Web 2.0 Strategic Staffing
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1
.Web 2.0 & Strategic StaffingWeb 2.0 & Strategic Staffing
By Frank By Frank [email protected]@americajoblink.comink.com
2
.Web 2.0 Strategic Staffing
Vision Vision Building Strategic
Staffing’s Back-end
Planning
• Build or Buy p.32
• Recruitment Strategy p.37
• Resources p.45
Developing
1. Attraction Strategies p.49
2. Talent Communities p.54
Execution Execution Building Strategic
Staffing’s Front-end
Where to Start? p.66
1. Candidate Relationship Management p.68
2. Social Networks p. 76
3. Search Engine Marketing p. 81
4. Career Site and Video p. 86
• Putting it All Together p.93
• Appendix p.100
ClosingClosing
• Introduction P.3• Does Web 2.0
Work? p.10• (Business Cases)
IntroductionIntroduction
3
.
IntroductionIntroduction
4
. The Right Model
Great at branding by casting a broad net
(adv./marketing), but fishing to catch talent
Corporate StaffingAgencies
Great at finding /building relationships with top
talent, but no insight on client’s long term vision
or candidates’ career path
Strategic Staffing
The best of both worlds
5
.
Vision without execution is day dreaming
Bill Gates
Strategic Staffing’s Day Dream
Some staffing organizations around the U.S. day dream about Proactive / Relationship Recruiting but
lack the capabilities and resources to execute.
6
.From Vision To Execution
Web 2.0 strategies can increase organizational capabilities and efficiencies, while minimizing labor friction and cost to reach your strategic staffing goals.
7
.
"Web 2.0" AKA "Participatory Web“ hints at an improved form of the World Wide Web to better communicate and collaborate, emphasizing tools and platforms that enable users to Modify, Tag, Blog, Comment, Augment, etc.
Benefits for Strategic Staffing:1. Alignment with talent planning &
management2. Increase in quality of hire3. Reduced cost across all functions 4. Increase in recruitment efficiency5. Strengthen brand loyalty 6. Support your Marketing/PR initiatives7. Increase in candidate and client satisfaction
About Web 2.0
8
.Web 2.0 Types
IntranetInternal collaborations within
your company
Internet External collaborations with the
world
Click the blue buttons under “View Show” mode for more information
9
.
Does Does
Web 2.0Web 2.0
Work?Work?
10
.
Built a multimillion dollar war chest via viral Web 2.0 connections
Web 2.0 Business Case: Obama
11
.Web 2.0 Business Case: Merck
12
.
Talent Community build up for R & D software engineers
Internal/exclusive social networking site for videogame R & D engineers
Web 2.0 Business Case: Microsoft
13
.Cost-Per-Hire (CPH) Goal
Industry CPH Average $3,324Recent Client CPH $1,792
CPH Savings $1,532
Jobs 2Web 2008 Survey
14
.
VisionVision
Building Strategic Staffing’sBuilding Strategic Staffing’s Back-endBack-end
15
.Talent Planning + Talent Acquisition + Talent Management (P.A.M.) = Strategic Staffing
Disconnected Talent Model
Holistic Talent Model
FromGood
Strategic Staffing
To Great
16
.Strategic Staffing’s Foundation
Sustainable Strategic Staffing is possible when leaders intentionally align strategic and cultural intent…
Phase 1
Phase 2
Phase 3
17
.
CULTURAL INTENT – Explicitly defines the
culture that is desired and required for web 2.0 strategies to flourish
STRATEGIC INTENT – Embodies the business
goals of the transformation based on a compelling business case for aligning talent planning, acquisition and management via Web 2.0 automation
Phase 1
18
.
PlanPlan
Strategic Staffing
Strategic Staffing’s Vision: Mission
Strategic Staffing’s mission is to solidify the relationship between Talent Planning, Acquisition and Management (PAM) in order to build the most advanced proactive recruiting model by leveraging the right people, process and Web 2.0 Web 2.0 technology. technology. This new approach is proven to optimize talent acquisition and diversity, as well as, produce hires in the top 10% of their field in a timely matter.
19
.Strategic Staffing’s Requirement: People
CompetenciesCompetencies- Work Level- Work Level- Industry / Functional- Industry / Functional- Strategic- Strategic
CompetenciesCompetencies- Work Level- Work Level- Industry / Functional- Industry / Functional- Strategic- Strategic
Potential to
Potential to
Directo
r
Directo
r
Potential to
Potential to
VPVP
Potential to
Potential to
CEOCEO
Managem
en
tM
anagem
en
t
VP
VP
CEOCEO
DirectorDirector
While HR provides leadership to ensure that every new hire should:• Be among the top 10% of your
performance system scale• Have the ability to be promoted 2 to 3
levels above their current one• Demonstrate efficient leadership
behaviorsStaffing requires a……………………..
