing is right. It’s
about building and maintaining relationships and establishing
trust. Success fosters success; the more success I have with
candidates, the more the word gets out. Former pipeline
prospects that get hired make referrals, which lead to new
pipeline prospects, and so on. "
Source: LinkedInTalent Blog - Strategic Sourcing at Lockheed Martin
- Peter Bugnattos, Strategic Sourcer @ Lockheed Martin

7. Source: LouAdler

8. Photo Credit: Chris Parker http://bit.ly/1rEdkt6
After people make a change (promotion, new role,
new company, etc.), they estivate* for an
unpredictable amount of time
*A prolonged state of dormancy.
During long dry/hot periods, the
ornate horned frog will estivate until
it rains/cools down.

9. Once you contact someone and find out they might be interested in future
opportunities with your company, they will not be indefinitely available.
After you contact and "pipeline" a person who wasn't necessarily looking,
they are highly likely to start exploring alternative employment options and
no longer be available when you actually do have a hiring need.
Photo Credit:William Warby http://bit.ly/1sjOoES

10. Care about candidate experience much?

11. "Incorporating
Supply Chain
Management
successfully leads
to a new kind of
competition on the
global market,
where competition
is no longer of the
company-versus-
company form but
rather takes on a
supply-chain-
versus-supply-
chain form."
Source: WikipediaPhoto Credit: Nick Perez http://bit.ly/1jdUDtX

12. the REAL "war for talent" is really being fought at the HumanCapital
Supply Chain level - consistently finding/attracting, recruiting,
developing and retaining top talent
Whether companies realize it or not,

13. Supply chain/production practice that
considers the expenditure of
resources for any goal other than the
creation of value for the end customer
to be wasteful, and thus a target for
elimination.
Essentially, lean is centered on
preserving value with less work, and is
derived mostly from theToyota
Production System (TPS), an
integrated socio-technical system
with two pillar concepts: Just-in-time
(JIT) or "flow", and "autonomation"
(smart automation).
Learn more about Lean:
• http://bit.ly/1hOGahx
• http://amzn.to/1mMTGJh

14. • Long-term philosophy
• The right process will
produce the right results
• Create continuous process
flow to bring problems to the
surface.
• Use the "pull" system to
avoid overproduction.
• Level out the workload
(Heijunka).
• Build a culture of stopping to
fix problems, to get quality
right from the first.
• Standardized tasks are the
foundation for continuous
improvement and employee
empowerment.
• Use visual control so no
problems are hidden.
• Use only reliable, thoroughly
tested technology that serves
your people and processes.
• Add value to the organization
by developing your people
and partners
Learn more aboutTPS:
• http://bit.ly/1p60SiW

15. • Grow leaders who
thoroughly understand the
work, live the philosophy,
and teach it to others.
• Develop exceptional people
and teams who follow your
company's philosophy.
• Respect your extended
network of partners and
suppliers by challenging
them and helping them
improve.
• Go and see for yourself to
thoroughly understand the
situation (Genchi Genbutsu);
• Make decisions slowly by
consensus, thoroughly
considering all options
(Nemawashi); implement
decisions rapidly;
• Become a learning
organization through
relentless reflection (Hansei)
and continuous improvement
(Kaizen).
Learn more aboutTPS:
• http://bit.ly/1p60SiW

16. 1. Inventory
2. Overproduction
3. Motion
4. Transport
5. Waiting
6. Over Processing
7. Defects
Lean: Seven DeadlyWastes

17. Overproduction
Whenever more product is produced than is
required at that time by your customers
(production in excess/ahead of demand).
Generally considered the worst waste
because it hides and/or generates all the
others. Overproduction leads to excess
inventory, which then requires the
expenditure of resources on storage space
and preservation, activities that do not
benefit the customer.
In sourcing and recruiting, overproduction happens
every time you attract, identify and engage more
candidates than needed to deliver to your customer.
Examples:
• Proactive candidate pipelining
• Producing more than 2 candidates for hiring
managers without getting specific feedback
• Posting jobs and receiving tons of applicants
Inventory
Inventory, be it in the form of raw materials,
work-in-progress (WIP), or finished goods -
any of these three items not being actively
processed to add value is waste.
Candidates engaged but not interviewed representWIP
inventory
Examples:
• Candidate pipelines and talent networks
• Producing more than 2 candidates for hiring
managers without getting specific feedback
• Posting jobs and receiving tons of applicants
Transport
Each time a product is moved it stands the
risk of being damaged, lost, delayed, etc. as
well as being a cost for no added value.
Examples:
• Requiring multiple interviews per candidate
• Can you think of any others?

