Web 2.0 Strategic Staffing_Frank Pacheco

8/14/2019 Web 2.0 Strategic Staffing_Frank Pacheco

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.Web 2.0 & Strategic Staffing

By Frank [email protected] 201-281-1831
mailto:[email protected]:[email protected]


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.

2

The Right Model

Great at branding bycasting a broad net

(adv./marketing), butfishing to catch talent

Corporate Staffing

Vendors

Great at finding /building

relationships with toptalent, but no insight on

clients long term vision or

candidates career path

Web 2.0 Strategic Staffing

The best of

both worlds

Leverages Web 2.0

to hire the best

talent with minimum

cost in record time.


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.

Vision

Building Strategic Staffings

Back-end


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.

Disconnected

Talent Model

HolisticTalentModel

From

Good

Strategic

Staffing

To

Great

Back End: Internal Strategies

Talent Planning +Talent Acquisition +

Talent Management (P.A.M.) =Strategic Staffing


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Front End: External Strategies

From Good

Proactive

Recruitment

To Great


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.

1. Increases candidate and client

satisfaction

2. Strengthens brand loyalty3. Supports Marketing initiatives

4. Aligns talent P.A.M.

5. Increases quality of hire6. Reduces cost across all functions

7. Increases recruiting efficiency

Web 2.0 Enables Strategic Staffing


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.

JobDistributor

SourcePoint

Jobs2Web

Selection

Micro Pages

Ning

Service Oriented Architecture

Web 2.0 Attraction Model

LINK:
http://www.youtube.com/watch?v=sbd_1G8Kqjshttp://www.youtube.com/watch?v=sbd_1G8Kqjs


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.

Planning:Resources


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Web 2.0 Resource Landscape


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Delegate: Resourcing Best Practices


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.

Planning:Rec ru i t m ent St rat egy


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Proactive Recruiting: Concept

The Proactive Recruiting approach isbased on the premise that if you start

recruiting before you have a need, you willhave the time to identify the very best

individuals by name and then buildrelationships with them so that, over time,

you can better assess their fit and "sell"them on your company and the

opportunities you can offer them..


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Proactive Recruiting: Charting

QA/QC

Pre-clinical

Pre-clinicalSafety

DMPK

AnalyticalDevelopmen

t

ClinicalDevelopment

ClinicalResearch

ClinicalOperations

MedicalWriting

Statisticsand Data

ManagementRegulatory

Head of DrugDevelopment

An organizational chart for every group is required to develop pipeline inventory for:

1.Every role that is under

performing (Bottom 10%)

2.Roles where turn over isanticipated

3.Evergreen-Stream: Areaswith ongoing openings

4.Evergreen-Vital: Areas

with critical roles

5.Evergreen-Complex:Areas with difficult to fillpositions


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Behavioral Skills Design

1. Action Oriented

2. Time Management

3. Peer Relationships

4. Customer Focus

5. Learning on the fly

1. Planning2. Process Management3. Managerial courage4. Measuring Work5. Managing Diversity

6. Delegation

1. Building effective teams2. Presentation skills3. Conflict Management4. Business Acumen5. Managing Vision &

Purpose

Entry

Managers

1. Priority setting2. Organization Skills3. Decision Quality4. Negotiating5. Composure

Individual

Contributor

Leaders

Behavioral Skills must be pre-determined and mapped to evergreen search


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.Proactive Recruiting: Designing Talent Communities


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.

Developing:At t rac t ion St rat eg ies


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Understanding The Audience


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Sourcing Channel Value Index Model

Connecting With The Audience


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Outdated Strategies

Failing Marketing Drivers

TalentCommunities

Marketing To The Audience

I t rus t :

Key Marketing Driver

Technology

Social Change

I trust:


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Developing:Talent Com m unit ies


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.

Tamagotchi is a tiny petfrom cyberspace who

needs your love tosurvive and grow. So

does your TalentCommunity..

Talent Communities


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TaCo: Cost-Per=Hire

Referrals

2009 2010 2011

100%

80%

60%

40%

20%

0%

Adv./Marketing

Agencies

Career Site

Talent Communities

Minimum

Cost

Expensive

-

Budget ROI ProjectionsOur 2009Cost-Per-Hire =

$1,909


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Timely

TaCo: Quality-Of-Hire

During clinical trials,

avoiding delays causedby the lack of qualifiedpersonnel can save the

company millions ofdollars in revenue

Build and NURTURE targeted talent communitiessix months in advance of every clinical stage


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.