…….Web 2.0 savvy workforce that can deliver their vision
20
.Strategic Staffing’s Requirement: Processes
The right processes:1. Support Talent Planning2. Drive Talent Acquisition 3. Anticipate Talent Management
21
.Strategic Staffing’s Requirements: Technology
The right technologyconnects it all together
and reduces labor friction
22
.Phase 2
CULTURAL INTENT – Creates the cultural
change that is required in the organization
STRATEGIC INTENT – Builds the organizational
capabilities that must be required to succeed
23
.
Enablers
Ask New Questions
From “Good”Client RelationsCustomer Service Driven
To “Great”Solutions Provider
Expert Consultative
ProcessDriven
PeopleDriven
Past talent initiatives have generally not
aimed at people but at improving
efficiency, managing work flows and
ensuring quality.
Now, service, innovation and
relationships are seen as the enablers of
increased profit as the spotlight moves away from manufacturing
and production.
Culture Change: People Driven
24
.
Enablers
Ask New Questions
From “Good”Client RelationsCustomer Service Driven
To “Great”Solutions Provider
Expert Consultative
ProcessDriven
PeopleDriven
Instead of thinking about
your job as filling requisitions or
sourcing candidates or
screening people, you should…….
Align talent PAM initiatives with hiring managers’ needs to
determine what combination of skills and experience will help them achieve
organizational goals.
Culture Change: Consultative
25
.
EnablersFrom “Good”
Client RelationsCustomer Service Driven
To “Great”Solutions Provider
Expert Consultative
ProcessDriven
2 good reasons why credentials are second to skills…..become a great scoutPeople
Driven
Become a great talent Scout: While degrees and experience may
add depth to the final decision, skills and abilities ultimately
make the most difference.
Ask New Questions
Instead of blindly following
a job description to determine the
degrees and experience
required for the job, you should…
Culture Change: Talent Scout
26
.
Incorporate all four levers in your
staffing strategies
1. The attraction lever: This has been the sole staffing lever and has been overused. We should consider other levers in order to design more robust staffing strategies.
2. The performance lever: defines success and focuses teams and individuals on accomplishing business results.
EnablersFrom “Good”
Client RelationsCustomer Service Driven
To “Great”Solutions Provider
Expert Consultative
3. The competence lever: focuses on the development of people and on increasing the capabilities of the current workforce.
4. The commitment lever: People are motivated by (1) Meaningful work and (2) opportunity for cross-training, internal transfers and development.
Culture Change: Lever Mix
27
.
From Good (Diversity & Inclusion) to Great (Diversinclusion)
From Good (Diversity & Inclusion) to Great (Diversinclusion)
Web 2.0 strategies can work wonders to help you build diverse talent communities, collaborate with its members, nurture relationships and recruit them when needed.
LINK: Diversity Landing Page
Culture Change: Diversinclusion
28
.Phase 3
CULTURAL INTENT – Combines values, beliefs
and behavioral norms shared across an organization that shapes how people deliver Strategic Intent
LEADERSHIP -• Requires deeply shared mindsets and behaviors, a
consistency of purpose and operating discipline to bring the strategic and cultural intent to life
STRATEGIC INTENT –
Creates the right process, structure and technology required to enable and
sustain the right strategic staffing model
29
.The Right Process/Structure/Technology
Web 2.0 Wok Flow: Delivery
Putti
ng it
all t
oget
her
Putti
ng it
all t
oget
her
TMP Pathways
Job Distribution
SEM/SEOPPC
Campaign
Revamp Career Site
Make it more attractiveand optimize the
application process
Employee Referral
Campaign
SmartAgents
ATS / CRMRe-recruiting
Deep WebProfile Search
Job BoardResume Search
External Referral
Campaign
BrassringApplicants
Jobs2web
Landing PageBy requisition
MicropageMarketing by Business Unit
SourcePointTalent Communities(mapped to org. chart)
E-MailRSS
CRM SourcePoint
MajorBoards
Banner Advertise-
-ment
NicheSites
TradeAssociations
EvergreenReqs.
