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As talent acquisition and management become more strategic and less reactive, companies increasingly seek intelligence to inform their decisions around recruitment and talent planning. Talent Mapping can provide valuable information on the ‘landscape’ of available talent ahead of any recruitment activity and is an important first stage in any meaningful talent pipeline programme. Join us on this 30 minute webinar to learn: - Why & when use Talent Mapping - Using mapping for strategic talent planning/ pipelining - It’s not just about people, what else can you use it for - Not everyone’s on LinkedIn, so how do you find them?
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Talent Mapping – Intelligence Supporting Your Recruitment Plan
Stephen Buchanan
Managing Director, Research Europe Ltd
12th February 2013
What is Talent Mapping?
Talent Mapping provides up-to-date intelligence on the available talent within a given market.
Typically it involves the identification of individuals occupying various positions within a business, their job titles, their reporting lines and their position on the company org-chart.
Normally, career profiles of the individuals identified are produced.
Sometimes it involves finding salary information for groups of individuals.
Value of Talent Mapping
Provides competitor intelligence – people & structures
Shows you the potential candidates in the market
Can inform recruitment and headcount planning
Creates a talent “pipeline” or “pool” for future recruitment
Decreases time to hire
Improves employer branding & engagement levels
Pre-Recruitment Planning
Informs recruitment decisions ahead of committing resources to headcount, retained search or recruitment agencies
Example: Big 4 accountancy firm planned to establish a new banking compliance advisory practice
Do our competitors have this practice? Who works there?/who could we recruit? What talent is within the banks?/who could we recruit?
Talent Pooling / Pipelining
First stage in creating a future talent ‘pool’ or ‘pipeline’
Researchers or talent managers can engage with high- potential candidates well in advance of any recruitment activity, build relationships and promote the employer brand
Example: Global risk advisory business developing an office in France
Who works at our competitors? Who works at non-competitor business who would
have the right skills & cultural fit? Engage with future candidates & build relationships
Outputs
Names, titles & contact details
Organograms (org-charts)
Career profiles
Org Charts
Tina Cooper Head of Rock
James ThomsonHead of Pop
Ulrekia Shade Head of Urban
Steve SalesSenior Director Marketing, International Division
Yan HoraProduct Manager, Rock
Sarah CarterProduct Manger, Pop
Mike PooleProduct Manger, Pop
Gemma BakerProduct Manager, Urban
Steph GreyProduct Manager, Urban
Jack Beer Managing Director
Universal
John Lewis
Notes:•Karen Shot, Head of Omni-Channel Development, has very recently left John Lewis. She has not yet been replaced•James Lewis is the Online Director – he has four reports, listed below
Name Job Title Reports to Contact Details
James Lewis Online Director Andy Street, Managing Director [email protected]: +44 20 7828 1000
Emma Simmonds Head of Online Marketing and Analytics
James Lewis [email protected]: +44 20 7828 1000
James Shift Head of Online Marketing James Lewis [email protected]: +44 20 7828 1000
Lee Salmon Head of Online – Commercial and Category
James Lewis [email protected]: +44 20 7828 1000
Sean North Head of Online Customer Experience
James Lewis [email protected]: +44 20 7828 1000
Contact Details
Career ProfilesKyle Boost – Asos.com
Career profile:
2011 – present: Head of Business Transformation, Asos.com
“ownership of the overall change programme”
2010 – 2011: Head of Programmes, Asos.com
“leadership of the change programme, including technology and people change”
2009 – 2010: Senior Manager, Sapient
“responsible for programme management”
2006 – 2009: eBusiness Manager, Tarmac
“defining the eBusiness strategy and running programmes to deliver against this strategy”
2002 – 2006: Engagement Director, Roundarch (Deloitte Consulting & WPP j/v)
1999 – 2002: Project Manager, Cambridge Technology Partners
1990 – 1998: CRM Consultant, IBM Global Services
Education:
1985 – 1989: Management Science degree, Loughborough University
•Has managed transformation programmes within a pure play environment•Wider programme management experience•Has worked within a technology environment for much of her career•Spent first 16 years within consultancies – likely to be comfortable engaging with/influencing stakeholders at various levels
Salary information
Need to engage with individuals to get up-to-date salary information
Salary survey
Talent pipelining
Managing Data
How do you store and manage the data?
ATS? (who has access to the data?)
Executive search / research – specific software? e.g.FilefinderInvenias
Shift from Transactional to Strategic Recruitment
