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. In reality, there are many issues with building talent pipelines, and they all "leak" extensively. This presentation, delivered as the closing Keynote of Talent42 2014, deeply explores the core issues associated with building tech talent pipelines, proposes that recruiting is essentially a company's human capital supply chain and examines the many benefits of applying lean principles to the recruiting process, including reducing the 7 deadly wastes and Just-In-Time delivery.
The Transformation of Talent Management presentation takes an in depth look at the challenges facing the HR community as professionals attempt to navigate the changing Talent Management landscape. The piece is full of insights and thought leadership. The data was gathered as part of a survey conducted by the HR Exchange Network on the topic.
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.
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
Top Ten Best Practices for Talent Acquisition ClearedJobs.Net
Kathleen Smith, CMO, ClearedJobs.Net presented at the Tidewater Techexpo Business to Government Conference on Top Ten Best Practices for Talent Acquisition. This presentation is focused on small to medium size businesses who can and should engage their business development community along with their talent acquisition community.
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.
Competitive intelligence for sourcers gutmacher-TA Week 2021Glenn Gutmacher
presentation on competitive intelligence methods and tools for talent sourcers; big thanks to Greg Hawkes for contributions on an earlier version of this session co-presented at SOSU
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.
SourceCon Atlanta 2013 Presentation: How to Hire and Build Your Own Sourcing ...Glen Cathey
This is my 2013 SourceCon Atlanta presentation on how to hire and grow your own sourcing team. It covers my hiring profile, a few Boolean search strings for finding people who fit my hiring profile, support for my theory that you can create super sourcers (and recruiters for that matter) by hiring people with no experience and training them properly, coming from the book "The Talent Code." It also explores the pros and cons of hiring experienced sourcers vs. hiring people with no experience and building sourcers from scratch.
Your Roadmap to Become a Strategic Talent Acquisition Organization | WebcastLinkedIn Talent Solutions
In this free webinar, Meritage Talent Solution's founder, Kara Yarnot, and LinkedIn’s Pam Hoadley introduce LinkedIn’s Strategic Talent Acquisition Roadmap. This framework can help you transform your talent acquisition organization from traditional to strategic, making your team instrumental to the success of the business.
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Learn about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Follow the LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
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.
Change the perception and reality of talent acquisition from a necessary cost of doing business to an ROI force to be reckoned with.
You will learn about the strategic importance of the four fundamental processes: competency management, pre-employment testing, interviewing and onboarding and how each plays a role in engaging candidates who’ll continue to enhance your business.
How to Get People to Respond to Your Recruiting Emails & MessagesGlen Cathey
When it comes to sourcing and recruiting, it's gotten easier to find people but it's gotten more difficult to get people to respond to emails, InMails, social messages and voicemails. The poor quality and lack of sophistication of most recruiter messaging, along with rampant spamming, certainly hasn't helped. Unfortunately and yet somewhat thankfully, the bar of what people expect to receive from recruiters has been set fairly low, so the opportunity for improvement is massive. The good news is that becoming more effective at getting people to respond to recruiting outreach efforts is relatively easy because marketing & advertising has already blazed the trail - sourcers and recruiters would do well to leverage what effective sales & marketing teams has been doing for decades.
In 2014 and 2015, I spoke at Talent 42, SOSUEU, and LinkedIn Talent Connect conferences on the challenges of getting people - especially "passive," highly recruited talent - to respond to recruiter outreach efforts. The decks I used for the presentations were mostly images, so I decided to add text to the slides so that the core concepts could be understood by anyone whether they attended those conference sessions or not simply by viewing the presentation (I wish more presenters would do this!).
The 5 Levels of Talent Mining from SourceCon 2010 DCGlen Cathey
My SourceCon 2010 DC Keynote at the International Spy Museum on the 5 Levels of Talent Mining. I explore the value of human capital data, how talent mining has significant advantages over the predictive control of candidate variables when compared to other methods of sourcing candidates, and what I believe to be the future of sourcing, which is Talent Intelligence and Analytics.
The Transformation of Talent Management presentation takes an in depth look at the challenges facing the HR community as professionals attempt to navigate the changing Talent Management landscape. The piece is full of insights and thought leadership. The data was gathered as part of a survey conducted by the HR Exchange Network on the topic.
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.
The New Model for Talent Management: Agenda for 2015Josh Bersin
Corporate talent management has matured over the last ten years. In the light of today's new world of work, the globalization of the workforce, and the power of Millennials, it's time to rethink the model. Talent Management today is not just integration of HR - its a new set of 9 imperatives every company must address.