NameGeneration
Alumni
Social NetworkInterface
ManageRelations
Static Distribution
1. Attorneys Patent2. Market Research 3. Associates/ Mgrs4. Brand Managers5. MSL’s PharmD's 6. MSLs RN
1. Biopharm Sales 2. Field Training 3. Field Sales Mgmt/Executive4. Managed Markets sales 5. MD’s Hemo 6. MD’s Endo
1. Diabetes Sales Reps (E/I/DCS)2. Clinical Research Associates3. IT Professionals
1. Clerical 2. Human resources3. production
High
Low
Low HighPredictability
Diffi
culty
Sourcing Prioritization
Dynamic Distribution
Build landing pagesin Linkedin, Facebook, My Space, YouTube, Twitter and others…...
External Social Networks: Linkedin, Facebook, MySpace, and YouTube1. Data-mining landing pages2. Form BU groups3. Invite ATS applicants4. Campaign: Employees drive membership5. Survey campaigns6. Slide-Share contest7. Promotions (partner with marketing)
Internal Social Network: Ning 1. Data-mining landing pages2. Build by business unit3. Invite top prospects / applicants only4. Focus in content – partner with marketing4. Campaign: Employees drive membership5. Survey campaigns6. Referral contest (s)7. Promotions
Sophisticated efforts to supportthe more difficult jobs
Standard efforts to supportthe less difficult jobs
Diversity
Web 2.0 Work Flow:Web 2.0 Wok Flow: Delivery
Putti
ng it
all t
oget
her
Putti
ng it
all t
oget
her
TMP Pathways
Job Distribution
SEM/SEOPPC
Campaign
Revamp Career Site
Make it more attractiveand optimize the
application process
Employee Referral
Campaign
SmartAgents
ATS / CRMRe-recruiting
Deep WebProfile Search
Job BoardResume Search
External Referral
Campaign
BrassringApplicants
Jobs2web
Landing PageBy requisition
MicropageMarketing by Business Unit
SourcePointTalent Communities(mapped to org. chart)
E-MailRSS
CRM SourcePoint
MajorBoards
Banner Advertise-
-ment
NicheSites
TradeAssociations
EvergreenReqs.
NameGeneration
Alumni
Social NetworkInterface
ManageRelations
Static Distribution
1. Attorneys Patent2. Market Research 3. Associates/ Mgrs4. Brand Managers5. MSL’s PharmD's 6. MSLs RN
1. Biopharm Sales 2. Field Training 3. Field Sales Mgmt/Executive4. Managed Markets sales 5. MD’s Hemo 6. MD’s Endo
1. Diabetes Sales Reps (E/I/DCS)2. Clinical Research Associates3. IT Professionals
1. Clerical 2. Human resources3. production
High
Low
Low HighPredictability
Diffi
culty
Sourcing Prioritization
Dynamic Distribution
Build landing pagesin Linkedin, Facebook, My Space, YouTube, Twitter and others…...
External Social Networks: Linkedin, Facebook, MySpace, and YouTube1. Data-mining landing pages2. Form BU groups3. Invite ATS applicants4. Campaign: Employees drive membership5. Survey campaigns6. Slide-Share contest7. Promotions (partner with marketing)
Internal Social Network: Ning 1. Data-mining landing pages2. Build by business unit3. Invite top prospects / applicants only4. Focus in content – partner with marketing4. Campaign: Employees drive membership5. Survey campaigns6. Referral contest (s)7. Promotions
Sophisticated efforts to supportthe more difficult jobs
Standard efforts to supportthe less difficult jobs
Diversity
Web 2.0 Wok Flow: Delivery
Putti
ng it
all t
oget
her
Putti
ng it
all t
oget
her
TMP Pathways
Job Distribution
SEM/SEOPPC
Campaign
Revamp Career Site
Make it more attractiveand optimize the
application process
Employee Referral
Campaign
SmartAgents
ATS / CRMRe-recruiting
Deep WebProfile Search
Job BoardResume Search
External Referral
Campaign
BrassringApplicants
Jobs2web
Landing PageBy requisition
MicropageMarketing by Business Unit
SourcePointTalent Communities(mapped to org. chart)
E-MailRSS
CRM SourcePoint
MajorBoards
Banner Advertise-
-ment
NicheSites
TradeAssociations
EvergreenReqs.
NameGeneration
Alumni
Social NetworkInterface
ManageRelations
Static Distribution
1. Attorneys Patent2. Market Research 3. Associates/ Mgrs4. Brand Managers5. MSL’s PharmD's 6. MSLs RN
1. Biopharm Sales 2. Field Training 3. Field Sales Mgmt/Executive4. Managed Markets sales 5. MD’s Hemo 6. MD’s Endo
1. Diabetes Sales Reps (E/I/DCS)2. Clinical Research Associates3. IT Professionals
1. Clerical 2. Human resources3. production
High
Low
Low HighPredictability
Diffi
culty
Sourcing Prioritization
Dynamic Distribution
Build landing pagesin Linkedin, Facebook, My Space, YouTube, Twitter and others…...
