Chicago connectin slides march 2013

114
#intalent

description

"Building an internal proactive sourcing team" starts on slide 79

Transcript of Chicago connectin slides march 2013

Page 1: Chicago connectin slides march 2013

#intalent

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#intalent

Welcome Peter Kim Director of Relationship Management, Talent Solutions LinkedIn

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Chicago #intalent

Today’s agenda

3

 Talent Acquisition 2015

 Moneyball for Talent Acquisition

 Panel: InDemand companies in Chicago

 Coffee and networking break

 Johnson Controls: building a proactive internal sourcing team

 Small-group networking

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Chicago #intalent

Today’s agenda

4

 Talent Acquisition 2015

 Moneyball for Talent Acquisition

 Panel: InDemand companies in Chicago

 Coffee and networking break

 Johnson Controls: building a proactive internal sourcing team

 Small-group networking

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#intalent

Talent Acquisition 2015 Wade Burgess Head of North America Sales, Talent Solutions LinkedIn

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Talent

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“ “ 7

Steve Jobs, 1994

I think part of what made the Macintosh great was that the people working on it were musicians, poets, artists, zoologists and historians who also happened to be the best computer scientists in the world.

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Chicago #intalent 9 Chicago

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Chicago #intalent 10 Chicago

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Members worldwide

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Legacy job boards are on the decline

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Internet job boards Internal hires

6% 4% YoY YoY

Best sources for key quality hires  

Fastest-falling Fastest-rising

35% 31%

Source: LinkedIn survey of 755 recruiting professionals in the US, May-July 2012.

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Here to stay: Passive candidate sourcing and recruiting via social and professional networks

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#1

Top long-lasting trends

Finding better ways to source passive candidates

#2 Utilizing social and professional networks

Source: LinkedIn survey of 755 recruiting professionals in the US, May-July 2012.

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You’re recruiting in a highly competitive landscape

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#1

Biggest obstacles to attracting top talent

Compensation

#2 Competition

Source: LinkedIn survey of 755 recruiting professionals in the US, May-July 2012.

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“Recruiters do not have the skills to source and attract passive candidates.”

“Competition for relative short supply of true ‘A Player’ talent.”

“Staying on top of social media.”

Your biggest concern today?

Source: LinkedIn survey of 272 recruiting leaders in North America, February 2013.

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Pressure makes recruiting “challenging,” though it remains “fun” and “important”

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Recruiting is…

Source: LinkedIn survey of 755 recruiting professionals in the US, May-July 2012.

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Recruiting leaders are doubling down

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On proactive sourcing and employer branding

If you could add one role to your team right now, what would it be?

Source: LinkedIn survey of 272 recruiting leaders in North America, February 2013.

#1 Sourcing specialist

#2 Employer brand manager

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Recruiting leaders are doubling down

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On proactive sourcing

Passive talent a focus

Passive talent not a focus

62% 38%

Proactive sourcing of passive talent

Source: LinkedIn survey of 755 recruiting professionals in the US, May-July 2012.

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Recruiting leaders are doubling down

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On proactive sourcing

Michael Ganiere Strategic Sourcing Leader at Johnson Controls Previous Oak Creek Assembly of God, Rowbottom Partners

Education Concordia University-Wisconsin

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Recruiting leaders are doubling down

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On employer branding

83% Agree that employer brand has significant impact on ability to hire great talent

91% Companies spent more or the same on employer brand in 2012 compared to 2011

Source: LinkedIn survey of 3,028 recruiting professionals globally, October 2012.

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Recruiting leaders are doubling down

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On employer branding

Paul Maxin Global Resourcing Director at Unilever Previous PricewaterhouseCoopers, Antal, Alderwick Consulting

Education University of Essex

Tips

•  Ensure brand authenticity: don’t promise externally what you can’t deliver internally.

•  Empower all employees to be brand ambassadors.

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A focus on improving the basics, while adopting the newest trends

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Screening/ interviewing applicants

Posting jobs

Closing candidates

Pipelining talent

Employer branding

Social recruiting

24% 22% 19% 16% 10% 6% 8% 7% 6% 4% 6% 10% 3% 5% 6% 2% 7% 12%

Two years ago Currently Two years from now

Recruiting team time allocation, by activity

Source: LinkedIn survey of 272 recruiting leaders in North America, February 2013.

