Internal Data to Build a Sourcing Strategy

Donna Quintal

Sr. Manager Strategic Sourcing

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What Could Moneyball Recruiting Look Like?

Here are just a few ways we could apply the Moneyball concept/analogy to talent acquisition:

• Moving away from using largely subjective means of assessing talent and making hiring decisions to more objective, fact and empirical data-based means

• Identifying and acquiring top talent looking for traits, experience, accomplishments and information overlooked by traditional recruiting and assessment methods

• Challenging conventional wisdom as to what top talent looks like and where it comes from (e.g., Ivy league schools, high G.P.A., certifications, M.B.A’s, experience at certain companies, etc.)

• Developing objective performance measurements that are relevant across any role, responsibility, company, and industry and that stick with each person as they move through their career, similar to a credit score

• Individual companies developing “secret sauces” for sourcing, analyzing and evaluating potential hires based on their own data and factual statistical analysis of the makeup of their ideal hire and employee

“I believe there definitely could be. Yes – it just hasn’t been developed yet.” - Glen Cathey

Source : http://www.booleanblackbelt.com/2011/09/big-data-data-science-and-moneyball-recruiting/#.UPbvMrBDWE4

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Show of Hands

• How many people are retiring in 2013? • How many people have under preforming evaluation

scores? • What companies provided your top and bottom performers

in 2012? • Do you know a list a skills that current incumbents have in

common with one another? • Do you know each managers 360 Leadership score or rank?

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Where do we get our data?

HRP, PeopleSoft, & Kenexa

HR Data Warehouse

Reports

Analysis

Dashboards

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What data reports can we access?

Associate Profile 9- Box Education

Outside Work Leadership Scores Work History

Headcount Rosters Live Profiles

Mobility Review Scores Talent Health

Business Results Turnover Skills

Influence

ProactivePredictive

Transparency

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Talent Management

• Business Unit• Job Level• Location• Service Date• Time in Job• 2010, 2011, and 2012 9-Box Scores• Risk of Loss• # of Successors• Key Position

• # of Succession Nominations• # of Development Goals in CDP• # of Development Activities in CDP• Active PIP in HRP?• 2009, 2010, and 2011 Overall,

Behaviors, and Business Goals Ratings

New for 2013:• Successive Performance Changes (2012 minus 2011 Overall Rating)• SHC Tenure (Current Date minus Service Date)• Time in Job vs. Average Time in Job of Others at Job Level

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Example of Competitive Hires

2.5 & Below Below AVG 3.2 & Above Above AVG Grand Total Total Rank

Best Buy 10 16.13% 6 9.68% 62 -6.45%

Circuit City 2 5.00% 16 40.00% 40 35.00%

Wal-Mart 6 15.38% 8 20.51% 39 5.13%

Target 8 24.24% 13 39.39% 33 15.15%

Lowes 9 31.03% 11 37.93% 29 6.90%

Home Depot 2 7.41% 6 22.22% 27 14.81%

JC Penney 6 23.08% 10 38.46% 26 15.38%

*Example Only Data Invalid

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Example of Skills

*Example Only Data Invalid

Managing hourly associates

Microsoft Word or equivalent

Managing salaried associates

Microsoft Excel or equivalent

Delivering/facilitating training to others

Serving as a mentor

Managing a P&L statement

Turning around a poor performing unit, location, department

Microsoft PowerPoint or equivalent

Delivering formal/informal presentations to various audiences

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What Schools Did Top Performers attend?

*Example Only Data Invalid

Univ of South Alabama AL

Florida State University FL

Univ of Iowa IA

Florida A & M University FL

Pennsylvania State University PA

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Candidates: Social Media Trends Find.ly

*Example Only Data Invalid

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