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Pump up your talent pipeline

Presented by Allison ChappelleDirector of Talent Acquisition at Adecco Group North AmericaWednesday, April 17, 2:00pm EDT

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Adecco Staffing US is the nation’s leading provider of recruitment and workforce solutions.

We are the pre-eminent workforce management partner for Fortune 500 companies and career advisement expert for American workers, serving all of the key industries and professions that drive our economy forward. Adecco has over 900 career centers and, on any given day, connects 70,000 talented workers to the best job opportunities across the country, making us one of America’s largest employers.

Please visit us at adeccousa.com to learn more.

Have a question?

Ask us on Twitter using hashtag #AskAdecco

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About us

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Allison ChappelleDirector of Talent Acquistion

• More than 15 years experience in developing and managing talent strategies for Fortune 500 companies

• Responsible for developing talent strategies aimed at finding, developing and retaining the best internal talent possible for Adecco Group companies

• Global Recruiting Community leader for Adecco Group

• Subject matter expert on global talent and technology projects

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About our presenter

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• Strategies for crafting a customized talent pipeline approach

• Managing the current skills gap in the American workforce

• How ineffective applicant screening can cause you to miss out on the best professionals

• Where to look for top candidates and how to get them looking for you

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Today’s agenda

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The talent pipeline

You can’t hire people who have what it takes unless you first define what ‘it’ actually is, what ‘it’ you require today, and what ‘it’ you may require in the future.

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Strategies for crafting a customized talent pipeline approach

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• Talent pipelining in not just about getting a resume into your system.

• It’s about identifying talent for both current and future needs and ensuring you can access that talent when you need it.

• A well-built pipeline ensures that employers are never without relevant, qualified candidates – whether they are ready to hire right now or a year from now.

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The art of the talent pipeline

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• Post and pray is no longer an option.

• You can’t hide your brand.

• Your recruitment resources continue to be lean.

• Competition for top talent is only going to increase as the market continues to open up.

• Social media isn’t going anywhere.

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Reality check – the recruitment game has changed!

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• First step is identifying what you need now and what you will need in the future.

• Then you’ll need to understand what talent you may already have and how to access them.

• The key is examining not just what’s going on today, but what is coming in the future.

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Drafting a strategy

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• Take the time to re-examine the skill set of your hiring teams or those involved in the hiring process:

- Do they have expertise in the discipline they are recruiting for?

- Do they have a strong relationship with the hiring manager?

- Do they understand the company’s overall mission, vision and strategy?

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Who is doing the hiring?

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• Recruiters today need to be able to analyze and interpret candidate skill sets, behaviors and motivations rather than just screen for experience.

• They also need to be tied into the company’s short, medium and long-term talent strategies in order to avoid missing out on top talent that could bring value in the future.

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Who is doing the hiring? (continued)

• Are your hiring managers, leaders and current colleagues engaged and networking for talent?

• Do you have a clear process for your recruiters or hiring managers to bubble up future/passive candidates?

• How are you tracking these candidates in your system(s)?

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Managing the current skills gap in the American workforce

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• While a big part of the skills gap is a shortage of people skilled in the STEM (science, technology, education, and math) industries, there also is a gap in soft skills such as communication and advanced leadership skills.

• You need to decide whether you are willing to wait to hire for these skills, or provide training on the job.

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The soft skills gap

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• Technology has changed the way we communicate.

• Employers are struggling with otherwise highly skilled individuals that can’t communicate at a professional level.

• Dependence on technology has affected our ability to communicate effectively when face-to-face.

- Proper grammar is being replaced by abbreviations and slang.

- This can also limit our ability to deal with conflict.

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Communication

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A recent survey of senior executives done by the Center for Creative Leadership showed that the five most important leadership competencies desired in people entering the workforce today are:

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Leadership skills

Sources: Center for Creative Leadership

Learning agility

Self-motivation

Communication skills

Self-awareness

Adaptability

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• Provide access to courses that address these skills in a real-world professional work environment.

• Lead by example:

- Highlight those that possess strong communication skills and the importance of it.

- Consider partnering up-and-coming leaders with strong leaders in your organization.

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Training is the solution

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How ineffective applicant screening can cause you to miss out on the best professionals

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• Technology has improved the efficiency of applicant screening.

• It can also cause you to miss out on top talent.

• Criteria includes:- Minimum qualifications- Experience levels- Required skills

• Why?

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Modern applicant screening methods

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• Is your screening simply a key word match on skills?

• Consider your “must have” vs “want to have” skill sets.

• List the skills you'd like to have, then weigh skills by priority- What if all 10 of these skills together are not worth as much

as your top required skill?

• Use a system of inclusion rather than disqualification on the front-end and be sure you understand what is important.