Execution

Building Strategic Staffings

Front-end


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.

2008 survey (100 Companies)

OurStrategy

1st CRM

4th Sites

2nd SocialNetworking

3rd SEM

5th Videos

Recruiting Roundtable Recommendations


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.

CandidateRelationship

Management(CRM)

4


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#1 Rated Web 2.0 Tool : CRM Systems were the only Web 2.0Technology featured in this research study that were rated effectively across

all three core recruiting activities. Recruiting Roundtable

2008 Survey

Candidate Relationship Management (CRM)

Branding Sourcing Converting


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.CRM: Identifying Talent


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.

Resume Search

CRM: Search Tools

SearchProfiles byOrganization

Profile Search

SearchProfiles by

Company

More Search


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.Managing Applications

Job Requisition Module or Membership Module

RequisitionPostingScreening QuestionsCandidate Pool


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.

Position available/

Candidate fit culturally

or professional but not

both

Position available/

Candidate fit culturally

and professionally

Position not availableor Candidate does not

fit culturally orprofessionally

Candidate Fit

Position Available

NurturePrivate

Community

Re-RecruitTalent

Community

CRM: Prioritize Traffic

Position not available/Candidate fit culturally

and professionally


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.Fully Automated Search Agents

Search AgentAgent FolderAutomated LetterScreening QuestionsCandidate Pool


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E-Talent Scout

Key: Processing The Traffic

Agents

Recruiter

Candidates

(35)


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AutomatedInvitationto join our

TalentCommunities

AutomatedInvitationto join our

PrivateCommunities

AutomatedMembershipValidation:

1. Job title2. Degree3. Years of

experience4. Specific Skills

Talent Community

(Weekly job

announcements)

VisitsLanding

Page

QualifiedMembers

Un-qualifiedMembers

Automated reply

directs them to joinour TalentCommunities

Automated replydirects them to join our

Private Communities

CRM: Qualifying Community Members


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.

Social

Networks

5


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.

Blog & Forum

Wikis

Videos

Polls/surveys

Chat room

Audio/podcast

Eventannouncements

Early Job

announcements

And more..

Private Communities

Private Communities should be segmented by business unit, allowingus to network and build trusting relationships with top prospects
http://ajlsales.ning.com/


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.

1. Build Micro-Pages on these Networks2. Create/Nurture professional groups3. Subscribe/publish RSS feeds and widgets4. Datamine and recruit network members

Your Private

Social Networks

Recruitment Focus:Branding

Social Network Recommendations


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.Your Linkedin Corporate Page


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.Everyone Is A Viral Recruiter

Social Sharing

On All Micro Pages

Employees

Recruiters

Hiring Mgrs

Your Arsenal
http://www.youtube.com/watch?v=obCHKPYHuhA


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.Viral Recruiting

Create your group

Infuse Discussions


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.

Free Job Postings

Viral Job Posting

www.linkedin.com
http://www.linkedin.com/jobs?viewJob=&jobId=735410&fromSearch=0&sik=1250795532332http://www.linkedin.com/jobs?viewJob=&jobId=735410&fromSearch=0&sik=1250795532332


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.

Search

Engine

Marketing

6


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.SEM: R.O.I. Consideration

Job seekers search habits are shifting

Recruitment Search Engine

Marketing (SEM) campaigns can

help employers reach a wider

audience on the internet.


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.How SEM Ads Work


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.SEM Traffic Flow

Candidates find

your job in Google

Bing, Yahoo.


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.SEM: Marketing Mix

7


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.

Career

Sites

Career site as a movie production

7


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.Web 1.0 Career Site is FragmentedWeb 2.0 Career Site is Cohesive


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.Microsites Dynamics

Staffing, Marketingand IT groupsshould partnerto create the mostpowerful careersites.

C Si E l i


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.Career Site Evolution:

Microsites By Business Unit

Segregate them by Business Unit


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.Video

Market Share
http://www.maddash.net/videos/maddash/testimonial/mill/


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.Web 2.0 Types

IntranetInternal collaborations within your

company

InternetExternal collaborations with the

world
http://vids.myspace.com/index.cfm?fuseaction=vids.individual&videoid=28360061http://www.slideshare.net/bengardner135/meet-jessica

Documents

Web 2.0 Strategic Staffing_Frank Pacheco