Top Ten Best Practices for Talent Acquisition ClearedJobs.Net
Kathleen Smith, CMO, ClearedJobs.Net presented at the Tidewater Techexpo Business to Government Conference on Top Ten Best Practices for Talent Acquisition. This presentation is focused on small to medium size businesses who can and should engage their business development community along with their talent acquisition community.
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.
Competitive intelligence for sourcers gutmacher-TA Week 2021Glenn Gutmacher
presentation on competitive intelligence methods and tools for talent sourcers; big thanks to Greg Hawkes for contributions on an earlier version of this session co-presented at SOSU
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.
SourceCon Atlanta 2013 Presentation: How to Hire and Build Your Own Sourcing ...Glen Cathey
This is my 2013 SourceCon Atlanta presentation on how to hire and grow your own sourcing team. It covers my hiring profile, a few Boolean search strings for finding people who fit my hiring profile, support for my theory that you can create super sourcers (and recruiters for that matter) by hiring people with no experience and training them properly, coming from the book "The Talent Code." It also explores the pros and cons of hiring experienced sourcers vs. hiring people with no experience and building sourcers from scratch.
Your Roadmap to Become a Strategic Talent Acquisition Organization | WebcastLinkedIn Talent Solutions
In this free webinar, Meritage Talent Solution's founder, Kara Yarnot, and LinkedIn’s Pam Hoadley introduce LinkedIn’s Strategic Talent Acquisition Roadmap. This framework can help you transform your talent acquisition organization from traditional to strategic, making your team instrumental to the success of the business.
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Learn about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Follow the LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
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.
Change the perception and reality of talent acquisition from a necessary cost of doing business to an ROI force to be reckoned with.
You will learn about the strategic importance of the four fundamental processes: competency management, pre-employment testing, interviewing and onboarding and how each plays a role in engaging candidates who’ll continue to enhance your business.
How to Get People to Respond to Your Recruiting Emails & MessagesGlen Cathey
When it comes to sourcing and recruiting, it's gotten easier to find people but it's gotten more difficult to get people to respond to emails, InMails, social messages and voicemails. The poor quality and lack of sophistication of most recruiter messaging, along with rampant spamming, certainly hasn't helped. Unfortunately and yet somewhat thankfully, the bar of what people expect to receive from recruiters has been set fairly low, so the opportunity for improvement is massive. The good news is that becoming more effective at getting people to respond to recruiting outreach efforts is relatively easy because marketing & advertising has already blazed the trail - sourcers and recruiters would do well to leverage what effective sales & marketing teams has been doing for decades.
In 2014 and 2015, I spoke at Talent 42, SOSUEU, and LinkedIn Talent Connect conferences on the challenges of getting people - especially "passive," highly recruited talent - to respond to recruiter outreach efforts. The decks I used for the presentations were mostly images, so I decided to add text to the slides so that the core concepts could be understood by anyone whether they attended those conference sessions or not simply by viewing the presentation (I wish more presenters would do this!).
The 5 Levels of Talent Mining from SourceCon 2010 DCGlen Cathey
My SourceCon 2010 DC Keynote at the International Spy Museum on the 5 Levels of Talent Mining. I explore the value of human capital data, how talent mining has significant advantages over the predictive control of candidate variables when compared to other methods of sourcing candidates, and what I believe to be the future of sourcing, which is Talent Intelligence and Analytics.
The Moneyball Approach to Recruitment: Big Data = Big ChangesGlen Cathey
This is the keynote presentation I delivered at the 2012 ATC in Sydney, Australia on the topic of the Moneyball opportunity that exists for companies when they are sourcing, identifying, assessing, and recruiting talent. Big Data and predictive analytics are just beginning to be leveraged in talent acquisition, and I am convinced it is the future. I think you will find the examples of how companies are leveraging analytics in their recruitment as well as in the analysis of their current workforce to be quite interesting. You may be shocked to find that data supports the fact that taller and more attractive men and women make more money than their shorter and less attractive peers - which gives us a glimpse into how people make hiring and promotion decisions based on unconscious prejudice, similar to how unconscious prejudice, wisdom, and "gut" instincts are used in athletic recruiting. As demonstrated in Moneyball, the best teams can be sometimes built with data-based decision making, throwing conventional wisdom to the wind.
This is the presentation I delivered at the 2012 Dallas SourceCon event on LinkedIn: Beyond the Basics. In this deck you will find content covering hidden talent pools on LinkedIn, effective LinkedIn sourcing strategies and tactics, including company and industry search, semantic search, Boolean search, diversity sourcing, LinkedIn Recruiter features such as "All Groups," and LinkedIn signal.You will also find out why you rank where you do in LinkedIn search results, according to LinkedIn.