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A focus on improving the basics, while adopting the newest trends

Source: LinkedIn survey of 272 recruiting leaders in North America, February 2013.

Screening/ interviewing applicants

Posting jobs

Closing candidates

Pipelining talent

Employer branding

Social recruiting

24% 22% 19% 16% 10% 6% 8% 7% 6% 4% 6% 10% 3% 5% 6% 2% 7% 12%

Two years ago Currently Two years from now

Recruiting team time allocation, by activity

Say data analytics will be a critical talent acquisition

skill in 2015

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Talent assessment

Talent strategy development

Problem solving

Candidate experience mgmt.

Interviewing

Relationship building

39%

33%

22%

19%

17%

54%

Most important skills for being considered a strategic talent advisor within your organization

Top 6 responses

Necessary skills represent a “talent advisor” profile

Source: LinkedIn survey of 272 recruiting leaders in North America, February 2013.

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Necessary skills represent a “talent advisor” profile

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#2 Social media

#3 Smart networking

#4 Talent strategy development

#5 Relationship management

#1 Talent assessment

Critical Talent Acquisition skills for 2015 Top 5 responses

Source: LinkedIn survey of 202 recruiting leaders in North America, September 2012.

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Turn your team members into talent scouts

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Ed Nathanson Director of Talent Acquisition at Rapid7 Previous Kronos, Veracode, Emptoris, Inc.

Education Ithaca College

Tips

•  Align your sourcers with business units for maximum coordination and impact.

•  Motivate and incentivize your recruiting team like a sales team.

1.

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Measure your employer brand

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So you can manage it

only one out of three regularly measure employer brand in a quantifiable way

2.

Source: LinkedIn survey of 3,028 recruiting professionals globally, October 2012.

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Measure your employer brand

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So you can manage it 2.

LinkedIn Talent Brand Index

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Invest in your pipeline

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Troy Grabel Talent Acquisition Manager at LeanLogistics Previous Kelly Services, Atwell LLC, Kensington Community Church

Education Central Michigan University

Tips

•  Determine what success looks like and work toward that vision.

•  Let Talent Pipeline work for you by leveraging search alerts, tags and projects.

3.

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Embrace the power of data

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4.

Average or poor at using data

75%

Utilizes data well

25%

How well does your organization use data to make hiring decisions?

Source: LinkedIn survey of 755 recruiting professionals in the US, May-July 2012.

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#InTalent

Moneyball for Talent Acquisition

Will Hamlin Insights, LinkedIn @Will_Hamlin

Using LinkedIn Data to Inform Your Strategy

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Let’s get to know you…

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In Moneyball data transformed baseball

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In Moneyball data transformed baseball

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In Moneyball data transformed baseball

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It’s time for data to transform Talent Acquisition

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Of Talent Acquisition leaders believe that their organization utilizes data well when hiring

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LinkedIn data can measure much better than before

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Starting with the profile

Broader

200M+ Members

Deeper Real-Time

Breakdown by geo, function, etc. Constantly updating

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How to:

Plan

Prioritize

Put in practice

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Let’s use Motorola Solutions as an example

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Start by sizing up the talent pool to set expectations with hiring managers

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Recruiter can measure the talent pool

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“Software Engineer”

3,607 talent pool

United States (534,669)

Greater Chicago Area (19,242)

3 to 5 years (3,607)

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Our strategic customers look at talent pool reports

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•  Recruiter can show supply of talent

DEM

AN

D

SUPPLY

NYC Chicago

Bay Area

•  Now we can look at demand for talent

•  This helps identify markets for talent

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We run surveys to identify what the talent pool is looking for so you could tailor messaging

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Challenging work Excellent compensation & benefits

High caliber people Job security

Good work-life balance

Matters more

Matters less

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You can now all measure this through Talent Pool reports

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1)  Healthcare providers

2)  Technical salespeople

3)  Software engineers

4)  Financial services

5)  Marketing – CPG

6)  Drilling & petroleum

7)  Procurement & supply

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You can find the Talent Pool reports at:

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http://lnkd.in/plan

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How can you use data to plan?

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Set expectations with hiring managers 1

Identify markets for targeting talent 2

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How to

Plan

Prioritize

Put in practice

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Once you’ve identified the right people, are they interested in you?

