© 2014 CareerBuilder Prepared by: Jason Bartusch Field Solutions Architect CareerBuilder.com Date: October 21 st, 2014 PLANNING YOUR RECRUITMENT STRATEGY.

© 2014 CareerBuilder© 2014 CareerBuilder

Prepared by: Jason Bartusch

Field Solutions Architect

CareerBuilder.com

Date: October 21st, 2014

PLANNING YOUR RECRUITMENT STRATEGY FOR THE NEXT FIVE

YEARS

► 2 ◄

YOUR FACILITATOR

4+ years with CB

Sales

Sales Leader

Product Leader

Solution Architect

• What is workforce planning?

• Why is it important today? • Economic impact on talent acquisition.

• Examples of how clients are engaging in workforce planning projects:

• Feasibility study.

• Site selection.

AGENDA/GOALS FOR CONVERSATION

WHAT IS WORKFORCE PLANNING?

Determine the future need for people.

Analyze current talent pools.

Assess the available labor market information.

Determine gaps and recommend appropriate strategies.

Execute plan, measure success,

make changes based on results. How frequently does

this happen?

Unemployment Rate: 5.9% 0.2%

Number of people employed as a temporary employee divided by total non farm payroll employment

Temp EmploymentTemporary help services 19,700 added jobs.

Why is the Temp Penetration Rate Important?“Temporary Help Employment is a Leading Indicator for Nonfarm Employment—Staffing job trends lead nonfarm employment by three months when the economy is emerging from a recession and by six months during periods of normal economic growth.” American Staffing Association

WHY IS THIS IMPORTANT NOW?Temp Penetration Rate: 2.10% 0.01%

Job Loss/Gain: + 248,000 Jobs

I

Unemployment Rate: Bachelor’s Degree or higher

May June July Aug Sept 3.2% 3.3% 3.1% 3.2% 2.9%

Sources: Bureau of Labor Statistics, American Staffing Association

Nonfarm Payroll – Job Growth Details Jobs Added/Lost

Private Sector 236,000

Government Sector 12,000

Total 248,000

Job Gains Change from Previous Month

Professional & Business Services 81,000

Retail Trade 35,300Leisure & Hospitality 33,000Construction 16,000Government 12,000Financial Activities 12,000Manufacturing 4,000Education & Health Services 32,000

- Education 8,900

- Healthcare 22,600

- Social Assistance 100

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UNEMPLOYMENT RATE PROJECTIONSSURVEY OF ECONOMISTS (WALL STREET JOURNAL)

6 |

Remember the days of 5% Unemployment?

THE INTERESTING CORRELATION

7 |

Hope & MC

How does this impact your client’s strategy?

© 2014 CareerBuilder© 2014 CareerBuilder

CASE STUDY REVIEWS

WORKFORCE PLANNING INSIGHTS PROJECTS COMPLETED BY CAREERBUILDER & EMSI

• Employer: Large Cable and Digital Services Provider.

• Growing service channels to keep pace with business growth.

• Key positions/Skill-sets necessary to support growth: (2,624 FTEs) • Technical Support: 1,291

• Customer Retention & Inbound Sales: 779

• Account Maintenance and Services: 435

• Collections: 119

• Based on internal bandwidth, the organization chose to outsource the staffing growth to an external partner.

• Initial marketing costs exceeded $100,000 a month.

• After three months of lackluster performance, the organization chose to create a “feasibility study” to determine whether or not their growth plans were possible based on internal business metrics and external labor market information.

FEASIBILITY STUDY

Determine the future need for people.

Analyze current talent pools.

Assess the available labor market information.

Determine gaps and recommend appropriate strategies.

Execute plan, measure success,

make changes based on results.

• Total supply of available talent. (Emsi)

• Active supply of available talent. (CB)

• Demand for talent based on competitive analysis. (third-party)

• 5-year employment growth projections for each skill-set. (Emsi)

• Median hourly earnings for each skill-set. (Emsi & CB)

• Total applications received for each skill-set. (CB)

• Total supply compared to total market population. (Emsi)

• Applications per job for each skill-set. (CB)

• Measure of recent active supply or “freshness”. (CB)

• Current employment tenure for each skill-set. (CB)

FEASIBILITY METRICS/FACTORS

Technical Support Position(s) • NOT FEASIBLE AS IS – Why?

