Building a Proactive Sourcing Function to Fill Critical Positions Rob McIntosh US Sourcing Lead Deloitte LLP Sydney, April 2008
Building a proactive sourcing function to fill Critical Positions
Sep 13, 2014
How to build a proactive sourcing and recruiting function
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Building a Proactive Sourcing Function to Fill
CriticalPositions
Rob McIntosh US Sourcing Lead
Deloitte LLP
Sydney, April 2008
Ok Rob ~ What’s your credentials?• 12+ years of Global recruitment experience consistently delivering results
against creative ground breaking sourcing talent acquisition programs and strategies for fortune 100 companies:
• Architected, Designed Sourcing Organizations that focus on strategies and initiatives to capture global hidden talent pools that drive pipeline ahead of the business demand while impacting immediate recruiting demand now.
• Recruiting Experience in 3 continents (North America, India/China and Australia)
• Implemented and Architected TRM (Talent Relationship Management) solutions that focus on candidate relationship strategies and permission based 1x1 marketing programs (Talent Pipelining).
• Currently at Deloitte the Sourcing Consulting Team is 26% of hires and on target for 450+ hires this Year
“Rob is a visionary and strong leader in the Corporate Recruitment space. Reporting to him I have observed first hand his ability to deliver on strategic and tactical levels. He takes care of his team, and is well adept at removing obstacles and effecting influence with other business leaders”.
Shally Steckerl Chief CyberSleuth & Founder JobMachine Inc
“Rob definitely pushes the envelop on sourcing ideas and strategies. He's willing to try new approaches to solve old problems. He's a great person to work with, especially if you want to get things done. Rob's a big-picture thinker, but knows what's needed to in trenches. This is a rare and special combo”.
Lou Adler CEO, Adler Group
Agenda1. Determining your recruitment charter and the
synergiesneeded between an effective recruiting - sourcing team
2. Creating comprehensive Passive vs. Active CandidateSourcing Channel Strategies
3. Getting the right people for operational excellence
4. Measuring and showing the value of the Sourcing/RecruitmentFunctions
5. Successfully communicating plans
6. Brainstorming / Problem Solving / Q&A
Number one Priority onthe HR agenda is still toattract and retain key TalentTowers Perrin Survey.
“Talent is the single negating factor for us in realizing our growth vision.”
Jim Robbins CEO Cox Communications
Interview with McKinsy in their book “the war for talent”
“Make Hiring a Top Priority! You may have atechnology or a product that gives you an edge,But your people determine whether you develop The next winning Technology or product”.
Steve Ballmer CEO Microsoft Corp
Business 2.0“A world-class engineer with five peers can out produce 200 regular engineers.”Cisco CEO John
ChambersBusiness Week
Three-quarters of senior human resources managers said attracting and retaining talent was their number one Priority. More than 62% areworried about company-wide talent shortagesCorporate Executive Board Survey
Among all the factors that could influence the effectiveness of organizations in the future, the foremost driver is talent.Buckingham &
Vosburgh
In 2006, HR and recruiting executives rank talent attraction and pipeline building as their mostcritical prioritiesCorporate Executive Board
Survey
Ninety-nine percent of the corporate officers participating in our survey in 2000 said their managerial talent pool needs to be much stronger three years from now.Only 20 percent agreed that they have enough talented leaders to pursue most of their companies’ business opportunities.War for Talent McKinsy Survey
400M G8 baby boomersretiring over
the next5-10 years!
Ok so what, that is the USA?..... Then what are Australians saying?
“Corporate recruiting is still relying very heavily on post and pray as well
as using agencies”
“Everyone still thinks Sourcers want to grow
up to be recruiters”
“Some statistics have agency use running at
between 60% and 80%”
“As a rule sourcing is very much based around finding resumes rather
than contacts”
“Direct head hunting is certainly frowned upon outside of the industries that have become used
to it such as the advertising world”
“I have yet to meet a recruiter who has any
understanding of Boolean syntax or smart
web search”
“Within the next year recruiters will find it
extremely hard to fill the majority of their roles through the standard
methods”
“Here’s the sad reality, most recruiters won’t even mine the or own
candidate database….never mind
other sources”
“Most established companies have very large databases from
years of posting ads and most recruiters rely on this as a first point of
call.”
Why Build…What is the problem you are really trying to solve?
Are you scratching the right itch?.
What is the focus?...Why are you doing this?
Increase size of talent pool Recruiters do not have time or skills
More qualified and interested candidates Pipeline Talent ahead of demand
Save $$$ Find more passive candidates
Improve branding and perception of the company
Gather CI and BI on the market and competitors
Lower time to hire Increase diversity hires.
Find more active candidates Fill hard to fill reqs
Help with screening in/out more candidates
Increase Quality of hire
What happens when you don’t clearly align the sourcing strategy to the
business problem you are trying to solve
Sisyphus by Titian, 1549
What is Sourcing?* Examples of sourcing techniques:Sourcing for candidates often refers to proactively identifying people who are not actively looking for job opportunities (passive candidates) vs. candidates who are actively searching for job opportunities(active candidates), though the industry also recognizes the existence of 'active candidate sourcing' using candidate databases and the like.Proactive techniques:• Using Boolean operators on major search engine sites (Google,Live.com, Yahoo!, etc) to identify
potential candidates who might meet the criteria of the position to be filled based off targeted keywords.
