1. Talent Acquisition Systems 2009: Update on Trends/Best
Practices
2. Agenda
Recent Market Trends
Where can we go from here?
3. 4 Key Trends in Talent Market
Aging workforce
What percent of your workforce is retirement eligible?
Shifting demographics
Are you prepared for the multi-generational needs?
Globalization
How will you innovate and change the way work is done to
leverage talent from around the world
Technology
Text/instant messaging, Social networking is connecting people
with no boundaries. Do you Twit?
4. Recent Technology Market Trends
Consolidation
Talent Management Suites
New niche products
5. Integrated Talent Management Suite Vision
6. Doesnt the integrated suite already exist?
Major ERP systems have modules that address all or most of
these functional areas
Specialty vendors have gained market share by developing deeper
functionality with more flexibility
For any given module of our ERP, there will always be a
specialty product that will be better
Battles are raging between the functional groups and IT
Niche vendors are scrambling to build the suite
Who will win the race?
7. Who will win the race?
I dont know.
But there are some key dynamics that will shape the race:
Depth of functionality
Breadth of the platform
Integration of process
Buyer decision-making process
It will be difficult to be deep enough in each area
As vendors broaden the footprint, we may see further
proliferation
8. Market Evolution
Build
Organic development
Tight integration
Look & Feel
Drain on resources
Slower to market
Not as deep
Buy
Quicker to market
Deeper in functionality
Customer base
Integration challenges
Potential re-write
Support challenges
9. The Evolving Market Landscape
Applicant Tracking Focus
ADP/Virtual Edge
Kenexa/Brassring
Taleo/Vurv
Peopleclick
Talent Management Focus
Cornerstone
Halogen
Plateau
SuccessFactors
SumTotal
Talent Management Suite
Authoria
HRSmart
Kenexa
SuccessFactors
Taleo
CRM
AIRS Sourcepoint
Salesforce.com
Workforce Planning/Analytics
Aruspex
Doublestar
InfoHRM
Vemo
Reference Checking
Checkster
SkillSurvey
Search Engine Optimization
Jobs2Web
SEO4Jobs
Talent Exchanges
Bounty Jobs
Talent Maze
Hybrid Niche
Climber.com
Recruit2Mobile
10. Where do we go from here?
Our industry has been working very hard at becoming more and
more efficient
at being reactive
11. The Fish Net Method
12. Whale Watching
More aggressive recruiting tactics are being used in the
corporate environment
Sometimes referred to as predatory recruiting
Poaching
There is no value exchange, only taking
This is not a sustainable form of networking
13. Manager Involvement in the Process
Movement toward manager self service
Goal is to establish accountability for hiring
In what part of the hiring process do we really want the
manager to be engaged?
Once you finish entering those requisitions, HR said we should have
at least five top quality candidates to talk to in just 4
weeks!
14. Stepping up to the challenge
Rather than attempting to improve the filtering process to
increase the quality of the output
We should focus on putting higher quality candidates into the
funnel
How?
15. Building a Managers Network
Managers should be engaged in maintaining a network of
talent
True networking is not aggressive
It is about establishing and leveraging relationships
There is value exchange in a relationship
A value based network becomes a sustainable source
16. New Role for Talent Acquisition
Become a Talent Coach
Assist the Hiring Manager in developing and maintaining a
network of enough people to hire from (20 35).
Identify prospects to be introduced to the Managers network
(avoid the old boy network)
Provide the tools for managing the Network (e.g. LinkedIn,
Salesforce.com, etc.)
Attend industry events with the Manager and organize social
events
Assist the manager maintain periodic, systematic communication
with network members
Create a Talent minded culture
17. Establishing New Role for Talent Acquisition
Step I
Identify Managers who will be hiring critical talent
Determine the number of networks to be established and relative
size requirements based on hiring goals, and demographics
Establish criteria for inviting participants to the
network
Educate managers on networking basics and protocol
Step II
Interview leaders who already operate as talent scouts
Determine the tools to be used for managing the
information
Identify opportunities to provide relevant and meaningful
content to participants (news letters, press release, CE
opportunities)
Develop a calendar of events (trade shows, ball games,
association meetings, etc.)
Step III
Establish goals for network production, number of hires and
number of referrals
Identify method for data to be captured different than source
of hire
Monitor results and make adjustments
18. Taking it to the next level
It is widely accepted that the stronger the network the better
results
How do we measure the strength of a persons network today?
What if we apply Network Theory?
19. Network Analysis Closed Network Open Network Group 1 Group
2 Group 3 Group 4
20. Filling structural holes Group 1 Group 2 Group 3 Group
4
21. Position in Network The McKinsey Quarterly: Harnessing the
power of informal employee networks, 2007
22. A Possibility
By applying the measures of network analysis to the social
networks of our recruiting staff and hiring managers, we can:
Identify gaps, structural holes
Establish specific targets for hiring to fill structural
holes
Identify internal resources in key positions in the network to
develop retention and succession strategies
Assess the value of the overall network and create a new metric
for the dashboard Recruiting Capital
Assign goals and objectives to the team to increase the
Recruiting Capital of the network
23. Visualizing The Network
24. Visualizing The Network
25. Some Other Tools to Consider
There is niche market evolving for functionality that sits on
top of, or outside of your traditional Career Site that can provide
more interactive functionality for your candidate contacts.