18. Over Processing
Over-processing occurs any time more
work is done on a piece than is required by
the customer.
Example:
• Engaging and screening candidates without a
specific hiring need
Waiting
Whenever goods are not in transport or
being processed, they are waiting.
Example:
• Candidates sitting indefinitely in WIP talent
pipelines
Motion
People or equipment moving or walking
more than is required to perform the
processing.
Example:
• "Activating" passive candidates by contacting
and engaging them without a current hiring
need. This can spark the candidates into
actively looking for work and not be available
to be recruited when you finally do have a
need
Defects
Exist whenever the product does not meet
the customer's specifications, and include
the effort involved in inspecting for and
fixing defects.

19. Qualifications
• Stays current on industry trends and
formulates an opinion on the pros and cons of
each
• Practitioner of Agile/Scrum and test driven
development
• Expert level proficiency of the Java language
• Easy to work with, stays confident and
optimistic in face of resistance and challenges
• Experienced at software performance,
scalability, maintainability, reusability and
security
• Good foundation in computer science, with
strong competencies in basic data structures,
graphs, algorithms, JVM concurrency, thread-
safe design, OO design and architecture for
solving day to day problems
• Ability to lead design sessions and participate
in architecture and code reviews
EDUCATION and/or EXPERIENCE
Bachelor’s degree in Computer Science / MIS or
equivalent experience required. Minimum five (5)
years experience in software engineering and
design.
REQUIRED - Experience in many of the
following:
Agile, Java, Web services, REST, JAX-RS, Jetty,
NoSQL, Cassandra, CQL, Python, Fabric, Maven,
Git, Guava, Guice, DSLs, serialization
frameworks, Graphs, Algorithms, Design
Patterns, OOD, OOA, AWS, EC2, Cloud, JUnit,
TestNG Mockito, Hamcrest, JBehave, TDD, BDD
Preferred - Experience in one or more of the
following:
Hadoop’s MapReduce, Avro, Pig, Hive, Machine
Learning Algorithms,Titan, Tinkerpop, Graphs,
Item Response Theory, Bayesian Probabilities,
Probability and Statistics, Semantic Technologies

20. Photo: JustArd
Taking orders from hiring
managers rather than
performing effective req
intake sessions?

21. "This past year we experimented with a new way to
determine success. Specifically for Cyber Security, I
looked at how many of our pure-play Cyber Security job
code requisitions excluding college/entry level were
filled by external candidates rather than internal
transfers or external incumbent captures. Of those, I
looked at the percentage of those jobs filled by
candidates developed from my pipeline efforts. From
January through October 2013 it was 34%."
Source: LinkedInTalent Blog - Strategic Sourcing at Lockheed Martin
- Peter Bugnattos, Strategic Sourcer @ Lockheed Martin

22. 34% seems like a solid number, but one must ask:
• Why isn't the percentage higher?
• How much waste was produced in the process?
• How much time and effort was spent in proactively building
and maintaining the cybersecurity talent pipeline resulting in
candidates that were not able to be hired or produce referrals
who were hired?
• Could the time and effort used to proactively build and
maintain the talent pipeline have been used in another way
to result in more than 34% of the hires? (the opportunity
cost of attempting to pipeline talent)
• What was the net effect on candidate experience for all of
the pipelined candidates who never had the chance to
interview or be considered for a real position?

23. If talent pipelines are wasteful and problematic, are
talent communities the answer?
No – they consist of a largely transient population, produce
significant waste and have massive challenges.
Photo Credit:StanleyWood http://bit.ly/TXgycWLearn more about the limits of talent communities: http://bit.ly/1q6sNCN

24. Photo Credit: Scott Liddle http://bit.ly/1n63my1
Additionally, recruiters often ruin "talent communities"
Learn more: http://bit.ly/1q6sNCN

25. If proactively building talent pipelines and
communities aren't the answer to your talent
acquisition challenges, what could be?