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Let’s look at Ingredion, a food producer

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Your employees are engaging talent every day; mobilize them as brand ambassadors

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55,176 Potential candidates view Ingredion’s employee profiles yearly

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Your company page draws in talent

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5,327 Engaged Talent following Ingredion

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But how do you pull together the pieces? First, look at brand reach and engagement

LinkedIn Confidential ©2012 All Rights Reserved 59

Talent Brand Reach

Talent

Talent that’s familiar with you as an employer

Talent Brand Engagement Talent that is interested in you as an employer

Researching company and career pages Following your company Viewing jobs and applying

Viewing employee profiles Connecting with your employees

169,549 members

members 45,625

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Talent

Talent Brand Index can measure your employer brand

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Talent Brand Index =

Talent Brand Engagement Talent Brand Reach

Ingredion 27%

Talent Brand Reach

Talent Brand Engagement

169,549 members

members 45,625

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We can compare your Talent Brand Index against your peers

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PEERS

Cargill

Hillshire Brands

Kerry Ingredients

IFF

National Starch Food

Tate & Lyle

27%  

19%  16%  

14%  12%  

6%   6%  

Ingredion

1 of 7

Weaker employer brand

Employer of choice

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Talent more difficult to engage

Talent easiest to engage

We can measure how your Talent Brand Index varies across the functions you’re hiring…

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35%  33%  

29%   29%  26%   25%  

Engineering   Finance   Research   Opera0ons   HR   Sales  

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We can track how your Talent Brand Index progresses over time

LinkedIn Confidential ©2012 All Rights Reserved 63

20%

23%

26%

29%

Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13

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How can you use data to prioritize?

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Identify engaged candidates 1

Benchmark against peers 2

Diagnose strengths / weaknesses 3

5,327Engaged Talent following Ingredion

27%

19%16%

14%12%

6% 6%

Ingredion

35%33%

29% 29%26% 25%

Engineering Finance Research Operations HR Sales

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How to:

Plan

Prioritize

Put in practice

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Start using data & keep it simple

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What is the size of your talent pool?

How well are you engaging that talent?

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Should you create a new workflow?

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NO!

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Integrate and enhance your existing workflow

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Look at the data to:

1)  Plan based on the size of the talent pool

2)  Prioritize engaged talent

Ask for the data:

1)  How big is the talent pool?

2)  How many candidates are we engaging?

Recruiter

TA Leader

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Talent Tips from LinkedIn

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Team TA

Sourcing Ops &

Analytics

Coordination

We embedded ops & analytics into TA

Measure, manage, iterate… Repeat

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How can you best operationalize talent analytics?

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Start using data & keep it simple 1

Integrate and enhance your workflow 2

Create the right team structure 3

Team TA

SourcingOps &

Analytics

Coordination

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Put in practice

Plan

Prioritize

You should now know how to use data to:

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You can now verify skills with endorsements

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We can help companies to understand where they are skill leaders or skill trailers

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Is that good?

• How does it compare to our peers?

• How does it vary by geo, function, etc.?

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Today’s agenda

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 Talent Acquisition 2015

 Moneyball for Talent Acquisition

 Panel: InDemand companies in Chicago

 Coffee and networking break

 Johnson Controls: building a proactive internal sourcing team

 Small-group networking

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#intalent

Best practices from InDemand companies in Chicago

Vildan Stidham, Divisional VP, Global Talent Acquisition, Abbott Laboratories Dan Jessup, Head of People Strategy, Groupon, @danjessup Kristen Storey, Senior Talent Acquisition Manager, PepsiCo Leela Srinivasan, Group Marketing Manager, LinkedIn, @leelasrin

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lnkd.in/gettheplaybook

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Today’s agenda

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 Talent Acquisition 2015

 Moneyball for Talent Acquisition

 Panel: InDemand companies in Chicago

 Coffee and networking break

 Johnson Controls: building a proactive internal sourcing team

 Small-group networking

Page 79: Chicago connectin slides march 2013

Chicago #intalent

Today’s agenda

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 Talent Acquisition 2015

 Moneyball for Talent Acquisition

 Panel: InDemand companies in Chicago

 Coffee and networking break

 Johnson Controls: building a proactive internal sourcing team

 Small-group networking

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Building An Internal Sourcing Team

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Building An Internal Sourcing Team Introduction

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Building An Internal Sourcing Team Agenda

Johnson Controls 82

Structure Measurements People

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Building An Internal Sourcing Team Overview of Johnson Controls

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Building An Internal Sourcing Team Overview of Johnson Controls

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Building An Internal Sourcing Team The Difference 10 Years Makes

2002 2012

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Building An Internal Sourcing Team Why A Sourcing Team?

