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The Next (R)evolution of the Talent Acquisition Function -- Breakout Session Talent Connect Sydney 2015
The document discusses the evolution of talent acquisition, highlighting the increasing importance of sourcing capabilities and the rise of specialized roles within the field. It emphasizes the transition from traditional recruiting methods to more specialized and technology-driven approaches, reflecting changes in workforce dynamics and recruitment priorities. Additionally, the document outlines the need for relevant training, the challenges faced by sourcers, and the metrics for measuring success in talent acquisition functions.
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The Next (R)evolution of the Talent Acquisition Function -- Breakout Session Talent Connect Sydney 2015
- 2. The next (r)evolutionof the talent acquisition function: Restructuring for success Claire Weekes Senior Customer Success Consultant LinkedIn Sydney Martin Cerullo Managing Director, Consulting - Asia Pacific Alexander Mann Solutions #intalent
- 3. >3000 talent acquisition professionals globally 700+ dedicated specialist sourcers 100+ corporatetalent acquisition clients 6 dedicated client service centres on 3 continents with sourcing capability 19 years of sourcing using corporate brands 85 countries Alexander Mann Solutions and Sourcing #intalent
- 4. • Why arewe seeing this evolution? • What’s changing and why? • New subject matter roles from outside talent acquisition • Competencies, behaviours and career paths • Measuring success The next (r)evolution of the talent acquisition function #intalent
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- 6. Context to the(r)evolution The talent challenge is getting tougher Talent as an asset and liability Brand and experience win Improved efficiency and effectiveness cost per hire (effective channels, remove waste) quality of hire (passive and active candidates) time to shortlist (prequalified talent pools) #intalent
- 7. 2015 Australian RecruitingTrends Report • Critical element for transformation is the sourcing capability What’s led to the change? 24% 30% 38% 45% 23% 20% 34% 46% 4. Pipelining talent 3. Workforce planning 2. Improving quality of hire 1. Recruiting/sourcing highly skilled talent “Think about your talent acquisition organisation’s top priorities for 2014. Which of the following choices would you consider to be the most important area of interest for your organisation?” Australia Global #intalent
- 8. Digital, Social andMobile in 2015 • Continued rise in importance of social and digital channels • Information held on potential hires found across a multitude of channels • Increased competition, and supply vs. demand = having to search smarter What’s led to the change? Source: Simon Kemp, We Are Social (“Digital, Social and Mobile in 2015”) #intalent
- 9. Wave 2 Rise ofthe Recruiter Recruiter Administrator Wave 1 HR HR Generalist Administrator What does this (r)evolution look like? Wave 3 Sourcer Specialism Recruiter Sourcer Administrator Wave 4 TA Mutation Recruiter Sourcer Researcher Administrator Interview scheduler Reporting specialist Helpdesk specialist Performance manager Data analyst / scientist Channel planner Channel procurer CRM specialist Channel procurer Brand manager Experience designer Talent community manager #intalent
- 10. But the (r)evolutionis challenging Recruiter views: Sourcer views: Sourcers are a bit like researchers in a headhunting firm Sourcers are entry level recruiters We don’t have time to source I’m only sourcing so I can become a recruiter Recruiters treat me like an administrator Our ATS just doesn’t support sourcing… Head of Recruiting Recruitment Manager Recruiter Sourcer Administrator Dysfunctional traditional career pathChallenging working relationships #intalent
- 11. Learning 1: specialisationof task is key Recruitment Director Performance Manager Recruitment Manager Recruiter Sourcer Talent Community Manager Interview Scheduler Splitoftime(specialisedtasks) #intalent
- 12. Learning 2: accuratelyprofiling a sourcer Early adopter Influencer Risk taker Trustworthy Adaptable Marketer Insight driven Technophile Expert #intalent
- 13. Learning 3: careerpaths Level Volume Sourcing Professional Sourcing Niche/Executive Sourcing Sourcing Strategy Recruiting 1 Response handler Active search specialist N/A N/A N/A 2 Selection specialist Passive search specialist N/A N/A N/A 3 Selection specialist (functional) Candidate acquisition specialist (functional) Channel buyer Junior recruiter 4 Selection Specialist (whole business) Candidate acquisition specialist (Whole Business) Channel planner Recruiter 5 Sourcing team leadership Channel manager Senior recruiter 6 SME or Managerial career path Brand/Talent Community Manager Recruitment Manager 7+ TA Leadership #intalent