26. Just-in-Time
• Having "the right
people, at the right
time, at the right place,
and in the exact
amount" based on
actual demand
• Producing and
maintaining unused
inventory is a waste of
resources
• A means to improving
performance of the
system, not an end
Learn more: http://bit.ly/1gHwTN8
Photo Credit: Pascal http://bit.ly/1r1nIsx

27. Do your hiring managers want "off the rack" candidates you
happen to have in your pipeline or bespoke candidates
custom "made to order" for each specific hiring need?
Source: AskMen - https://www.youtube.com/watch?v=qvleYsviZdc

28. Photo Credit: Alexey Kljatov http://bit.ly/1xCPtL9
I.T. talent cannot
be commoditized
- each person and
hiring need is
unique

29. Source: http://www.geekwire.com/2014/hr-advice-hire-velocity-learning/
Alex Weinstein, head of product development at Wetpaint, formerly Microsoft Live
Labs, argues you should not hire for specific skills (e.g., Spring, Jenkins, Puppet),
but the ability to pick up new skills.
"Wait… what are you saying? If I have a Ruby on Rails app, I should hire someone
who’s done Django and PHP and C++ but no Rails over someone who’s been doing
Rails their entire career?
Yes.This is exactly what we did at Wetpaint: most of the developers we hired had
no or little experience in Rails.
Yet we are a Rails-based site with 100 million monthly page views and a significant
codebase.We hired folks who’s experience has shown that they can pick up new
technologies quickly. So they picked up Rails quickly; and then when we needed to
do Hadoop, they picked that up too.And responsive design. And machine learning.
I have little doubt that we’ll do great with the fancy new technologyX that
surfaces next year and revolutionizes the industry – because high velocity of
learning is a core competency of the team."
If you can, hire for ability to learn instead of specific technologies

30. Let's say your hiring manager needs to hire approximately 1
person/mo w/a specific skill (e.g. Cassandra). Are there any
real benefits of contacting someone 2 months prior to need
vs. Just-In-Time?

31. A recent LinkedIn Talent
Trends Survey of >18,000
fully employed workers in
26 countries found that
85% of people are open to
at least talking to a
recruiter.
If 85% of the people you could ever possibly want to recruit
are at the very least "recruitable," it significantly reduces
the perceived need to proactively identify people who might
be looking (pipeline).

32. Successfully achieving Just-In-Time recruiting requires
technology, just as companies leverage technology in their
Supply Chain Management efforts to achieve JIT.
If you don't already have the right technologies now, you should be looking into
acquiring them as you are at a competitive disadvantage.The right search and
match technology is a significant enabler of Just-In-Time recruiting.

33. Successfully achieving Just-In-Time recruiting also requires
highly effective candidate messaging strategies and tactics.
If you are able to achieve high response rates from "passive" candidates (people who
were not actively taking any efforts to explore career opportunities), you can
effectively recruit from at least 85% of the working population, enabling JIT recruiting.

34. Increased recruiting efficiency
Ability to acquire the right
people, at the right time, at the
right place, and in the exact
amount based on actual demand
Significantly reduced (waste):
• WIP talent inventory
• Over-processing of candidates
• Overproduction of candidates
• Defects (candidates that do not
match actual hiring needs)
• Waiting (of candidates for actual
opportunities to be hired)
Improved candidate experience

36. Vinayak Joglekar
• Founder and CTO
Synerzip
• Hires & Mentors Agile
Software
DevelopmentTeams
for Social,Mobile,Big
Data & Cloud
Technologies
Blog post – 4/30
• Lean Hiring- An
Experience Report

37. "We are not sure about the outcome when we start
Software evolves as new information comes in. Similarly job
requirements change to accommodate new needs or bar is
lowered for reasons of non-availability and urgency. Sometimes a
professional is internally transferred from another project and
the need to hire simply goes away."
Source:Vinayak Joglekar: Lean Hiring - An Experience Report

