Best Practices and New Innovations for Sourcing and Screening Potential New Hires
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Transcript of Best Practices and New Innovations for Sourcing and Screening Potential New Hires
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Speaker: Jack Coapman Vice President ADP
Moderator: Kellye Whitney Managing Editor Talent Management magazine
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Best Practices and New Innovations for Sourcing and Screening Potential New Hires
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Tools You Can Use • Polling
– Polling question will appear in the “Polling” panel.
– Select your response and click on “Submit.”
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Kellye Whitney Managing Editor Talent Management magazine
Best Practices and New Innovations for Sourcing and Screening Potential New Hires
![Page 6: Best Practices and New Innovations for Sourcing and Screening Potential New Hires](https://reader033.fdocuments.us/reader033/viewer/2022051412/54c07d914a7959aa188b456f/html5/thumbnails/6.jpg)
#TMwebinar
Best Practices and New Innovations for Sourcing and Screening Potential New Hires
Jack Coapman Vice President ADP
![Page 7: Best Practices and New Innovations for Sourcing and Screening Potential New Hires](https://reader033.fdocuments.us/reader033/viewer/2022051412/54c07d914a7959aa188b456f/html5/thumbnails/7.jpg)
Best Practices & New Innovations for Sourcing & Screening Potential New Hires
Jack W. Coapman ADP
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About Jack Coapman
§ 20 years retail technology focused
– TEC, GTE, Triversity
§ 10 years HR technology
– VirtualEdge, ADP
§ Sales, marketing, business development
§ Motorcycling, cooking, college basketball, and the NY Giants!
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© Copyright 2011 ADP, Inc. Proprietary and Confidential Information 9
Discussion Guide
§ The Business of Talent in the NFL
§ Fundamental Changes in Talent Acquisition
§ Best Practices and Technologies
§ Questions & Answers
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Polling Question #1
Approximately how many employees are in your organization worldwide?
§ 1-999
§ 1000-4999
§ 5000-9999
§ 10000-19999
§ Greater Than 20000
© Copyright 2011 ADP, Inc. Proprietary and Confidential Information 10
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Polling Question #2
Describe Your Current Function?
§ Sourcing
§ Recruiting
§ HR (Non-Recruiting)
§ IT
§ Risk Management
§ Other - Manager
© Copyright 2011 ADP, Inc. Proprietary and Confidential Information 11
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© Copyright 2011 ADP, Inc. Proprietary and Confidential Information 12
Business Objectives in the NFL
§ 2 Conferences
§ 8 Divisions
§ 32 Teams
§ 250+ Games
§ 200+ Coaches
§ 1000+ Players
1 Goal
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© Copyright 2011 ADP, Inc. Proprietary and Confidential Information 13
Talent Management in the NFL
PERFORMANCE
LOW MEDIUM HIGH
POTE
NTI
AL
LOW
M
EDIU
M
HIG
H
§ Alignment
§ Cultural Fit
§ Past Experience
§ Compensation
§ Stage in Career
§ Coachable
§ Availability
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© Copyright 2011 ADP, Inc. Proprietary and Confidential Information 14
Talent Management in the NFL
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© Copyright 2011 ADP, Inc. Proprietary and Confidential Information 15
Talent Management in the NFL
§ How do I match up against the competition?
§ What is my game plan this week?
§ What are the key positions?
§ How strong are my “A” players?
§ How ready are my “B” players?
§ How will this change next week? Next month? Next Year?
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© Copyright 2011 ADP, Inc. Proprietary and Confidential Information 16
Talent Management in the NFL
Emerging Talent Demonstrated abilities in other venues and desire to play
-NCAA, practice squads
Developing Talent Potential long term abilities
-NCAA, high school
Ready Talent Demonstrated abilities and ready to play
-my team, their team
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© Copyright 2011 ADP, Inc. Proprietary and Confidential Information 17
What Can We Learn From The NFL?
§ The power of a single, understood goal
§ Know your team, today and tomorrow
§ Talent must be ready at all times
§ Recruiting is an on-going effort
Goal Alignment
Workforce Planning
Succession Management
Sourcing/Screening
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Polling Question #3
Where does sourcing & screening rank in terms of key business priorities?