- 14. Learning 4: relevantand evolving training What sourcers do today to approach passive candidates Source: Alexander Mann Solutions/Social Talent Global Sourcing Survey 2014 #intalent
- 15. Learning 4: relevantand evolving training Syllabus Objectives Technique Ensuring the sourcer is an expert in all sourcing techniques, including Boolean Channel Ensuring the sourcer understands the different sourcing channels. Leads to LinkedIn accreditation Process & Systems Ensuring the sourcer can compliantly use all processes and systems to support accurate reporting and hand offs Brand & Experience Ensuring the sourcer brings the employer brand to life in the right way, delivering an exquisite candidate experience Sales Ensuring the sourcer has the relevant verbal and written communication and influencing skills to convert prospects to candidates #intalent
- 16. Learning 5: createa community #intalent
- 17. Volume Sourcing Activity # ofapplications screened # of candidates submitted, at assessment centre # of assessment centres 100% filled Quality % of shows at assessment centres % of hires from assessment centres Demand fulfillment Experience delivered Professional/Niche Sourcing Activity # of searches per day # of prospects identified # of prospects contacted Use of paid for channels Quality % of prospects converted to candidates Time to long list % of candidates accepted by recruiter on shortlist % of candidates accepted by hiring manager Experience delivered Learning 6: relevant measures of individual success #intalent
- 18. Talent pool /community strength Candidate & stakeholder experience (NPS) Source mix Waste reduction 0 1 2 3 4 5 6 7 8 9 10 Time taken to present you with candidates to interview Overall quality of the candidates Time taken to assess the right candidate Selection tools available to you to help you select the right candidate Overall service provide to you to select the right candidate How well were you kept informed through process Likelihood of recommending service to another hiring manager Hiring Manager Net Promoter Score Learning 6: relevant measures of success (function) #intalent
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Editor's Notes
- #3 Claire to intro session, herself and Martin Housekeeping – time for Q&A, #intalent etc.
- #4 Martin to intro AMS
- #5 Claire to outline Agenda
- #8 Claire - In order to transform, you need to get smarter at sourcing talent. A recent LI study showed little difference between large (44%) and small (47%) companies when it comes to prioritising highly skilled talent. We’re also now sourcing for skillsets not seen before and need that talent to innovate and succeed
- #9 Two hugely disruptive innovations in the past 15 years have fundamentally impacted every aspect of society - Internet and Mobile. As per BCG’s 2015 “Regional Workforce Crisis”, labour supply isn’t pacing at the same rate as labour demand, plus we’re hiring for new skill sets that aren’t readily or widely available
- #10 New roles from outside TA have joined this BU: 1. Brand – in order to present the right EVP and employer brand to market, we are seeing this being owned by the TA function. This ensures that any interaction with the market (both passive and active candidates) is consistent and the success of the new hire isn’t affected by source of hire 2. Comms – when brand is owned by TA, it makes sense that Comms should also follow. As a strong EVP is developed, there is consistency in the message to market through job ads and advertising material, and the onboarding process is naturally managed by TA as a continuation of this process 3. Procurement – purchasing decisions. Agency monitoring/PSAs 4. Risk & Compliance 5. Analytics team – need to show continuous ROI so access to data and insights are key to drive accurate decision making capabilities.
- #13 Sourcer role – not just the technical ability to mine talent. Selling and engaging is key, and need to be an early adopter, adviser, expert miner, industry expert, influencer, flexible, risk taker, tenacious, trustworthy, likeable Recruitment = marketing Talk to regional differences, e.g. Sourcers based in the Asia Pacific market (including those in China, India, Australia and beyond) scored considerably higher than their contemporaries in EMEA or the Americas in the AM2014 Global Sourcing Survey Talk to past success stories – Martin has seen success with technologists with specialisations in a certain sector moving into sourcing for those roles, and less success with HR generalists who see sourcing as a backward step e.g. headhunter vs. researcher mindset How will these continue to develop?? All about selling and engaging, collaboration and community – the knowledge exchange, LI groups etc.