External Social Networks: Linkedin, Facebook, MySpace, and YouTube1. Data-mining landing pages2. Form BU groups3. Invite ATS applicants4. Campaign: Employees drive membership5. Survey campaigns6. Slide-Share contest7. Promotions (partner with marketing)
Internal Social Network: Ning 1. Data-mining landing pages2. Build by business unit3. Invite top prospects / applicants only4. Focus in content – partner with marketing4. Campaign: Employees drive membership5. Survey campaigns6. Referral contest (s)7. Promotions
Sophisticated efforts to supportthe more difficult jobs
Standard efforts to supportthe less difficult jobs
Diversity
Web 2.0 Work Flow:
30
.The Right Diversinclusion Structure
Channel Support
Adv. Media Plan
Marketing Media Plan
College Recruiting
Inclusion & Diversity
Employee Referral Program
Market Research
RESEARCH SERVICES
SUPPORT SERVICES
JOB BOARDS
RESUME DATABASE
AIRS Certified Internet Recruiter Assisted Searches
1.Search Capability across 300 Websites
2.Viral Marketing Campaigns
Posting, Marketing and Social Network with 137 Niche sites across the US
1.Associations & Strategic Alliances
2.Event Management Support
31
.
The Strategic Staffing foundation must be built in alignment with your business goals and human
capital vision
Business Goals Corporate Culture Succession Planning Career Mgmt
CompensationPerformance Mgmt
Web 2.0 Strategies
Talent Communities(Human Capital’s main ingredient)
Lean Sigmaapproach to
staffing
BrandingPositioning
Staffing Supply ChainStaffing Supply Chain1. 1. Lower total costs of businessLower total costs of business
2. Improved business controls2. Improved business controls
3. Simplification of processes3. Simplification of processes
4. Improved business/market 4. Improved business/market place knowledgeplace knowledge
The Right Strategic Staffing Model
Business Goals
32
.
Planning:Planning:Build or Buy?Build or Buy?
33
OutsourceMarketing
Build vs. Buy ModelBuild vs. Buy Model
In-house Build vs. Buy Outsource
Multiple PlayersOpen Market
LevelCompetition
Single PlayerCaptive Market
Com
peti
tive S
itu
ati
on
Tale
nt
Acq
uis
itio
n
Gro
up
InternalMarketing
Retained & Contingent
Vendors
Joint Ventures
Example:
Americajoblink
Recruiting Managers
Adv/MarketingAggregator
Selective RPO / SPO
Internal and external resources evaluation model
34
Prioritize:Prioritize: Resource Allocation ModelResource Allocation Model
A model that provides a roadmap on how to best delegate and distribute work among internal and external resources
35
Build vs. Buy Risks
Low High
Business-Value Failure
Speed to Operation
Cost-Effectiveness Risk
Operational Failure
Political Resistance
Future Flexibility
Mgmt. Complexity
Low High
Internal DevelopmentExternal Development
36
Build vs. Buy: Partnership Models
IRPO
Hybrid
External
Internal
Hybrid
External
Internal
Hybrid
External
Internal
Client
Client ClientHybrid
External
Internal
Client
Lead Partner Model Direct-Exclusive Model
Channel Advisor Model Direct-Dependent Model
Participating Partners
Lead Partner
Partners
Participating PartnersAdvisor
Partners
Source: Zinnov Research
37
.
Planning:Planning:Recruitment StrategyRecruitment Strategy
38
ProactiveProactiveRecruitmentRecruitment
Strategize:Strategize: Best Recruiting Practices Best Recruiting Practices
39
Proactive Recruiting: Concept
The Proactive Recruiting approach is based on the premise that if you start recruiting before you have a need, you will have the time to identify the very best individuals by name and then build relationships with them so that, over time, you can better assess their fit and "sell" them on your company and the opportunities you can offer them. This is the approach that has been successfully used for decades by executive search firms and top firms like EA, GE and Microsoft, as well as all sports teams and entertainment firms. .
40
Proactive Recruiting: Charting
QA/QCQA/QC
Pre-clinicalPre-clinical
Pre-clinical Safety
Pre-clinical Safety
DMPKDMPK
Analytical Developmen
t
Analytical Developmen
t
Clinical Development
Clinical Development
Clinical ResearchClinical
Research
Clinical Operations
Clinical Operations
Medical WritingMedical Writing
Statistics and Data
Management
Statistics and Data
Management Regulatory Regulatory
Head of Drug DevelopmentHead of Drug Development
An organizational chart for every group is required to develop pipeline inventory for:
1. Every role that is under performing (Bottom 10%)
2. Individual roles where turn over is anticipated, as soon as HR is advised
3. Evergreen-Stream: Areas where there are always ongoing openings
4. Evergreen-Vital: Areas for critical roles
5. Evergreen-Complex: Areas for difficult to fill positions
41
Career level technical skills and their differences need to be clearly pre-defined by your leaders and then incorporated into your proactive recruiting strategies.
