Strategic and Tactical Sourcing

Strategic & Tactical Sourcing April 11, 2012

© 2011 Employer Flexible. All rights reserved. Employer Flexible Font & Color Palette 2

My Bio

Ms. Becky Franzen has been in the Talent Acquisition field for the past 16 years, with the past 7 of those being in the RPO industry. Becky offers a unique combination of successful leadership experience with a particular focus on building sourcing teams, the design, implementation and management of best-practice sustainable recruitment solutions. Ms. Franzen is currently the Managed Recruitment Solutions Director for Employer Flexible, a HR Outsourcing company based in Houston, TX. Prior to joining Employer Flexible, she worked for a large RPO Provider managing sourcing & project teams. Becky has also worked with clients nationally in managing the deployment of customized solutions, utilizing best practices and the latest recruitment process efficiencies in each project she manages. She has orchestrated and led multiple high volume initiatives for major Fortune 500 clients. Ms. Franzen holds a Bachelor of Science degree in Political Science from Texas A&M University, is a member of PMI, holds a Six Sigma Green Belt Certification and recently received her certification for Human Capital Strategist designation.

Becky Franzen Client Services Director


Agenda

Strategy

Define Needs/Goals

Team Structure

Technology

Social Media

Methodology

Tactical

Structure

Talent Networks

Candidate Care

Team Structure

Sourcing Strategies

Tools

Misc

Metrics

Lessons Learned

Questions

The take away for this session is to give you some insight into the strategic and tactical way to structure a sourcing team either to support your own corporate initiatives or to support a client.


Strategy- What is your need?

Output

Goal

Goal Goal

The 1st step in building out your internal or client’s sourcing function is to determine what the need(s) is. Focus on the goal and what the desired result should be. • Pipeline development?

• Building a robust talent network?

• ATS Management?

• Candidate Care?

• Social Media Outreach?

• Drive traffic to the recruitment team?


Strategy- Structuring Team

The Sourcing team structure will look different to every company. Building the team ties back to your initial goal. • Level of difficulty?

• Locations

• Supply/Demand of talent

• Level of interaction from team (screening)

• Volume

• Time Frame


Strategy- ATS Management & Candidate Care

Technology will drive your sourcing and candidate care.. More on that in the tactical.. But here are some essentials to ask yourself and take into consideration on technology:

• Does your current ATS allow for Push/Pull methodology? • Will your current ATS integrate with a new CRM? • Can your ATS and CRM be one in the same? • Can you automate processes such as Candidate Care reach out? • Is it scaleable? (Location and size) • Does the technology allow for landing pages/sites or building talent

communities? • Is the application process cumbersome? • Is it easy to implement internally or to new/existing clients? • How do you offer to legacy clients without increasing costs but adding

value?


Strategy- Social Media Outreach

??

• Branding • Press Releases • White Papers • Job openings • Company News • Events • Blogs

• Who is Managing? • Consistent Messaging? • Is it Engaging? • Measuring ROI? • Integrated? • Automated? • Creative/Innovative? • Technology to drive?

What you want

What you need to ask

Define your goals

• Short term & long term • What will you track?

“It’s a Marathon, not a sprint”


Strategy- Recruiting Support

Database (General

Population) Active

Candidate Pool

Passive Candidate

Pool

Qualified

Recruiters pull from qualified

1:4

Sourcing done per req.

Pipeline Development


Structure

Executive, Critical Hires

Mid-Management, Decision Makers

Worker Bees, Degreed, Professional

Low Level, Repetitive Skillset, High School/GED

Level of Sourcing

Talent

Entry Level

Experienced


Strategy Talent “Net”works

All about the net - A different net for different result


Talent Networks

Attract Engage Comply

ATS CRM Talent Network

Engage

Interact

Share

Manage


Tactical 3 Dimensions of Candidate Care

Futu

re Generated a

Response to an application Give opportunity to connect on Social networks Keep them updated on company information Invite to an open house/job event

Cur

rent

Make a connection Allow Social Media to be an integral part of communication Keep Informed about job opportunities, pay referral bonus, and have a solid ERP After hours work functions are not obsolete

Form

er Treat like gold

Get good contact information prior to leaving Connect with them socially Keep them informed of company news Go to lunch or have open house happy hours, get creative

1) Connect 2) Link Socially 3) Keep Informed 4) Get Personal


Tactical- Sourcing Team

Now that you have an understanding of what your Goals/Needs are, you can decide how you want to structure that team. Every situation requires thoughtful consideration and should be aligned specifically to your goals.