§ Top – In the top 1/3 of business priorities
§ Middle – In the middle 1/3 of business priorities
§ Bottom – In the bottom 1/3 of business priorities
§ Not Sure
© Copyright 2011 ADP, Inc. Proprietary and Confidential Information 18
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© Copyright 2011 ADP, Inc. Proprietary and Confidential Information 19
Fundamental Changes
§ Economic Conditions
§ Do More With Less
§ Alignment of Talent
§ Workforce Demographics
§ Regulatory Compliance
REACTIVE
PROACTIVE
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© Copyright 2011 ADP, Inc. Proprietary and Confidential Information 20
The Talent Pipeline Has Shifted
More Candidates
More Filters
More Stringent Processes
Fewer Hires
THEN NOW
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© Copyright 2011 ADP, Inc. Proprietary and Confidential Information 21
Improve The Quality of Your Talent Pipeline
§ Marketing
§ Sourcing
§ Relationship Building
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© Copyright 2011 ADP, Inc. Proprietary and Confidential Information 22
Strengthen Your Marketing Presence
§ What’s your ‘employment brand’ – message and value proposition?
§ Where does your target audience hang out?
§ How do you stack up against your competitors?
§ What vehicles will you use?
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© Copyright 2011 ADP, Inc. Proprietary and Confidential Information 23
Expand Your Sourcing Efforts
§ Leverage proven search tools to optimize your recruitment marketing initiatives
§ Capitalize on social networks to increase brand awareness and optimize employee referrals
§ Embed social tools into career center
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© Copyright 2011 ADP, Inc. Proprietary and Confidential Information 24
Focus on Relationship Building
§ Internal
§ Drive engagement
§ Develop talent
§ External
§ Keep aware
§ Push message and value proposition
§ Get candidate community ready for new opportunities
Passive Candidate Relationship Management
Succession Planning Tools
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Innovative Technologies
§ Survey Tools to determine candidate and employee value propositions
§ Social software expands your community of interest virally (passive candidates, alumni, referrals)
§ Search Engine Optimization & Job Board Distribution tools enable you to be found
§ Candidate Relationship Management tools support the dialogue you want to have with your target candidate audience
§ Mobile Technology is rapidly becoming the “communication” norm
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© Copyright 2011 ADP, Inc. Proprietary and Confidential Information 26
Integrate “Quality of Hire Tools” Throughout the Process
§ Identify and Assess
§ Integrate
§ Improve On-Boarding
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© Copyright 2011 ADP, Inc. Proprietary and Confidential Information 27
Identify Competencies and Assess
2011 SHL Business Outcomes Report speaks to how high scoring store managers drive $60 million more in sales or how contact center agents in healthcare sector make 17% fewer errors and are far more efficient.
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© Copyright 2011 ADP, Inc. Proprietary and Confidential Information 28
Identify Competencies and Assess
§ What does success look like and how can we predict it?
– Skills
– Behaviors
– Behavioral interviewing
– Reference Checking
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© Copyright 2011 ADP, Inc. Proprietary and Confidential Information 29
Integrate Complex Screening & Compliance Tasks
2011 ADP Screening Index Report, 46% of candidates processed through reference checking came back with information indifference; 36% had at least 1 driving violation; and 45% had a record on their credit
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© Copyright 2011 ADP, Inc. Proprietary and Confidential Information 30
Integrate Complex Screening & Compliance Tasks
§ Background screening
§ Skills and/or Behaviors
§ Electronic I-9 /E-Verify
§ Employment Tax Credits
§ Reference Checking
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Improve Quality of On-Boarding Experience
2010 Aberdeen Report “Onboarding: First Line Of Engagement”, formal on-boarding process drives greater results, including high engagement scores, ability to attain first performance milestone on-time and receives exceeds expectations.
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© Copyright 2011 ADP, Inc. Proprietary and Confidential Information 32
Improve Quality of On-Boarding Experience
§ More than just completion of “HR” forms
§ Will be more important as “war for talent” gets more serious
§ Connect to “like” employees
§ Measurement tools
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Innovative Technologies
§ Competency Models & Assessment tools assist in predicting quality of hire
§ Reference Checking tools leveraging “crowdsourcing” practices provide greater insight into candidate quality
§ Integration of the screening tools assure compliance and security of your workforce
§ On-Boarding bridge the recruiting and hiring processes
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Keys to Success
§ Identify key positions and define what success criteria
§ Proactively engage talent outside your organization-continuous effort
§ Evaluate tools that drive quality of hire metrics
§ Integration disparate tools-technology and process
§ Extend recruiting through on-boarding
§ Seek opportunities to educate your company on “talented” practices
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For more information: www.ADP.com/talent_management
© Copyright 2011 ADP, Inc. Proprietary and Confidential Information 35
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Questions?
© Copyright 2011 ADP, Inc. Proprietary and Confidential Information 36
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Thank You
© Copyright 2011 ADP, Inc. Proprietary and Confidential Information 37
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From Orientation to On-Boarding: Transforming the New Hire Process