Average Agency Fee =

$23,000

Average Sourcer Salary =

$50k - $75k

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STRUCTURE Building an Internal Sourcing Team

Johnson Controls 87

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Building An Internal Sourcing Team - STRUCTURE 1st Structure & Responsibilities

TA DIRECTOR

TA MANAGER

Recruiter Business 3

Recruiter Business 3

Recruiter Business 2

Recruiter Business 1

TA MANAGER

Recruiter Business 1

Recruiter Business 2

Recruiter Business 3

Recruiter Business 1

Sourcer Business 2

TA MANAGER

Recruiter Business 2

Sourcer Business 3

Sourcer Business 1

This didn’t

work so

well

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Building An Internal Sourcing Team - STRUCTURE 2nd Structure & Responsibilities

TA DIRECTOR

TA MANAGER

Recruiter Business 3

Recruiter Business 3

Recruiter Business 2

Recruiter Business 1

TA MANAGER

Recruiter Business 1

Recruiter Business 2

Recruiter Business 3

Recruiter Business 1

TA MANAGER

Recruiter Business 2

SOURCING MANAGER

Sourcer Business 2

Sourcer Business 1

Sourcer Business 3

balanced

load but

still tripping

over one

another

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Building An Internal Sourcing Team - STRUCTURE 3rd Structure & Responsibilities

TA DIRECTOR

TA MANAGER

Recruiter Business 3

Recruiter Business 3

Recruiter Business 2

Recruiter Business 1

TA MANAGER

Recruiter Business 1

Recruiter Business 2

Recruiter Business 3

Recruiter Business 1

TA MANAGER

Recruiter Business 2

SOURCING MANAGER

Sourcer Function 2

Sourcer Function 1

Sourcer Function 3

Great results

but still

reactive

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Building An Internal Sourcing Team - STRUCTURE Fourth Structure & Responsibilities

TA DIRECTOR

TA MANAGER

Recruiter Function 3

Recruiter Function 3

Recruiter Function 2

Recruiter Function 1

TA MANAGER

Recruiter Function 1

Recruiter Function 2

Recruiter Function 3

Recruiter Function 1

TA MANAGER

Recruiter Function 2

SOURCING MANAGER

Sourcer Function 2

Sourcer Function 1

Sourcer Function 3

**Recruiting team is now aligned by function, and the manager remains the TA partner to each business unit

ahhh…

“strategic

sourcing…”

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SOURCE: CLC Recruiting of the Corporate Leadership Council, “Building Talent Pipelines”, 2011.

low

low

high

high Level of Critical Need

Sourcing Difficulty

Sourcing

team wuz

Here

Prioritization Criteria:

• TALENT SUPPLY What talent is available in the

market? • CONFIDENTIALITY • SPECIALTY

How technical? • DIFFICULTY

Resource intensity? • CAPABILITY

Are we skilled enough? • ROLE CRITICALITY

Level of critical need? •  INTEL TO BE GAINED

What can be learned for the sake of future searches?

• STRATEGIC SUPPORT Is the business willing to make

strategic hires from pipelines?

Prioritization Map

Building An Internal Sourcing Team - STRUCTURE Determining Pipeline Scope

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Building An Internal Sourcing Team - STRUCTURE Service Level Agreement

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MEASUREMENTS Building an Internal Sourcing Team

Johnson Controls 94

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Building An Internal Sourcing Team - MEASUREMENTS No Motivation

know what

it takes to

get to the

goal

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Quality of Pipeline

Johnson Controls 96

# Ads to Pipeline

# Connects / Leads

# Interviews

# Submittals

Submittal Lifecycle

# People Sourced / Req

# Calls Customer Survey

Time to Submittal

# Submittals / Week

# Reqs w/ Target Companies

# Reqs Engaged / Sourcer

# Submittals / Month

InMail Response Rate

# Responded vs. # Sourced

# Open Reqs in CRM

Reqs Engaged vs. Reqs Open

# Target Companies / Req

# Process Improvements

# Screens / Sourcer # Logins to Source Tools

% Shared vs. Hired

% Shared vs. Accepted

# Logins to Taleo # Records Updated w/ Proper Source

# Invites to Connect % Shared vs. Rejected

# Logins to CRM

% Shared vs. Offered

Time from Engagement to Disengagement Time from Engagement

to Research Complete

# Screened vs. # Targeted

# Screened vs. # Sourced

Call Length

SLA Execution

Number of qualified candidates submitted per

requisition / pipeline

Building An Internal Sourcing Team - MEASUREMENTS What should be measured?

