Sourcing <br />Can We Really “Click”<br />Our Way to the <br />Best Candidates?<br />September 14, 2010<br />Presented by:...
DISCUSSION TOPICS<br />In this corner. – The constant battle of traditional versus online sourcing methods.<br />Man can n...
And     In This Corner<br />
Offline Sourcing Methods<br /><ul><li>Print
Advertising/Newspapers
Newspaper Inserts
Radio/TV
Direct Mail
Job Fairs
Search Firms
Associations
Directories
Primary Research</li></li></ul><li><ul><li>Job Boards
Career Sites
Virtual Job Fairs
Boolean Searches
Website X-Rays
Data Aggregators
Crowd Sourcing
Social Media</li></ul>Online Sourcing Methods<br />
Putting the Gloves On (Offline Supporters)<br /><ul><li>Recruiters account for 1 in 20 profiles in LinkedIn.
Contact information often inaccurate/non-existent.
Everybody has access to the same tools.
80% of companies use Social Media to recruit while few hires are documented as a result.
Of the 150 million targeted workers in the US, less than 40 million can be found online.
Relying exclusively on online communication methods can often impede the sales process.
Primary research is more accurate.
Relying on online tools makes recruiters lazy.</li></li></ul><li>Putting the Gloves On (Online Supporters)<br /><ul><li>Pr...
71% of the United States population is on the web somewhere.
Twitter and Facebook use up 82% in 2010.
US spending 43% more time on Social Networks in 2010.
Social Media tools can get to a larger audience much faster.
Online tools allow for better candidate tracking and assessment.</li></li></ul><li>Man Can Not Eat By Bread Alone<br />
The Issues:<br /><ul><li>Recruiting from 3 generations poses challenges to the sourcing and recruiting cycle.
Each generation requires a different approach to sourcing and recruiting.
Technology advancements are changing the way we identify and communicate with potential candidates.
Source effectiveness is often based on the sourcer’s ability to leverage it as a tool, not on the tool itself.</li></ul>15...
Why Sourcing Strategies Fail<br /><ul><li>Short term vs long term thinking.
Reliance on a single tool/medium – online or offline.
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2010 ONREC Sourcing Summit - Can we really \'click\' our way to the best candidates?

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2010 ONREC Sourcing Summit - Can we really \'click\' our way to the best candidates?

  1. 1. Sourcing <br />Can We Really “Click”<br />Our Way to the <br />Best Candidates?<br />September 14, 2010<br />Presented by:<br />Stephen Lowisz, Author & Educator<br />
  2. 2. DISCUSSION TOPICS<br />In this corner. – The constant battle of traditional versus online sourcing methods.<br />Man can not live on bread alone. – Be wary of the “Silver Bullet Syndrome”.<br />Numbers don’t lie. Or do they? – What metrics say about source of hire.<br />Can’t we all just get along? – Building a complete strategy for a common purpose.<br />Now what? – The building blocks.<br />
  3. 3. And In This Corner<br />
  4. 4. Offline Sourcing Methods<br /><ul><li>Print
  5. 5. Advertising/Newspapers
  6. 6. Newspaper Inserts
  7. 7. Radio/TV
  8. 8. Direct Mail
  9. 9. Job Fairs
  10. 10. Search Firms
  11. 11. Associations
  12. 12. Directories
  13. 13. Primary Research</li></li></ul><li><ul><li>Job Boards
  14. 14. Career Sites
  15. 15. Virtual Job Fairs
  16. 16. Boolean Searches
  17. 17. Website X-Rays
  18. 18. Data Aggregators
  19. 19. Crowd Sourcing
  20. 20. Social Media</li></ul>Online Sourcing Methods<br />
  21. 21. Putting the Gloves On (Offline Supporters)<br /><ul><li>Recruiters account for 1 in 20 profiles in LinkedIn.
  22. 22. Contact information often inaccurate/non-existent.
  23. 23. Everybody has access to the same tools.