Entry-Level: Mostly
academic and some
practical expertise.
Developing (Individual
Contributor):
Under supervision can
perform basic types of
work related to a
discipline
Career Proficient (Managers): Can individually perform all work related to a discipline
Role Model (Leaders): Subject matter expert capable of performing the most complex and technical demanding work related to a discipline.
Proactive Recruiting: Technical Skills Design
42
Entry-Level: Action Oriented,
Time Management, Peer
Relationships, Customer
Focus, Learning on the fly,
and………
Individual Contributor: Priority
setting, Organizing, Decision
Quality, Negotiating,
Composure, and ………
Proactive Recruiting: Behavioral Skills Design
Behavioral Skills and their differences need to be clearly pre-defined by your leaders and then incorporated into your proactive recruiting strategies.
Management: Planning,
Process Management,
Managerial courage,
Measuring Work, Managing
Diversity, Delegation, and
………
Leaders: Building effective
teams, Presentation skills,
Conflict Management, Decision
Quality, Business Acumen,
Managing Vision & Purpose,
and………
43
.
Talent Mapping
Launch Campaign
Launch Campaign
CompetitorOrg Chart
Current &Future
Openings
IdentifyTalentedProspects
Your Proactive Recruiting Org Chart
Proactive Recruiting: Designing Talent Communities
Pre-clinicalPre-
clinical
Pre-clinical Safety
Pre-clinical Safety
DMPKDMPK
Analytical
Development
Analytical
Development
Clinical Develop
ment
Clinical Develop
ment
Clinical Researc
h
Clinical Researc
h
Clinical Operatio
ns
Clinical Operatio
ns
Medical WritingMedical Writing
Head of Drug DevelopmentHead of Drug Development
1. Open Requisitions2. Underperforming Roles3. Anticipated Turn-over4. Evergreen-Complex5. Evergreen-Viral6. Evergreen-Stream
Proactive RecruitingProactive RecruitingTypesTypes
According to level:1. Entry-Level2. Individual Contributor3. Management4. Leaders
Technical & BehavioralTechnical & BehavioralSkills’ designSkills’ design
44
.
Launch CampaignLaunch Campaign
ATSATS
Targeted Landing
Page
Talent CommunitiesTalent Communities
Capture Passives& Cultivate Contact
Passive
Passive
Capture Active
CRMCRM
Proactive Recruiting: Building Talent Communities
Active
45
.
Planning:Planning:ResourcesResources
46
Web 2.0 Resource LandscapeWeb 2.0 Resource Landscape
47
Delegate:Delegate: Resourcing Best Practices Resourcing Best Practices
48
.
Their
Advertisement
Compartmentalize: Search Delegation Model
49
.
Developing:Developing:Attraction StrategiesAttraction Strategies
50
Understanding The Audience
51
Assessing Workforce Supply
52
Sourcing Channel Value Index ModelSourcing Channel Value Index Model
Connecting With The Audience
53
Most companies are comfortable with this model and continue to direct their budgets here with ever decreasing ROI
Social forces shape technologydevelopment and custom applications.
TalentCommunities
Marketing To The Audience
“I trust:” Key Driver for a more efficient market penetration and greater ROI
Technology
Social Change
“I trust:”
54
.
Developing:Developing: Talent CommunitiesTalent Communities
55
.
Tamagotchi is a tiny pet from cyberspace who needs your love to survive and grow. So does your Talent
Community…..
Talent Communities
56
Talent Community (TaCo) Defined
57
TaCo: Budget Reduction
Referrals
2009 2010 2011
100%
80%
60%
40%
20%
0%
Adv./Marketing
Agencies
Career Site
Talent CommunitiesMinimum
Cost
Expensive
-
Budget ROI
58
TaCo: Hiring Optimization
Source: Becker, Huselid, Ulrich, The HR Scorecard
Bottom 10%Employees Productivity Comparison Top 10%
Employees
13% Percent of Performance Appraisal Based on Objective Measures 63%
1.84 Alignment of HR and Business Strategy 5.06
34.09% Employee Turnover 20.87%
$158,101 Sales per Employee $617,576
3.64 Market Capitalization to Asset Value 11.06
Top Talent Defined
+
59
Timely
TaCo: Timely Impact
During clinical trials, avoiding delays caused by the lack of qualified personnel can save the
company millions of dollars in revenue
Build and “NURTURE” targeted talent communities six months in advance of every clinical stage
60
.