Become a Ninja Recruiter: Advanced Boolean Search | Talent Connect London 2014LinkedIn Talent Solutions
Learn from Glen Cathey, author of the Boolean Black Belt blog, to extract maximum value from LinkedIn's massive professional network. Learn human capital data retrieval concepts and best practices, expose hidden talent pools within LinkedIn, and explore the five levels of LinkedIn Talent Mining.
Continue your talent acquisition transformation at Talent Connect 365: http://linkd.in/1z8YEaf
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.
Talent42 Keynote: The Current and Future State of Talent SourcingGlen Cathey
This is the presentation from my closing keynote at the June 2013 Talent42 technical recruiting conference in Seattle, modified to be fully understood from the slides alone. I address the current state of talent sourcing as well as paint a clear picture of what I see to be the future of sourcing talent, including tools and technologies, as well as how sourcing will evolve into a truly strategic function serving as human capital data analysts working in conjunction with data scientists. You will also get a glimpse of "big data" sourcing tools including Dice's Open Web, TalentBin, Entelo and Gild.
Using Canadian Talent Supply and Demand Data in your Recruiting StrategyWANTED Technologies
Your recruiting strategy should be influenced by current labour market conditions, specifically 2 things:
Hiring demand – this shows you the competition you’ll face as you recruit potential candidates
Talent supply – this shows you how many candidates meet your job requirements locally, nationally, or internationally
These slides show you how to use hiring demand and labour supply data in your recruiting strategy.
In a dynamic world the urgence for Data Driven Forecasting & Planning has never been greater.
Workforce Forecasting & Planning is part of the (shared) strategic responsibilities recruiters have to pro-actively develop a as good as possible talent supply, now & in the (near) future.
Data Driven Hiring doesn't work,without paying attention to expected need for talent. So in a dynamic world the urgence for Data Driven Forecasting & Planning has never been greater. This workshop intents to give an idea what WF&P is about to recruitment professionals
In this 1 day workshop recruiters will learn about the basics of Workforce Forecasting & Planning in a VUCA, dynamic world.
What's the difference between posting a job and sourcing talent? Learn about it here and then try our collaborative recruiting tool Hello Talent at http://www.hellotalent.com/!
Hello Talent is a sourcing tool that allows users to source prospective job candidates from anywhere on the internet, organize them in talent pools that are connected to social media, and then share and collaborate with others to ensure the right people get the right jobs. With Hello Talent you can Hire Better and Hire Together. Use Hello Talent to source passive candidates, vet active candidates, organize internal candidates, create work teams, get easy referrals, and more!
This presentation is from our webinar series, HR@EmployWise™ - this week's topic is on recruitment. We have covered use of technology in recruitment, and hiring best practices.
Behind the Curtain: Real-world HR Tech Implementations and What You Need to ...bhropen
Behind the Curtain: Real-world HR Tech Implementations and What You Need to Know
HR Open Standards Session at HR Tech 2014
Developing your business outcomes-based HCM and HR technology strategy and selecting your next generation technology foundations are only half of the battle when it comes to getting the most business value from your technology investments. Most experienced HR technologists will tell you that the real work starts after the contract is signed. In this “Behind the Curtain” session, you will hear from some of the most accomplished HCM experts in the industry as they share their secrets of successful HR technology implementations. From debunking vendor-speak to dealing with the challenges and pitfalls when attempting to integrate disparate systems, to delivering the project to successful completion, attendees will learn many tricks of the trade from expert HR technology implementers. You will become better equipped to get the most value out of your HR technology investments.
Once you’ve made the decision to leverage AI and/or machine learning, now you need to figure out how you will source the training data that is necessary for a fully functioning algorithm. Depending on your use case, you might need a significant amount of training data, and you’ll want to consider how that is labeled and annotated too.
View Applause's webinar with Cognilytica principal analysts Ronald Schmelzer and Kathleen Walch, alongside Kristin Simonini, Applause’s Vice President of Product, as they tackle the modern challenges that today’s companies face with sourcing training data.
Laying the Groundwork for Change: Cloud Culture Starts at the TopAmazon Web Services
Join this session to learn more about the importance of executive sponsorship to establish priorities and secure the resources to drive a cloud strategy forward. We also share best practices and patterns to build a single threaded, multi-disciplinary team to incubate and accelerate cloud initiatives that transform the way technology supports the business.