  24. 24. 80% of companies use Social Media to recruit while few hires are documented as a result.
  25. 25. Of the 150 million targeted workers in the US, less than 40 million can be found online.
  26. 26. Relying exclusively on online communication methods can often impede the sales process.
  27. 27. Primary research is more accurate.
  28. 28. Relying on online tools makes recruiters lazy.</li></li></ul><li>Putting the Gloves On (Online Supporters)<br /><ul><li>Primary research is difficult and can take time.
  29. 29. 71% of the United States population is on the web somewhere.
  30. 30. Twitter and Facebook use up 82% in 2010.
  31. 31. US spending 43% more time on Social Networks in 2010.
  32. 32. Social Media tools can get to a larger audience much faster.
  33. 33. Online tools allow for better candidate tracking and assessment.</li></li></ul><li>Man Can Not Eat By Bread Alone<br />
  34. 34. The Issues:<br /><ul><li>Recruiting from 3 generations poses challenges to the sourcing and recruiting cycle.
  35. 35. Each generation requires a different approach to sourcing and recruiting.
  36. 36. Technology advancements are changing the way we identify and communicate with potential candidates.
  37. 37. Source effectiveness is often based on the sourcer’s ability to leverage it as a tool, not on the tool itself.</li></ul>15<br />
  38. 38. Why Sourcing Strategies Fail<br /><ul><li>Short term vs long term thinking.
  39. 39. Reliance on a single tool/medium – online or offline.
  40. 40. Lack of a real strategy – Add hoc vs an irrativeprocess.
  41. 41. Following the leader – Sourcing IS NOT a one size fits all approach!
  42. 42. Not integrating online and offline tools
  43. 43. Not integrating sourcing methods into the overall recruitment process.
  44. 44. Not starting by defining the objectives.
  45. 45. Looking at sourcing as all ‘take’ with little ‘give’.
  46. 46. Lack of actionable metrics.</li></li></ul><li>Numbers Don’t Lie, <br />Or Do They?<br />
  47. 47. External Source of Hire<br />
  48. 48. Direct Sourcing 6.9% of External Hires<br />
  49. 49. Sourcing Capability Overview<br />Sourcing Capability Overview (Fortune 100 Company)<br /><ul><li>In 2007 the internal sourcing team was formed to proactively recruit andpipeline passive and active talent for current and future hard-to-fill roles.
  50. 50. In 2008 an integrated CRM was acquired to manage prospects recruited by Company recruiters. It is a scalable system that currently contains over 200K prospects, acquired through our proactive recruiting efforts.
  51. 51. Sourcing Strategies are created for functional business lines recommending the most effective sourcing channels and tools to reach hard to find talent. These strategies include primary research, diversity, social media & Web 2.0 channels.
  52. 52. Company recruiters use multiple online talent channels (large scale & functional) that provide access to candidate profiles who may not apply directly to Company openings.
  53. 53. “Call Blitzes” – Recruiters and Sourcers conduct organized, proactive and targeted phone outreach to prospects
  54. 54. In FY09 online channels were #1 source of hire.
  55. 55. In FY09 86% of candidates sourced from online channels were initially engaged via telephone.</li></li></ul><li>Can’t We All Just Get Along?<br />21<br />
  56. 56. Step 1:<br />Identify the problem you are trying to solve.<br /><ul><li>Gather CI and BI on the market and competitors
  57. 57. Improve branding and perception of company
  58. 58. Help with screening in/out more candidates
  59. 59. More qualified and interested candidates
  60. 60. Recruiters do not have time/skills
  61. 61. Pipeline talent ahead of demand
  62. 62. Find more passive candidates
  63. 63. Find more active candidates
  64. 64. Increase size of talent pool
  65. 65. Save $$$
  66. 66. Lower time to hire
  67. 67. Increase diversity hires
  68. 68. Increase quality of hire</li></ul>Are you scratching <br />the right itch<br />????<br />
  69. 69. Step 2:<br />Identify the Model<br />De-Centralized Sourcing Model<br />The Pros<br /><ul><li>Tighter alignment to supported business groups and recruiters.