A Talent Community is successful to A Talent Community is successful to
the extent you...the extent you...
. . .connect and engage your talent pool
members in conversation, dialogue and
discovery about each other, your
employees, and your organization. In
essence give them a sense of community.
Creating Talent CommunitiesCreating Talent Communities
61
.
Personal content creation
Responding to blogs Giving opinions (chat)
61
Building Building a sense of a sense of communitycommunity
Influence is expressed by. .Influence is expressed by. .
62
.
Information about open positions
Sharing between recruiters and candidates
Pre-aligning their careers to our strategies
Timing Feedback
62
Building Building a sense of a sense of communitycommunity
Needs are fulfilled by. . .Needs are fulfilled by. . .
63
.
There are stories that peek their interest
Automation fully engages them individually
We take the time to build relationships
We make them feel as part of our success
Candidates are drawn into caring about outcomes and results.
63
Building Building a sense of a sense of communitycommunity
Emotional Connection happens when. . .Emotional Connection happens when. . .
64
.
They receive exclusive information They get referral income There is Insider knowledge about the
company/jobs
64
Building Building a sense of a sense of communitycommunity
Candidates are rewarded when. . .Candidates are rewarded when. . .
65
.
ExecutionExecution
Building Strategic Staffing’sBuilding Strategic Staffing’s Front-endFront-end
66
.
Where to Start?
3
67
.
2008 survey – Fortune 100 CompaniesOur Our
StrategyStrategy
11stst CRM CRM
44thth Sites Sites
22ndnd Social SocialNetworkingNetworking
33rdrd SEM SEM
55thth Videos Videos
Recruiting Roundtable RecommendationsRecruiting Roundtable Recommendations
68
.
CandidateRelationshipManagement
(CRM)
4
69
.
#1 Rated Web 2.0 Tool #1 Rated Web 2.0 Tool : “CRM Systems were the only Web 2.0 Technology featured in this research study that were rated effectively across all three core recruiting activities”.
Recruiting Roundtable Recruiting Roundtable End of year 2008 SurveyEnd of year 2008 Survey
Candidate Relationship Management (CRM)Candidate Relationship Management (CRM)
70
.CRM: Prospect Types
71
.
Position available/ Candidate fit culturally or professional but not
both
Position available/ Candidate fit culturally or professional but not
both
Position available/
Candidate fit culturally
and professionally
Position available/
Candidate fit culturally
and professionally
Position not available/ Candidate fit culturally
and professionally
Position not available/ Candidate fit culturally
and professionally
Position not available or Candidate does not
fit culturally
Position not available or Candidate does not
fit culturally
Candidate Fit
Position Available
Nurture(Social
Collaboration)
Track(CRM)
CRM: Prioritization
72
.CRM: Identifying Community MembersCRM: Identifying Community Members
73
.
Candidate PoolCandidate Pool
Automated / customized letters are sent byAutomated / customized letters are sent by
SourcePoint to prospects with links to: SourcePoint to prospects with links to:
1.1. Join our J2W Talent Community Join our J2W Talent Community
2.2. Apply to “specific” J2W job postings or Apply to “specific” J2W job postings or
request membership to our private request membership to our private
communitiescommunities
20% Respond to these letters20% Respond to these letters
80% Are dispositioned manually80% Are dispositioned manually
40% General > Talent Communities40% General > Talent Communities10% Top Talent > Private Communities 10% Top Talent > Private Communities
E-SearcherE-Searcher
50% Disqualified / Not interested50% Disqualified / Not interested
CRM: Attracting Community MembersCRM: Attracting Community Members
74
.
AutomatedAutomatedInvitationInvitationto join ourto join our
TalentTalentCommunitiesCommunities
AutomatedAutomatedInvitationInvitationto join ourto join our
PrivatePrivateCommunitiesCommunities
AutomatedAutomatedMembership Membership Validation:Validation:1.1. Job titleJob title2.2. DegreeDegree3.3. Years of Years of
experienceexperience4.4. Specific SkillsSpecific Skills
Talent Community(Weekly job
announcements)
Visits Landing
Page
QualifiedQualifiedMembersMembers
QualifiedQualifiedMembersMembers
Un-qualifiedUn-qualifiedMembersMembers
Un-qualifiedUn-qualifiedMembersMembers
Automated replyAutomated replydirects them to join directs them to join
our Talent our Talent CommunitiesCommunities
Automated replyAutomated replydirects them to join ourdirects them to join our
Private CommunitiesPrivate Communities
CRM: Qualifying Community MembersCRM: Qualifying Community Members
75
.