• Client comp was at or below 10th percentile in four out of the five markets scored.

• Las Vegas market which was not chosen by the employer ranks the third highest based on supply of key skill-sets among the seven markets measured.

• Average tenure is low, at 13.1 months.

Account Services Position(s)FEASIBLE AS IS – Why?

• Client comp is at or near survey median in both chosen markets.

• Wichita has two times supply to demand ratio of 59:1 application to posting ratio.

FINDINGS BASED ON RESEARCH

Customer Retention & Inbound Sales Position(s)• NOT FEASIBLE AS IS. Why?

• Client comp is at or near Emsi median for all markets.

• Two to four job advertisements for every available job seeker.

• Job posting volume has grown ~200% since February in all available markets.

• Oklahoma possessed 52% of client’s planned hires.

Collections• FEASIBLE AS IS. Why?

• Client comp is at or above median in both markets.

• Employment growth in both scheduled markets are the largest of those analyzed.

MARKET FINDINGS/FEASIBILITY

MARKET ILLUSTRATIONS

MARKET ILLUSTRATIONS

• Take market recommendations and manage the recruitment strategies for the five markets specified.

• Take the remaining markets and outsource those to the vendor or your choice.

• Projected price for services provided: ~$20,000

• Previous price for advertising services provided: ~$100,000+

RECOMMENDATION MADE TO EMPLOYER

Determine the future need for people.

Analyze current talent pools.

Assess the available labor market information.

Determine gaps and recommend appropriate strategies.

Execute plan, measure success,

make changes based on results.

• Employer: Large Engineering Company.

• Company is looking to grow six different Research & Development verticals within it’s US operations.

• Original question posed to the group:• Based on the positions needed to expand R&D, what markets in

the US possess more of these skill-sets?

PLANNED SITE SELECTION

Determine the future need for people.

Analyze current talent pools.

Assess the available labor market information.

Determine gaps and recommend appropriate strategies.

Execute plan, measure success,

make changes based on results.

• Define functional roles necessary for R&D expansion efforts. • Software Engineers (combination of 7 occupations)

• Hardware Engineers (combination of 6 occupations)

• Materials Engineers (combination of 6 occupations)

• Map top 20 largest markets based on the following factors: • Total talent available based on occupations listed above.

• Five-year projected change in employment for necessary occupations.

• Demand measured by unique job advertisements for necessary occupations.

• Median wage for necessary occupations.

• Other data-points provided in final deliverable • Top-ten educational institutions awarding bachelors, masters, and

doctoral degrees in fields related to necessary occupations.

• Top-ten employers this type of talent nation-wide.

SELECTION PROCESS

MARKET ILLUSTRATION

• Top twenty US markets for necessary talent. • What markets possess more of these people?

• Median wage for necessary talent. • What are these individuals currently making per location?

• If where going to be competitive, what should we consider paying these individuals?

• Top-ten employers looking for the same individuals. • Who are we competing against for this type of talent?

• How does our opportunity compare?

• Five-year projection of available talent per market. • What will the talent look like by the time our operation is off the ground?

• Is the supply of talent growing or getting smaller in these markets?

• Top-ten institutions graduating with the skills needed. • Where should we begin to pipeline for the future of R&D?

• What’s the total supply of new students entering the workforce look like?

QUESTIONS ANSWERED/TAKEAWAYS

Determine the future need for people.

Analyze current talent pools.

Assess the available labor market information.

Determine gaps and recommend appropriate strategies.

Execute plan, measure success,

make changes based on results.

• The data is available to make strategic decisions involving your workforce.

• It’s no longer gut or instinct.

• Due to the changes in the economic situation domestically, your results WILL change. As such, a strategy or change is necessary to continue meeting the demands of your business.

• Before you act, do your due diligence to ensure the strategy you’re going to execute has the ability to succeed.

• What’s the risk to the business if the strategy doesn’t work?

TAKEAWAYS

© 2014 CareerBuilder© 2014 CareerBuilder

Open up for questions and comments.

END OF FORMAL PRESENTATION