  70. 70. Partnerships and relationships developer quicker and more deeply.
  71. 71. Ownership, control and accountability increases.
  72. 72. Sourcer gains deeper knowledge and expertise in the supported area.</li></ul>The Cons<br /><ul><li>Creation of ‘Silo’s’ and lost opportunities for sharing talent and best practices.
  73. 73. Accountability only to the area you support.
  74. 74. Loose broad Competitive and Market Intelligence. Missed opportunities.
  75. 75. Tendency to re-invent the wheel on tools and processes...
  76. 76. “We are different than group X.”</li></li></ul><li>Step 2:<br />Identify the Model<br />Outsourced Sourcing Model<br />The Pros<br /><ul><li>Subject Matter Expertise that you do not currently have or want to build.
  77. 77. Can be potentially done at a lower cost.
  78. 78. Ensures consistent processes, SLA’s and standards and one point of accountability/delivery.</li></ul>The Cons<br /><ul><li>You loose control of the candidate experience, branding and PR opportunities at the ground level.
  79. 79. Diminished personal interest in ensuring all the little things are consistently done right. You are just a revenue stream for vendor ‘X’.
  80. 80. Loss of IP and market intelligence.
  81. 81. Market can perceive you as just a body processing factory.</li></li></ul><li>Identify the Model <br />Off Shore Sourcing Model<br />Step 2:<br />The Pros<br /><ul><li>Lowest cost to do primarily Active Channel Sourcing.
  82. 82. Can handle large volume of transactions with quicker turnaround than local market vendors given 24/7 operations.
  83. 83. Can attack the Global talent pool in some key markets given localization issues.
  84. 84. Quality can be a major concern.
  85. 85. Can really only provide Active Channel Sourcing or Secondary Intelligence gathering vs. Phone Screening and full candidate relationship development.
  86. 86. English Immersion training, cultural nuances, lack of local market and geographical comprehension.
  87. 87. Requires much more project management resources then companies are willing to invest.</li></ul>The Cons<br />
  88. 88. Step 3:<br />Develop Talent Profiles<br /><ul><li>What is it? A document that identifies the specific targeted skills, companies, experience, industries, etc. for each group of like position profiles.
  89. 89. Why Create them? Main issue with recruiting/sourcing at the req level is if requirements change, expectation are not understood, etc.
  90. 90. Look at your reqs and work out how many have similar (Multi-incumbent) requirements and group them together as a profile.
  91. 91. Example:
  92. 92. Account Manager sales profile vs. Business Development sales profile.
  93. 93. Database Marketing vs. Event Marketing vs. Online Marketing.
  94. 94. Software Developer in Windows Media vs. Software Developer on MSN services.
  95. 95. Have a clear description of must have’s vs. nice to haves + target companies/talent pools.
  96. 96. This is the foundation of your SLA and will help solve for hiring managers or recruiters that like to ‘move the goalposts’ all the time on search criteria.
  97. 97. Make the process the SLA vs. a separate document that no one will ever read.</li></li></ul><li>Practice Overview<br />
  98. 98. Skill Set<br />Your Job as “The Expert” is to:<br />
  99. 99. Where to Look…<br />
  100. 100. Step 4:<br />Creating a Sourcing <br />Channel Document<br /><ul><li>Helps define the lanes in the road and clearly defines all the passive and active channels that need to be covered by profile and then allocate the appropriate resources against the channels. Reduce mine vs.. yours vs.. duplication and redundancy.
  101. 101. Ensure resources cover all the key sourcing channels and hidden talent pools.
  102. 102. Acts as an anchor to discussion on what channels yield results by profile.
  103. 103. Educates all members on different and creative tactics that need to be assessed and evaluated.