38. "Large Batch Sizes (A.K.A.Waterfall model of
development)
If you think of software development and hiring as workflows;
often managers try to maximize utilization of resources at each
step of the workflow by handing over work in large batch sizes.
Its not unusual for an HR manager to source more resumes to
improve the chances of finding the right candidate.This results in
pile up of half doneWIP before the bottleneck, which is wasteful.
Theory Of Constraints and Kanban address this problem by
putting aWIP Limit on the size of the batch to be handed over at
each step of the workflow. Using Kanban to manage hiring is not
new."
Source:Vinayak Joglekar: Lean Hiring - An Experience Report

39. "Delayed Feedback
Large batch sizes also result in longer iterations and delayed
feedback resulting in wasted cycles of recruiters and developers
working on what they think is needed which often turns out to be
different. We load the hiring managers by arranging many
interviews without asking feedback about the interviews that
have already happened. We need to ask, learn from the feedback
and use that learning to improve the quality of candidates in
subsequent cycles."
Source:Vinayak Joglekar: Lean Hiring - An Experience Report

40. "Ambiguous requirements
Its not unusual to start developing a software product with some
high level idea and a few whiteboard sketches. Similarly we often
hear managers giving high level directives to hire “smart
developers” or “kick-ass salesmen”.
Dynamic marketplace
Both software product and hiring opportunities are not
permanent.They go away with changes due to technology,
competition, new ideas and realization."
Source:Vinayak Joglekar: Lean Hiring - An Experience Report

41. "Waste resulting from unused code or resumes sourced
We often write more code than required.We often build more
features thinking we are adding value. Similarly we often source
too many resumes and interview too many candidates to
improve our chances of finding the best match. Unused code and
resumes represent the waste we should be attempting to
minimize."
Source:Vinayak Joglekar: Lean Hiring - An Experience Report

42. "Vague acceptance criteria and definition of done
Software development and hiring can go on in perpetual loops
because the end states are not well defined. Both software
development and hiring reach states where doing more work
would cost more than the value you get out of it.That’s when you
should stop.There is no definition of 100% completion. But the
good part is you can start using the software even if all its
features are not yet implemented. Similarly you can start using a
team that is not yet completely staffed. Best value is derived by
prioritizing must have features in software or must have skills
while hiring."
Source:Vinayak Joglekar: Lean Hiring - An Experience Report

43. "Short iterations with quick feedback
Long and “hyped up resumes” were consuming a lot of our recruiter’s and
hiring manager’s time.We overcame this problem by using a 500 character
micro-resume covering important facts including relevant skills, project
experience, notice period and expected compensation.This semi-
automatically generated micro-resume was made actionable with “detailed
resume”, “accept”, “reject” and “call” links. Hiring managers were encouraged
to view these on their mobile phones to provide quick feedback.The printed
version of this micro resume also helped us populate the Kanban board."
Source:Vinayak Joglekar: Lean Hiring - An Experience Report

44. "Using the learning from the feedback
The recruiters asked the hiring managers to give a good idea of “must have”
and “good to have” skills. Based on this information the recruiters shortlisted
top 3 candidates whose micro-resumes were shared with the hiring managers
via email and text message.We waited for the hiring manager’s response
before sharing any more micro-resumes. One such iteration ideally got over
within a day. At the end of the day we either had a shortlist of selected
candidates or valuable learning that improved the next iteration. Due to the
“anytime anywhere” nature of mobile phones; iterations were quicker where
the hiring manager was more mobile savvy."
Source:Vinayak Joglekar: Lean Hiring - An Experience Report

45. "Small batch size
Instead of inundating the hiring manager with a number of resumes ; we put a
limit of 3 as stated above– which forced the recruiters to do a lot of
groundwork to select the top 3 resumes from a couple of dozen that would
satisfy the selection criteria. Instead of relying only on the information in the
applicant’s resume we leveraged additional information available in social
media platforms such as LinkedIn, StackOverflow and GitHub to determine
the ranks.This motivated the hiring managers to be more responsive as it
reduced the number of pending cases needing their attention.They were also
more willing to provide quick feedback to enable the recruiter to learn from it
and provide better choice in the subsequent cycles. In fact in some cases the
feedback came immediately as the hiring manager disagreed with the ranking
given by the recruiter."
Source:Vinayak Joglekar: Lean Hiring - An Experience Report

