Talent Acquisition Systems - An Update on Trends and Best Practices in 2009
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ERE Webinar from 3/25/2009, presented by Ed Newman.
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- 1. Talent Acquisition Systems 2009: Update on Trends/Best
Practices
- 2. Agenda
- Where can we go from here?
- 3. 4 Key Trends in Talent Market
-
- What percent of your workforce is retirement eligible?
-
- Are you prepared for the multi-generational needs?
-
- How will you innovate and change the way work is done to
leverage talent from around the world
-
- Text/instant messaging, Social networking is connecting people
with no boundaries. Do you Twit?
- 4. Recent Technology Market Trends
- 5. Integrated Talent Management Suite Vision
- 6. Doesnt the integrated suite already exist?
- Major ERP systems have modules that address all or most of
these functional areas
- Specialty vendors have gained market share by developing deeper
functionality with more flexibility
- For any given module of our ERP, there will always be a
specialty product that will be better
- Battles are raging between the functional groups and IT
- Niche vendors are scrambling to build the suite
- 7. Who will win the race?
- But there are some key dynamics that will shape the race:
-
- Buyer decision-making process
- It will be difficult to be deep enough in each area
- As vendors broaden the footprint, we may see further
proliferation
- 8. Market Evolution
- 9. The Evolving Market Landscape
- Workforce Planning/Analytics
- Search Engine Optimization
- 10. Where do we go from here?
- Our industry has been working very hard at becoming more and
more efficient
- 11. The Fish Net Method
- 12. Whale Watching
- More aggressive recruiting tactics are being used in the
corporate environment
- Sometimes referred to as predatory recruiting
- There is no value exchange, only taking
- This is not a sustainable form of networking
- 13. Manager Involvement in the Process
- Movement toward manager self service
- Goal is to establish accountability for hiring
- In what part of the hiring process do we really want the
manager to be engaged?
Once you finish entering those requisitions, HR said we should have
at least five top quality candidates to talk to in just 4
weeks!
- 14. Stepping up to the challenge
- Rather than attempting to improve the filtering process to
increase the quality of the output
- We should focus on putting higher quality candidates into the
funnel
- 15. Building a Managers Network
- Managers should be engaged in maintaining a network of
talent
- True networking is not aggressive
- It is about establishing and leveraging relationships
- There is value exchange in a relationship
- A value based network becomes a sustainable source
- 16. New Role for Talent Acquisition
- Assist the Hiring Manager in developing and maintaining a
network of enough people to hire from (20 35).
-
- Identify prospects to be introduced to the Managers network
(avoid the old boy network)
-
- Provide the tools for managing the Network (e.g. LinkedIn,
Salesforce.com, etc.)
-
- Attend industry events with the Manager and organize social
events
-
- Assist the manager maintain periodic, systematic communication
with network members
- Create a Talent minded culture
- 17. Establishing New Role for Talent Acquisition
-
- Identify Managers who will be hiring critical talent
-
- Determine the number of networks to be established and relative
size requirements based on hiring goals, and demographics
-
- Establish criteria for inviting participants to the
network
-
- Educate managers on networking basics and protocol
-
- Interview leaders who already operate as talent scouts
-
- Determine the tools to be used for managing the
information
-
- Identify opportunities to provide relevant and meaningful
content to participants (news letters, press release, CE
opportunities)
-
- Develop a calendar of events (trade shows, ball games,
association meetings, etc.)
-
- Establish goals for network production, number of hires and
number of referrals
-
- Identify method for data to be captured different than source
of hire
-
- Monitor results and make adjustments
- 18. Taking it to the next level
- It is widely accepted that the stronger the network the better
results
- How do we measure the strength of a persons network today?
- What if we apply Network Theory?
- 19. Network Analysis Closed Network Open Network Group 1 Group
2 Group 3 Group 4
- 20. Filling structural holes Group 1 Group 2 Group 3 Group
4
- 21. Position in Network The McKinsey Quarterly: Harnessing the
power of informal employee networks, 2007
- 22. A Possibility
- By applying the measures of network analysis to the social
networks of our recruiting staff and hiring managers, we can:
-
- Identify gaps, structural holes
-
- Establish specific targets for hiring to fill structural
holes
-
- Identify internal resources in key positions in the network to
develop retention and succession strategies
-
- Assess the value of the overall network and create a new metric
for the dashboard Recruiting Capital
-
- Assign goals and objectives to the team to increase the
Recruiting Capital of the network
- 23. Visualizing The Network
- 24. Visualizing The Network
- 25. Some Other Tools to Consider
- There is niche market evolving for functionality that sits on
top of, or outside of your traditional Career Site that can provide
more interactive functionality for your candidate contacts.
- Micro-sites; Talent Communities
- Here are just a few examples:
- 26. Jobs2Web
- 27. Jobs2Web
- 28. Jobs2Web
- 29. Jobs2Web
- 30. Climber
- 31. Climber
- 32. Climber
- 33. Climber
- 34. Ning
- 35. Ning
- 36. Ning
- 37. Ning
- 38. Recruit2Mobile
- 39. Private Talent Community Portal CRM ATS
- 40. TNG Technology Optimization Model
- Operational support is core
- 41. Thank you!