  104. 104. Creates some corporate memory and understanding around the historical Channels ROI.</li></li></ul><li>Profile Sourcing Strategy<br />
  105. 105. Building the Function ~ Putting it Together<br />
  106. 106. Building the Function ~ Putting it Together<br />
  107. 107. Step 5:<br />Hire The Right Talent <br />Sourcers<br />Building the Function<br />~ Putting it Together<br /><ul><li>Look for specific experience with talent identification, cold calling or networking.
  108. 108. They love the phone not fear it! Most agency recruiters don’t fear the phone and are willing to dial and smile.
  109. 109. Know all the latest tools and websites (Social Networking, Blogs, etc) and how/when to use them….
  110. 110. Generally extroverts and self confident (Sales background somewhere).
  111. 111. Traditionally full life cycle corporate recruiters struggle in a pure sourcing role.
  112. 112. Screening resumes or searching databases is more a junior recruiter skills.
  113. 113. Watch out for candidates that think a sourcing role is a stepping stone to real recruiting opportunity or something more senior.
  114. 114. Do they have experience working virtually and remotely?</li></li></ul><li>Step 5:<br />Hire The Right Talent - <br />Internet Researchers<br />Building the Function<br />~ Putting it Together<br /><ul><li>Solid foundation in Boolean syntax and have moved to more advanced approaches (Robot’s & Spiders).
  115. 115. Are Geeks ….. (Programming Background, love of technology).
  116. 116. Like to break things or reverse engineer the problem.
  117. 117. Not a fear of the phone but a preference to use the keyboard as their weapon of choice.
  118. 118. Ask them what their typing speed…..anything less than 40 probably means they are not a real Researcher or they suck at their job.
  119. 119. More introverted and methodical in their approach.
  120. 120. Will have experience working virtually and remotely.</li></li></ul><li>Step 5:<br />Hire The Right Talent <br />Candidate Developers<br />Building the Function<br />~ Putting it Together<br /><ul><li>Have experience in roles that are more akin to Account Management, Customer Relationship and Development.
  121. 121. Love developing the relationship vs. creating/finding it.
  122. 122. Look for people that love to tell you about their kids, weekend, fish stories……and are just as interested in hearing your’s.
  123. 123. Ask them how many birthday’s do they track and send cards/notes to those people.</li></li></ul><li>Step 5:<br />Hire The Right Talent <br />Sourcing Leaders<br />Building the Function<br />~ Putting it Together<br /><ul><li>Traditionally full life cycle corporate recruiters struggle in a pure sourcing role.
  124. 124. Watch out for candidates that think a sourcing role is a stepping stone to real recruiting opportunity or something more senior.
  125. 125. Most agency recruiters don’t fear the phone and are willing to dial and smile.
  126. 126. Look for experience in roles that impact and influence without direct authority.
  127. 127. Look for political savyness and ability to navigate the bureaucracy.
  128. 128. Do they have experience working virtually and remotely?
  129. 129. Has your leader managed an offshore or RPO vendor?
  130. 130. Does your leader know how to produce thorough trend and comparative analyst reporting and metrics?
  131. 131. Can they motivate, inspire and lead the troops as the journey will not be a simple one?
  132. 132. Can they stay focused on the end result vs. playing with new cool tools and approaches?</li></li></ul><li>Step 6:<br />Measure The Results<br />Will your ATS/CTS allow you to:<br /><ul><li>Measure pipeline talent that is not against an open req & map talent to multiple profiles, Industries and Pipes vs.. just one req (Data Segmentation)?
  133. 133. Identify Leads (suspects and prospects) quickly and easily by specialized category that might not have a resume to do a search against?
  134. 134. Track Pre-ATS/CTS metrics and reporting?