Speakers:
Madhusudan Shekar, Head Solution Architect - DNB, AISPL
Rishikesh Patankar, Vice President, CSC e-Governance Services India Limited & COO, CSC Academy
Advanced Project Data Analytics for Improved Project DeliveryMark Constable
Data Analytics is already beginning to impact how projects are delivered. We can now automate minute taking and capturing actions, we can use Flow to progress chase, Power BI reduces the burden of reporting.
But we are just scratching the surface. It won’t be long before we can leverage the rich dataset of experience to predict what risks are likely to occur, understand which WBS elements will be susceptible to variance, deduce what the optimum resource profile looks like, define a schedule by leveraging data from those projects that have gone before.
The role of a project professional is about to change dramatically. In this webinar we will explore the challenges and opportunities, and how we should respond. It’s a call-to-action for the community to mobilise, help to reshape project delivery and understand the implications for you and your organisation.
Presenter Martin Paver is a Chartered Project Professional, APM Fellow and Chartered Engineer. In December 2017 he established the London Project Data Analytics meetup which has quickly spread across the UK and expanded to 3000+ members. Martin has major project experience including leading a $billion projects with a team of 220 and a multi-billion PMO with a team of 50. He has a detailed grasp of project management and combines this with a broad understanding of recent developments in the field of data science. He is on a mission to ensure that the project management profession readies itself for a transformed future.
Learning outcomes:
- Understand the implications of advanced data analytics on project delivery
- Understand the scope of which functions it is likely to impact
- Help you to develop a strategy for how you engage with it
- Understand how to leverage the benefits and opportunities that will emerge from it
Presenter:
Martin Paver, CEO & Founder, Projecting Success Ltd
Designing Innovative Mobility Systems - Using human-centered design & design ...Lenae Storey
In sociology, a “tipping point” describes a point in time when a group rapidly and dramatically changes its behavior by widely adopting a previously new practice. When such a change has begun, it may have a self-sustaining momentum. Our “tipping point” within transportation is now. With the widespread adoption of mobile technologies by consumers and the emergence of new business models, think Netflix, Airbnb, Lyft, the ways in which people interact and move around in our world have been forever altered. If public transportation organizations fail to embrace these changes then their role in the future of mobility will be diminished, if not completely removed, leaving vulnerable populations and equitable access to transportation at risk.
However, we would be remiss to believe that technology alone will deliver us through this transformation. The innovation process lies in an intersecting sweet spot of desirability, viability, and feasibility. Technology enables those criteria, it doesn’t replace them. It acts as a change agent, it cannot, alone, be the whole story.
In this presentation, I will highlight three key components necessary for innovating into a mobility network. These components will help equip us for transformational innovation and prepare us with the ability to scale and sustain the new ecosystem we’re creating.
These components include:
- Human-centered design & the trifecta of desirability, feasibility, viability
- Interoperable & the network effect
- Intelligent, responsive, & outcome-oriented practices
This was given at 2017 ITS International and the Women in Technology speakers series.
UX STRAT 2018 | Flying Blind On a Rocket Cycle: Pioneering Experience Centere...Joe Lamantia
After Oracle acquired Endeca, we all had to figure out what to do next. This case study describes building a learning-driven strategy capability to guide an adventurous product development group focused on the new domains of big data analytics and machine intelligence. I’ll share the outcomes of our efforts to launch new products chartered directly around customer experience value; outline the methods, tools, and perspectives that powered product discovery and strategic planning; share a framework and patterns for identifying and understanding emerging domains; and review the application of this toolkit to new situations.
Bersin by Deloitte - Demystifying Big DataNetDimensions
- How to start with the data you already have
- How data integration is essential to analytics
- How to move from transactional metrics to business metrics
David Horton Project Management Portfolio NarrativeDavid Horton
Thank you for stopping by to look through my Project Management Narrative. Feel free to reach out if you have any questions and I would love to connect with you! I'm on twitter @davidhortonweb and LinkedIn. You can also visit my online home at http://www.davidhorton.info.
Thanks again!
ABOUT ME:
I am a highly self-motivated, dependable and responsible with 10 years of experience managing large enterprise projects. Refining and developing my skills, I continue to hone and refine my craft.
Data-driven Approach to Launching your CareerViral Kadakia
500 Miles is the leading mobile platform for talented candidates to discover, evaluate and engage with high-growth tech employers. This talk was specially designed for Northwestern University students
Metadata Matters – Collaboration, Search, and Information Governance at Brail...Concept Searching, Inc
Brailsford & Dunlavey has earned a reputation as a premier national program management firm, overseeing billions of dollars in new construction and renovation projects. It offers comprehensive services, ranging from planning through implementation, and manages all areas of risk, and maintains constant control of budget, schedule, and quality.