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Building An Internal Sourcing Team - MEASUREMENTS Measuring People

qualified

interested

affordable GOAL: §  10 in pipeline per week §  3-5 per open requisition §  Focus on diversity

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Building An Internal Sourcing Team - MEASUREMENTS Measuring Intel

competitors

talent perception

talent preferences GOAL: §  2 leads per week §  monthly intel report

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Building An Internal Sourcing Team - MEASUREMENTS What the numbers told us - Sales

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Building An Internal Sourcing Team - MEASUREMENTS What the numbers told us - Engineering

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Building An Internal Sourcing Team - MEASUREMENTS What the numbers told us - Savings

3rd PARTY AGENCY SPEND

2011 2010 2009 2012

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Building An Internal Sourcing Team - MEASUREMENTS Measurements Take-Aways

FOCUS:

Measure everything, but only hold team accountable for a few

DELIVER:

Set the bar at excellence and expect nothing less

ALIGN:

Benchmark success against business needs

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PEOPLE Building an Internal Sourcing Team

Johnson Controls 103

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Building An Internal Sourcing Team - PEOPLE Building a Sourcing Perspective

TRADITIONAL RECRUITING

TALENT SOURCING

“How does the candidate fit us?”

“How do we fit the candidate?”

Candidate Sells – Recruiter Qualifies

Recruiter Sells – Candidate Qualifies

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INFLUENCE

Johnson Controls 105

Building An Internal Sourcing Team - PEOPLE Build Sourcing Capability Through Influence

Candidates Direct-Sourced:

2011 = 1%

2012 = <5%

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Building An Internal Sourcing Team - PEOPLE Hire Appropriately

Hire for Hunger & Train to Retain – Glen Cathey (www.BooleanBlackBelt.com)

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HINDSIGHT Building an Internal Sourcing Team

Johnson Controls 107

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1.  LISTEN: What’s the real need?

2.  MEASURE: Identify what can be measured, then prioritize

3.  HIRE: Get the right skill set on the team

4.  DELIVER: Build culture of excellence & beat expectations

Johnson Controls 108

Building An Internal Sourcing Team - HINDSIGHT Success RoadMap in Hindsight

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Building An Internal Sourcing Team Questions

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Today’s agenda

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 Talent Acquisition 2015

 Moneyball for Talent Acquisition

 Panel: InDemand companies in Chicago

 Coffee and networking break

 Johnson Controls: building a proactive internal sourcing team

 Small-group networking

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Who’s in the room

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What’s keeping you up at night?

0 5 10 15 20 25 30 35 40 45

Recruit globally

Improve internal mobility

Embrace technological shifts (e.g. social, mobile, video)

Leverage data to demonstrate impact

Improve candidate experience

Be a strategic talent advisor to your business

Do more with less

Upgrade employer branding

Pipeline talent effectively

Find and engage top passive candidates

23

20

Source: Connect in Chicago Survey, 64 responses. # of Responses

43

40

37

33

27

18

11

7

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“It’s hard to navigate change when I can’t (yet) explain the benefit or payoff.”

“How do we do it all well when we can barely do it all?”

“We are in search of skills that are in limited supply.”

Tell us more…

“We have focused too much on filling positions only when they are open.”

“Employer branding in social media – we are way behind on technology.”

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Experience Sharing

Choose a topic and table, and share:

§  Name, title and company

§  Scope of role

§  Why this challenge keeps you up at night

→ Engage passive candidates → Do more with less → Be a strategic talent advisor → Embrace technology shifts → Recruit globally

→ Pipeline talent effectively → Upgrade employer branding →  Improve candidate experience → Leverage data to demonstrate impact →  Improve internal mobility

This room Next room