Blog & Forum Wikis Videos Polls/surveys Chat room Audio/podcast Event
announcements Early Job
announcements And more…..
Private CommunitiesPrivate Communities
These Private Communities are segmented by business unit, allowing us to These Private Communities are segmented by business unit, allowing us to network and build trusting relationships with top prospectsnetwork and build trusting relationships with top prospects
Qualified Candidate Pool
Qualified Candidate Pool
76
.
Social Networks
5
77
.
What is Social Collaboration?
Collaboration Conversations
IntellectualCapital
Communication
Social Collaboration
Internal & External
Talent Communities
78
.
Usage of Specific Social Networking Sites for RecruitingUsage of Specific Social Networking Sites for RecruitingPercentage of Organizations Using ToolsPercentage of Organizations Using Tools
Best Best Social NetworkingSocial Networking Sites For Recruiting Sites For Recruiting
79
.
1. Build Micro-Pages on these Networks2. Create/Nurture professional groups3. Subscribe/publish RSS feeds and widgets4. Datamine and recruit network members
Your private Social Networks
Recruitment Focus: Branding
Social Network Recommendations
80
.Everyone Is A Viral Recruiter
Social Sharing On All Micro Pages
Employees
Recruiters
Hiring Mgrs
Your ArsenalYour Arsenal
81
.
Search
Engine
Marketing
6
82
.SEM: SEM: R.O.I. Consideration
Wall Street Journal 2009
Cost Per Application (CPA)
SearchSearchEnginesEngines
JobJobBoardsBoards
PrintPrintAdv.Adv.
$4 avg.$4 avg.
$30 avg.$30 avg.
$750 avg.$750 avg.
83
.Search Engine Marketing (SEM)Search Engine Marketing (SEM)
Recruitment Search Engine Recruitment Search Engine Marketing (SEM) campaigns Marketing (SEM) campaigns can help employers reach a can help employers reach a wider audience on the wider audience on the internet. internet.
Target Candidates based on Target Candidates based on location and position. location and position.
Pay only when a job seeker clicks Pay only when a job seeker clicks on your ad Pay-Per-Click (PPC) .on your ad Pay-Per-Click (PPC) .
84
.How SEM Ads Work…How SEM Ads Work…
85
.SEM: Marketing Mix
86
.
CareerSites
Career site as a movie productionCareer site as a movie production
7
87
.Web 1.0 Career Site is Fragmented
88
.Creating The Perfect Career Site
89
.Web 2.0 Career Site is Cohesive
90
.Career Site Evolution: Microsites By Business Unit
Landing Page By Business Unit
Candidate Relationship Management Collect robust contact info
Email communication to the dbCampaign reporting tool
Podcasts
Video or audio episodes
Video Testimonials
On demand video testimonials
Widgets
Tools available for download housed on the
desktop
News Feeds
Offered by content category
Whitepaper Downloads
Offered by content category
J oin the Community
PRE Social Network
Segregate them by Business Unit
91
.Microsites Dynamics
Staffing, Marketing and IT groupsshould partnerto create the most powerful career sites.
92
.Video
Market Share
93
.
Putting It All
Together
8
94
.People
95
.
Web 2.5 Talent Acquisition Strategies
Web
2.5
Inte
grat
ion
Track via
Brassring Interviewing Evaluation
$
$
$
Jobs 2Web
Advertisement
Marketing
On-Line postings
Print Postings
PPC
SEM /SEO
Talent CommunityBy Business Unit& their peers (3°)
Job Distributor
Job Boards & Profile Search
Resume & profile Banks
Overnight Agents
Source Point
Prospect Bank
Web 1.0
Web 2.5
Apply
Pre-Screening via:Phone (Low volume) or
Voice Mail (High Volume)
Yes
Yes
Quiet AgentAging
Pipeline
Brassring: Submittal / Candidate Presentation
Yes
Yes
E-mail decline letter + invitation link to
re-engage
No
Talent Communities by Business Unit
Silver & Bronze Medalists
Un-Qualified
No
Re-apply
Yes
No
BrassringPre-Screening:
Written Questions And/or Assessment
No Hire
OfferCheck
References Skillsurvey
Onboarding
Yes
No
No
LandingPages
Employees( Internal
Applicants)
Walk-InsVisitors
ExternalCareer
Site
InternalCareer
Site
Employee Referrals
Free
Apply Directly
Apply withHR guidance
Responded to event/adv.