46. "Prioritization of requirements
While understanding the requirements we decided to check the most difficult
constraints first. In the diagram below ; you can see the order in which we
evaluated the constraints.This made the job of selecting top 3 resumes out of
all the resumes relatively easy.This Job requirements matrix was filled in
presence of the hiring manager. Limited space provided forced the hiring
manager to think really hard before writing down the requirements in the
appropriate space provided."
Source:Vinayak Joglekar: Lean Hiring - An Experience Report

47. "Planning /prioritizing interviews:
We always had the most suitable candidate in the backlog the next to be
interviewed. Often it's hard to get suitable time slots from good candidates,
and recruiters end up scheduling a less suitable candidate ahead of more
suitable one.We made it clear to the recruiters that it's not necessary to use all
the time made available by the interviewers. Interviewer’s time is a scarce
resource which needs to be utilized more judiciously. Moreover if the
interviewer rejects the candidate; learning from rejection of a stronger
candidate is more valuable than that from rejection of a weaker one.We
always played our best card."
Source:Vinayak Joglekar: Lean Hiring - An Experience Report

48. "Timeboxing:
Whatever happens one has to conclude the process at some point. Many times
you don’t get exactly what you want but you must staff the position for
business to carry on. Prioritizing and having a backup candidate in case the
best candidate doesn’t show up are some of the precautionary measures one
has to resort to under time pressure. Like a truly agile process we kept some of
the unmet requirements for the next round of hiring and had a retrospective
to formalize the learning from the previous round."
Source:Vinayak Joglekar: Lean Hiring - An Experience Report

49. "WIP Limit: Having too many
candidates interviewed results in a
longer hiring cycle. It also results in
inefficient use of interviewer’s time.
The number in bracket under each
step (as shown in the diagram at the
top) on the Kanban board is theWIP
Limit. E.g. we can’t have more than 3
candidates waiting for preliminary
interview.We “pulled” a candidate
from shortlist only after one of the
three interviews happened and we got
the feedback.This enabled us to
learn from the feedback and to apply
that learning to decide the next
candidate."
Source:Vinayak Joglekar: Lean Hiring - An Experience Report

50. Developed byTaiichi Ohno atToyota, kanban (literally signboard
or billboard in Japanese) is a scheduling system for lean and just-
in-time (JIT) production used to control the logistical chain from a
production point of view, and improve and maintain a high level
of production.
Kanban became an effective tool in support of running a
production system as a whole, and it proved to be an excellent
way for promoting improvement. Problem areas were
highlighted by reducing the number of kanban in circulation. One
of the main benefits of Kanban is to establish an upper limit to
the work in progress inventory, avoiding overloading of the
manufacturing system.
Source:Wikipedia

51. The kanban card is, in effect, a message that signals that there is
a depletion of product, parts, or inventory that, when received,
the kanban will trigger the replenishment of that product, part,
or inventory. Consumption therefore drives demand for more
production, and demand for more product is signaled by the
kanban card. Kanban cards therefore help create a demand-
driven system.
It is widely held by proponents of lean production and
manufacturing that demand-driven systems lead to faster
turnarounds in production and lower inventory levels, thereby
helping companies implementing such systems to be more
competitive.
Source:Wikipedia

52. FredWu is the DevelopmentTeam Lead for Locomote in
Melbourne, Australia, where he is regarded as one of the best
Ruby Developers.

53. Fred wrote a blog post on using kanban for managing candidates and
the hiring process: http://bit.ly/1kJggxw
"Hiring is usually a long and difficult process - in order to streamline and
simply it, I use Kanban to manage the whole process. I believe, hiring
should be as lean and agile as our development process."
Source: FredWu - On Hiring: Use Kanban for Managing Candidates and the Hiring Process

54. "Using a Kanban board offers a number of advantages:
• A clear picture of the candidates with their feedback from code
tests and interviews
• A straightforward view of where a candidate is at in the hiring
process
• Limited number of candidates in some stages to prevent chaos
• Visual reminders to get in touch with the candidates, it’s always
a good idea to keep them in the loop
• A tight WIP limit for shortlisted candidates, there’s no point to
shortlist too many candidates"
Source: FredWu - On Hiring: Use Kanban for Managing Candidates and the Hiring Process