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Poorly constructed job ads and screening questions

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• Who would you rather have?- A candidate with 2 years of strong performance- Or one with 10 years of mediocre performance?

• Be careful with years of experience requirements, especially in performance driven roles.

• Instead ask about recent results, achievements, performance.

• Screening out on X years work experience may screen out candidates with related volunteer or community experience

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Be careful screening outbased on years of experience

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• During and after the recession, people took on more responsibilities and skills.

• This was mostly tailored to who they were, vs. what makes sense for a job.

• Once economy turns around, people start quitting and new people who come on can’t be expected to fill a 2 in 1 role automatically.

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Are your job requirements realistic?

• Think of your job description: How much did you have to take over during the downturn?

• Seek someone who has the abilityto adapt and learn.

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Screening questions typically don’t consider the soft skills:

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Screening questions

People and relationship building skills

Communication

Writing

Internal motivation

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• Is the hiring manager clear on what they want?

• Is the recruiter clear? Or is it a game of telephone?

• The proper match can only happen when there is complete clarity and truth in what people are looking for.

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Do you really know what you want?

• You must understand the “must haves” vs. the “nice to haves”.

• You don’t have to lower your expectations, you just have to be hones about what is really required to be successful in the job.

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• Candidates are more than a resume and you’re not hiring someone on their ability to craft a great resume.

• Through meeting candidates you get perspective you wouldn’t get from the resume.

• Consider video interviewing when a face-to-face interview isn’t an option, especially where positions require a strong communication or presentation skill set.

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The resume doesn’t tell the whole story

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• Don’t be the company candidates apply to and never hear back from.

• Use professional courtesy, even if automated.

• Create a positive image.

• People can handle rejection and honesty, but not being disregarded or ignored.

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Consider your company image

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• With the job market picking back up, people are typically interviewing with several companies at one time.

• There is now more immediacy and urgency to the process.

• If you find talent, grab it. Otherwise they will have moved on.

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Get out of hiring paralysis!

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Where to source for open positions?

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Difficulty of the position

Tim

e to fill

Active candidates

Passive candidates

70% of jobs

30% of jobs

Your ATS

Job/resume boards

Job postings

Referrals/networking

Social media outreach

Advanced X-Ray Search Strings

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Sourcing options

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Job boards

Local recruiting source

Social networking sites

Referrals/networking

Associations

Online business directories

Schools

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Where to look for top candidates and how to get them looking for you

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• Who are you as an employer and why would candidates want to work for you?

• This should match who you are TODAY, not who you want to be or who you used to be.

• Use your superstars as a starting point for conversation.

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Start introspectively – Who are we?

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• Take inventory:- Where have you found strong

people in the past?- Where are these people

spending their time?

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Start introspectively

• Start building your ads and your sourcing strategies around these people.

• Search within your workforce for candidates.

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• 2/3 of skills should be essential, and the other skills are “nice to have”.

• What is the top skill for each job?

• If you’re unsure, talk to your experts (your current top employees) or even have them review your ad and provide feedback.

• Don’t rely on a potentially outdated HR job description to speak to your candidates.

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Really understand the skills you are seeking

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When you run an ad, how much of the talent pool are you accessing?

Passive job seekers

Employed and not looking

*Active job seekers

Employed and looking

Those who are not physically in your market – could they be relocated?

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• Referral bonus programs

• Current employee social media outreach- Post links to your jobs- Use your intranet- Post to social media pages

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Using referral networks and your current employees to refer talent

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Social media sourcing

• Align your social media strategy to ensure you are engaging with both current and future candidates.   Provide valuable content to build the relationship and engage directly with the talent.

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Additional sourcing methods

University/Alumni networks

•Coordinate with local universities to access alumni networks and explore speaking or sponsorship opportunities to build brand awareness on campus.

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• Ensure your screening or filtering processes don’t screen out key skills or experience or future talent

• Consider offering training or continuing education to prospective (or current) employees to bridge any skill or experience gaps

• Ensure all of your employees understand their responsibility in finding talent.  Ensure they are educated and engaged in the process and are clear how and where to bubble up leads and how to keep talent interested and engaged.

• Ensure your applicant tracking system/process is able to track passive and future talent in a way that allows you to easily access in the future

• Get in the habit of adding any top talent to the system, even if you don’t have an opening. Nurture your networks to ensure they know you are open to leads.

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Key takeaways

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• Create tags, statuses or folders to organize future/passive candidates to make them easy to find in your system (if in doubt ask your ATS rep)

• Document all contact with future/passive candidates to ensure you can

• Set tasks or reminders to follow-up or send valuable content to passive candidates to keep them engaged

• A Talent Strategy needs to be flexible and adaptable and change along with your company.  Measure your efforts and continually re-visit your strategy with fresh eyes to make sure you understand

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Key takeaways (continued)

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Thank you.

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