ApplyDirectly
Apply
External Social Networks
Data MiningFree Not Ready
to Apply
No
File Away
Free
Brassring Re-recruiting
Enhancements to
Career SitesBy Business Unit
Jobs 2Web
LandingPages
No
File Away
Process
96
.
JobJobDistributorDistributor
SourcePointSourcePoint
Jobs2WebJobs2Web
Selection
Micro Pages
NingNing
Service Oriented Architecture
Technology
LINK:
97
.Environment
98
.Staffing Metrics
99
.Ultimate ROI metric: Quality of hire
Checkster Survey
100
.
Appendix
Appendix
101
.Web 2.0 Measuring ToolsWeb 2.0 Measuring Tools
Google WebMaster ToolsGoogle WebMaster Tools
Google Trends Google Trends
Google AnalyticsGoogle Analytics
www.alexa.comwww.alexa.com
Web Page Traffic MetricsWeb Page Traffic Metrics
LINK:
LINK:
LINK:
102
.Web 2.0 DirectoryWeb 2.0 Directory
http://www.go2web20.net/http://www.go2web20.net/LINK:
103
.
Alignment Design Development Delivery
Overall Business GoalsEngage recruiters to
optimize attraction plan
Talent Communities (TaCo)
Prioritization
Talent PlanningBusiness Intelligence
Taco: Org Chart mapping Web 2.0 roll out
Talent Acquisition Market ResearchDiversity Attraction Plan Manage & Disposition
traffic
Talent Management Source of Hire Web 2.0 Sourcing Plan Engage prospects
Top Talent & Diversity Profile Target Associations Media Campaign Present candidates
Career Pathways Behavioral & Technical DetailsLeverage internal &
External ResourcesMetrics & Report
Compliance & Risk Considerations
Test/Assessment tool & vendor > ATS
Project Managing
Business IntelligenceAnd Tactical Links
104
.
Aligning responsibilities according to your
strategic business plans
The following is a list of six steps that we’ll take to capture relevant information in order to design the most sophisticated talent pipelines of candidates that fit your corporate culture, talent planning and management considerations as well as be ready-on-demand to meet your requirements.
Discovery & Design
105
.
Aligning responsibilities according to your
strategic business plans
Development: Internal & External
106
.
Aligning responsibilities according to your
strategic business plans
Implementation & Delivery
107
Implementation ModelImplementation Model
Competitive advantage and savings are achieved through effectively managing resources
Increasing Increasing ValueValue
HarmonizationHarmonization•• Functional transactional shared servicesFunctional transactional shared services
•• Transactional process and systemsTransactional process and systems standardizationstandardization
LeverageLeverage•• Global Business ServicesGlobal Business Services•• Business Process Talent AttractionBusiness Process Talent Attraction
RationalizationRationalization•• Automation and selfAutomation and self--serviceservice
IntegrationIntegration•• Value added knowledge and servicesValue added knowledge and services•• Integrated business processes across all Integrated business processes across all
functionsfunctions•• Business partnershipBusiness partnershipV
alu
eV
alu
e
TimeTimeCost & Defined Service Focused
Opportunity Creation Focused
Timeline
108
.P
has
e 1
Ph
ase
1P
has
e 2
Ph
ase
2P
has
e 3
Ph
ase
3
Apr May Jun Jul AugSep Oct Dec Jan Feb MarNov
Measuring
Objectives
Resources
Marketing
Advertisement
Budget
People
Procurement
Communication
Procurement
Process
Technology
Testing
Communication
Training
Roll Out
New Services
Evaluating
Partnerships
Validating
Optimizing 1
Optimizing 2
Optimizing 3
Optimizing 4
Survey
Evaluation
Des
ign
Optimizing: Technology
Optimizing: Vendors
Training all stake holders with new services and tools
Delivery of Channel Services
Evaluating people, process and technology
Business goals: Outline - Action Plan
Optimizing: Process
Consolidating partnerships with internal/external teams
Survey to validate the program
Imp
lem
en
tati
on
Acquisition of vendors' services
Policies and procedures optimization (Documented)
Rolling out all new programs
Optimizing: People
Dev
elo
pm
ent
Evaluate/Report entire program's ROI
Defining the need: People, Process, Technology
Communicating with all stake holders
Channel Manager and team
Survey to validate the entire program
Systems Integration: ATS, CRM, Job Distribution, Social Intranet
Testing and assessing people, processes and technology
Communicating with all stake holders
Request For Proposal - Assessment
Defining specific marketing plan
Defining plan for advertisement optimization
Reporting
Defining the need: People, Process, Technology
Milestones