  135. 135. Leads
  136. 136. Initial Contact (negative dispositions)
  137. 137. Lead Pipeline by (Region, Industry, Company, etc)</li></li></ul><li>Step 6:<br />Measure The Results Productivity<br /><ul><li>‘x’ Submits a week (3-5)
  138. 138. Recruiter Acceptance to hire metric (10:1)
  139. 139. Passive Channel Hires at 1.5 per month
  140. 140. Average number of passive candidates ID’d that respond with interest (30-35%)
  141. 141. Robustness of Pipeline against Target Companies (20 new leads ID’d a week)</li></ul>Quality Metrics<br /><ul><li>Hire
  142. 142. Offer presented
  143. 143. No. of candidates formally interviewed
  144. 144. Top 10% performer; do they stay past 1 year
  145. 145. CUSAT – Recruiter, HM and Candidate satisfaction levels</li></li></ul><li>Building the Function ~ Putting it Together<br />
  146. 146. Building the Function <br />~ Pipeline % Probability To Close<br />
  147. 147. Building the Function ~ Comparative Analysis<br />Question<br />“What are the things we need to be doing to increase the passive candidate initial response %?”<br />“What are we doing to help with efficiencies around active candidate screening to determine quality earlier on in the process?”<br />
  148. 148. Building the Function ~ Trends<br />Questions<br />“Does the talent pool of the target companies support business demand for the next 3 years?”<br />“At current pace we will exhaust target companies talent pools?”<br />“Do we need to expand targets or revisit profile requirements?”<br />
  149. 149. Integrated Channels<br />Monster<br />Hotjobs<br />Traditional Sources<br />Job Fairs<br />Search Firms<br />Integrated Channels<br />Monster (Diversity)<br />Hotjobs<br />Careerbuilder<br />Google<br />Indeed<br />Simplyhired<br />4 Diversity channels<br />Traditional Sources<br />Job Fairs<br />Search Firms<br />Integrated Channels<br />Monster (Diversity)<br />Hotjobs<br />Careerbuilder (Diversity)<br />WorkInRetail<br />AllRetailJobs<br />Craigslist<br />SnagAJob<br />3 outplacement boards<br />Simplyhired<br />Google<br />Indeed<br />Spoke<br />Jigsaw<br />Zoominfo<br />Diversity US<br />8 Diversity channels<br />GettingHired (disability)<br />Microquest database<br />SBUX Diversity Directory<br />Social Media<br />LinkedIn<br />Facebook<br />Twitter: 1 platform<br />Traditional Sources<br />External Name Generation<br />Job Fairs<br />Search Firms<br />Directories<br />Integrated Channels<br />Monster (Diversity)<br />Hotjobs<br />Careerbuilder (Diversity)<br />WorkInRetail<br />Craigslist<br />SnagAJob<br />Google<br />Oodle<br />Indeed<br />Spoke<br />Jigsaw<br />Zoominfo<br />Hoovers<br />Dice<br />Diversity US<br />8 Diversity channels<br />GettingHired (disability)<br />HireDiversity<br />RecruitMilitary<br />Microquest database<br />SBUX Diversity Directory<br />Social Media<br />LinkedIn upgrades / slots<br />LinkedIn Recruiter<br />Twitter: 3 platforms<br />Traditional Sources<br />External Name Generation<br />Internal Name Generation<br />Job Fairs<br />Search Firms<br />Directories<br />Trials:<br />WSJ<br />MBA Focus<br />Dice<br />SmartBrief<br />Computerjobs<br />TheLadders<br />Building the Function ~ Sample Results<br />2007<br />2008<br />2009<br />2010<br />WEB 2.0:<br />CRM Autobots<br />SEM / SEO<br />RSS<br />Facebook Widget<br />Facebook Plug-in<br />Facebook ad buys<br />Jobvite<br />Diversity channels include: <br />disABLEDperson<br />HireAHero<br />Hispanic National Bar<br />LGBTCareerLink<br />RetirementJobs<br />Disabled American Veterans<br />ALPFA <br />DiversityInc.<br />All jobs on GettingHired<br />Microquest diversity D.B.<br />Diversity Directory provides recruiters over 100 searchable diversity channels. <br />
  150. 150. Sourcing <br />Can We Really “Click”<br />Our Way to the <br />Best Candidates?<br />stevelowisz<br /> .com<br />

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