Client Specific

Integrated team 1:3/4

In-depth knowledge of client SLA’s/metrics easier to track

Consistent process

Sourcing done more per requisition

Shared Services

SME for job functions

SME for industry functions

SLA’s hard to track/measure Scaleable for business needs Better for pipeline development

Utility

Scale up/down as needed

Contractors or Outsourced

Generalists

SLA’s hard to track

JIT

More Sr. Level talent

Other

Special Needs (social media)

Administrative

Non billable functions


Tactical -Building a sourcing strategy

Organizations/Associations

Internal Resources (ATS, CRM, ERP)

Niche Sites (specific to function/industry/diversity)

Paid Sites (LinkedIn, Monster, CBDR, Ladders)

Lists (name generation)

Creative

Social Media


You can really strengthen your net with a well thought out sourcing strategy. They do not have to be complicated and can often be duplicated with a basic framework.

Job Function

College

Industry? Diversity

1) 1) What do you have NOW (Search existing

ATS/CRM/TN/Files) 2) What can you get QUICKLY (ERP/Internal/External

Posting) 3) Niche Sites, Associations, Organizations (mostly

posting) 4) Networking/Referrals 5) Lists, Research, Name Generation 6) Creative

Sourcing Strategies


Tactical

So now you have your team planned out, what tools will they need to be successful?

*This list is a very small portion of tools that are available

Database

Job Posting

Associations/ Organizations

Social Media

Misc. Tools

Lists/Research

Internal ATS Data frenzy Weddles Hootsuite mailtester.com Hoovers

CRM Broadbean Wikipedia Tweetdeck bit.ly Zoominfo

Paid sites Bullhorn Reach manageflitter.com Data.com

Non Paid sites Jobvite zoho.com Spokeo

booleanbar.com Pipl


Metrics

Can you measure the sourcing function? Yes and No Metrics must be predictive and actionable based on the end result/goal. For example, if your business goal is to build a pipeline of potential candidates based on a repetitive skill set, measuring your sourcing team on time to fill is not going to work (today). What it will give you (if you have trend information on how long it took previously) is how much time was saved by having a ready to go pipeline rather than JIT. • Your data needs to provide information that can be acted upon by indicating trends. • Metrics must be tracked over time in order to generate internal benchmarks and analyze internal performance. • Time and ROI will affect the quantitative aspects of recruitment metrics, while productivity, retention rate, efficiency, and candidate performance include the qualitative aspects. You can measure anything*, however you need to define what it is you are measuring and ensure you have some benchmark to compare it to. Most importantly, it needs to be tied back to the original goal. * Technology is key, it has to be capable of producing analytics or reports


Benefits/ROI

• Recruiters more effective supporting Hiring Managers b/c they

are spending less time sourcing

• Branding/Candidate Care improves

• Hiring Manager satisfaction

• Time to fill decreases as pipeline is built

• Arms you with trend/data analytics

• More qualified/volume increase with larger outreach

• Candidate experience is positive

• Sustainable versus “just in time”


Lessons Learned

1) One size does not fit all 2) Before you do anything, determine what metrics you want

to track and make sure you have the technology that can report on it.

3) Hire the right people 4) Change Management- Ensure you have key stakeholders

to back you up 5) Training- Ensure on-going training for all levels 6) Recruiters do not necessarily make good sourcers 7) Awareness- Keep a pulse on team members that are

struggling with sourcing concept and address it immediately.

8) If it doesn’t work immediately, don’t give up 9) Don’t be afraid to try something different. 10)Patience is everything 11)Have fun!

© 2011 Employer Flexible. All rights reserved.

Becky Franzen |Client Services Director Employer Flexible | 7850 N. Sam Houston Pkwy. W. | Houston, TX 77064 | Mobile 214.995.4057 | Office 713.395.2123 | www.employerflexible.com Connect with me on LinkedIn http://www.linkedin.com/in/beckyfranzen

Presenter

Presentation Notes

Market Coordinator/OT Presenter: Are there any questions? If there are personal questions they do not wish to ask in front of the group, I will be here for a few minutes after the meeting to answer them then. Reminder of when forms are due Review your contact information Thank everyone for attending the orientation

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Strategic and Tactical Sourcing