Brailsford & Dunlavey’s goal was to update its SharePoint 2010 intranet, to refresh an out-of-the-box design and to improve usability and collaboration. The existing intranet lacked a clear governance structure, effective information architecture, and mobile accessibility. With nearly 70,000 documents and more than 8,000 list items on its intranet, and another 200,000 on its client portal, the firm needed a way to make intranet content significantly more accessible to employees across several national offices.
The redeveloped and redesigned intranet was implemented with responsive design, to encourage the highly mobile workforce to access the site from anywhere. The intranet’s new, intuitive design reflects the look and feel of Brailsford & Dunlavey’s public facing website, and the refreshed information architecture has provided a clear path to find important information.
Join Brailsford & Dunlavey and Concept Searching to:
• Discover what was done from a technology perspective
• Understand how all the firm’s documents were tagged and classified
• Find out how long the project took
• Hear about challenges and lessons learned
• Learn what the benefits have been
• Watch a demo and see the intranet in action
Similar to Building Talent Pipelines vs Lean/Just-In-Time Recruiting - Talent 42 Keynote (20)
Metadata Matters – Collaboration, Search, and Information Governance at Brail...
Building Talent Pipelines vs Lean/Just-In-Time Recruiting - Talent 42 Keynote
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
3.
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
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
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
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
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
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
35.
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?
Editor's Notes
Photo Credit: William Warby http://bit.ly/1sjOoES
People are only "recruitable" for certain periods of time.
Humans are perishable – flowers, crops, harvesting? Volcano?
Perennials, especially small flowering plants, that grow and bloom over the spring and summer, die back every autumn and winter, and then return in the spring
Photo Credit: Nick Perez http://bit.ly/1jdUDtX
A supply chain is a system of organizations, people, activities, information, and resources involved in moving a product or service from supplier to customer. Supply chain activities transform natural resources, raw materials, and components into a finished product that is delivered to the end customer.
Supply chain management, then, is the active management of supply chain activities to maximize customer value and achieve a sustainable competitive advantage.
Incorporating SCM 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.
In theory, a supply chain seeks to match demand with supply and do so with the minimal inventory.
Photo Credit: Nick Perez http://bit.ly/1jdUDtX
A supply chain is a system of organizations, people, activities, information, and resources involved in moving a product or service from supplier to customer. Supply chain activities transform natural resources, raw materials, and components into a finished product that is delivered to the end customer.
Supply chain management, then, is the active management of supply chain activities to maximize customer value and achieve a sustainable competitive advantage.
Incorporating SCM 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.
In theory, a supply chain seeks to match demand with supply and do so with the minimal inventory.
http://en.wikipedia.org/wiki/Lean_manufacturing - http://bit.ly/1hOGahx
http://www.amazon.com/The-Toyota-Way-Management-Manufacturer/dp/0071392319 - http://amzn.to/1mMTGJh
The main objectives of the TPS are to design out overburden (muri) and inconsistency (mura), and to eliminate waste (muda). The most significant effects on process value delivery are achieved by designing a process capable of delivering the required results smoothly; by designing out "mura" (inconsistency). It is also crucial to ensure that the process is as flexible as necessary without stress or "muri" (overburden) since this generates "muda" (waste).
http://bit.ly/1p60SiW
http://bit.ly/1p60SiW
Humans are perishable – flowers, crops, harvesting?
Transport = multiple interviews?
Posting jobs = overproduction
Pipeline = WIP inventory, significant time & effort to maintain
Fully screened = finished goods
In sourcing and recruiting, overproduction happens every time you attract, identify and engage more candidates than needed to deliver to your customer. Traditional proactive candidate pipelining ahead of actual hiring need almost always leads to overproduction.
In short, the Just-in-Time inventory system focus is having “the right material, at the right time, at the right place, and in the exact amount”, without the safety net of inventory.
"Recruitment is a field normally dominated by scientific management thinking – mass production of candidates, automation of hiring and standardised testing processes, eliminating variation, and minimizing cost per candidate."
"Recruitment is a field normally dominated by scientific management thinking – mass production of candidates, automation of hiring and standardised testing processes, eliminating variation, and minimizing cost per candidate."
"Recruitment is a field normally dominated by scientific management thinking – mass production of candidates, automation of hiring and standardised testing processes, eliminating variation, and minimizing cost per candidate."