55. In 2011 Lonely Planet moved its digital business from Melbourne
to a new Headquarters in London.With only 6 of the original 75+
team transferring to London, an orderly transition of the business
without impacting the operations of a website that attracted 10m
unique visitors a month was going to be a challenge.
Source: Lonely Planet IT Recruitment: applying agile when everything is at stake

56. Jay Hyett - DevOps
Manager at Lonely
Planet (at the time of
the article)
Source: Lonely Planet IT Recruitment: applying agile when everything is at stake

57. "Visualisation of the work – Jay, managing the Melbourne end
of the process set up an agile board in a highly visible location
that executive stakeholders would walk by daily. Each candidate
was on a card, with cards coloured differently for the main roles.
The daily email report was still retained, to help cover the
communication gaps that might arise working across a 20,000km
gap.
Effective, simple board design – a left to right flow through
multiple steps, with visual signoff of candidates’ resumes in
column 2 by all reviewers, daily standups, and retrospective-type
thinking on what was working from the sourcing point to
employment contract finalization."
Source: Lonely Planet IT Recruitment: applying agile when everything is at stake

58. "Daily standups ensured the process kept moving and any
blockers in the system were addressed promptly.
Focus on flow of candidates – not obsessing with the filling of
the recruitment funnel but maximizing the speed with which they
could pass through the process. Many recruitment processes
reward success as being the number of candidates into the top of
the funnel.
Prioritization of candidates needing attention – not just on the
order they came into the process, but on the nature of their
situation, competing offers etc."
Source: Lonely Planet IT Recruitment: applying agile when everything is at stake

59. "The core agility of this case study is with the team’s obsession with
learning and adapting to the changing conditions faced by the team
on the project. Recruitment is a field normally dominated by
scientific management thinking – mass production of candidates,
automation of hiring and standardized testing processes,
eliminating variation, and minimizing cost per candidate." [G.C. -
that's NOT a compliment!]
"With the Lonely Planet technology team’s recruitment process now
visibly under control, attention was able to be put onto the cultural
aspects of building the new team in London, ensuring the core agile
habits were retained and that the team took the opportunity of a
cold restart to make their best of their opportunity to live and work
in London."
Source: Lonely Planet IT Recruitment: applying agile when everything is at stake

60. Photo credit : AdarshA http://bit.ly/1p9IrIo
As the ultimate owners of talent acquisition for their companies,
HR/recruiting should be the experts human capital supply chain
processes, leading innovation.
I.T. professionals innovatively leveraging lean principles to recruit
people for their teams should serve as a serious wake-up call to
HR/recruiting organizations.What willYOU do?

61. Look for ways to leverage
lean principles and
eliminate the 7 deadly
wastes from your talent
acquisition processes
Reduce and cap yourWIP
inventory!
Explore opportunities to
experiment with and/or
fully implement JIT
recruiting
Ensure a manageable req
load for FLC recruiters
and/or establish a
dedicated sourcing team
to enable JIT recruiting
Implement better search &
match technology and
increase sourcing
capability
Leverage consistent daily
sourcing activity levels
Photo credit : FrauVogel http://bit.ly/1jQuTEs
Look for ways to
leverage lean
principles and
eliminate the 7
deadly wastes
from your talent
acquisition
processes
Reduce and cap
yourWIP
inventory!
Explore
opportunities to
experiment with
and/or fully
implement JIT
recruiting
Ensure a
manageable req
load for FLC
recruiters to allow
for sourcing and/or
establish a
dedicated sourcing
team to enable JIT
recruiting
Implement better
search & match
technology and
increase sourcing &
messaging
capability
Leverage consistent
daily sourcing
activity levels

62. • What is the primary and ultimate value you provide to candidates?To your
clients/hiring managers?
• PreciselyWHY do you maintain relationships with candidates?
• How often should you stay in touch with in-process candidates?
• How many candidates can you realistically maintain a “relationship” with?
• Do you honestly feel that you are providing maximum value to candidates
that you “keep warm,” but ultimately never even get submitted to a hiring
manager in consideration for an opening?
• How much time should a sourcer/recruiter spend maintaining relationships
with pipelined candidates for whom they have no current needs?
• What is the ideal level of candidate processing prior to actual need?