• Searching for candidates in job boards using keywords related to the position requirements. • Looking in your own recruitment database for candidates using keywords related to the position
requirements. • Networking with individuals to uncover candidates. This would include the use of social
networking tools and sites. • "Phone sourcing" or cold calling into companies that might contain individuals that match the key
requirements of the position that needs to be filled.
Examples of what sourcing is not:Reactive techniques• Reviewing candidates who have applied to positions through the corporate/agency web site • Processing an employee referral • Corporate recruiter receiving candidates from employment agencies • Screening candidates at a career fair
* Definition of Sourcing on Wikipedia.org
Lets look at the big picture first
ReferralsCompany WebsiteJob BoardsPrint MediaAgenciesCollegeCareer FairsTemp to HireSEAWalk InOtherDirect SourcingBoomerangsJob Board Sourcing*Career CrossXroads 7th Annual Sources of
Hire Survey External Hire Data
Reactive Screening Channels (80%)
• Employee Referrals• Company Web Site• Job Board applications• Print Media• Career Fairs• Agency submissions
Proactive Sourcing Channels (20%)
• Direct Sourcing• Job Board Sourcing/Mining• Boomerangs (Alumni)
Traditional transactional model
Reactive
Proactive
Dire
ct
Expanding the “Pie”
(Talent Pool)
Majority of Talent
Pool is Semi-Passive
or Passive (Proactive)
Majority of Reactive
Recruiting is Active
Candidates
85-90%
10-15%
•Transactional
•Reactionary
•Pushing paper around a desk
•Screen in/out
•Can’t influence Quality
•The process drives you
•Hiring Manager
Says: “Show me more
resumes ~!”
Most Recruitersplay here!
1. Determining your recruitment charter and
the synergiesneeded between an effective recruiting -
sourcing team
Where do I start?• First - Go on a listening tour with leadership and recruiters
• Survey the market as best as possible – Does supply equal demand? Can you get the data to support it?
• Do a pilot first - Find a recruiting leader or business group that is anxious to partner and see sourcing successful
• Commit to no more than 3 big goals to start
• Write a very clear vision/charter for the group and ensure sourcing, recruiting and the business understands.
• Communicate clear deliverables to recruiting with milestones, targets and accountabilities
• Which Model/Approach will work best for me?.............................
Which Model/Approach will work best for me?.........
Centralized Sourcing Model – The Pro’s• Ability to move and deploy resources quickly against
demand• Collaboration and knowledge sharing happens
fluently• Retention of IP can be maintained broadly.• Ensures consistent processes, SLA’s and standards
Centralized Sourcing – The Con’s– Can create and “US” vs. “Them” environment– Ownership issues of resources and control by
supported customer groups becomes prevalent.– Harder to foster deep and close partnership with
supported recruiters.– Depth of Industry and Business Group knowledge
diminishes
De-Centralized Sourcing – The Pro’s• Tighter alignment to supported business groups and
recruiters• Partnerships and relationships developer quicker
and more deeply• Ownership, control and accountability increases.• Sourcer gains deeper knowledge and expertise in
the supported area
De-Centralized Sourcing – The Con’s– Creation of ‘Silo’s’ and lost opportunities for
sharing talent and best practices.– Accountability only to the area you support– Loose broad Competitive and Market Intelligence.
Missed opportunities – Tendency to re-invent the wheel on tools and
processes...“We are different than group X”
Outsourcing – The Pro’s• Get rid of lower value work that is not core to recruiting or the
business• Subject Matter Expertise that you do not currently have or want
to build• Can be potentially done at a lower cost• Ensures consistent processes, SLA’s and standards and one
point of accountability/delivery
Outsourcing – The Con’s– You loose control of the candidate experience, branding and
PR opportunities at the ground level.– Diminished personal interest in ensuring all the little things
are consistently done right. You are just a revenue stream for vendor ‘x’.
– Loss of IP and market intelligence.– Market can perceive you as just a body processing factory.– Recruiters do not have the patience or willingness to invest
the time if partnering with 3rd party vendors
Off Shoring – The Pro’s• Lowest cost to do primarily Active Channel Sourcing• Can handle large volume of adminsitrival transactions with quicker
turnaround than local market vendors given 24/7 operations• Can attack the Global talent pool in some key markets given
localization issues (India, China, etc)
Off Shoring– The Con’s– Quality can be a major concern if strong SLA’s and Processes
are not carefully put in place – Can really only provide Active Channel Sourcing or Secondary
Intelligence gathering vs. Phone Screening and full candidate relationship development
– Most recruiting leaders lack experience in how to manage the relationship appropriately to drive effective results
– English Immersion training, cultural nuances, lack of local market and geographical comprehension
– Requires much more project management resources that companies are willing to invest
Create a pilot:A) Has a focus on:
– Hardest to fill profile/reqs – Reqs that remain open the longest (120+ days) – The profiles/reqs that have the biggest revenue/cost impact to the
organization (this one is the best one).B) Keeps the pilot to a defined area and defined time frame so not
to randomize the focus of the key stakeholders and resources.C) Does not try and ‘Boil the Ocean’ and come out of the gate
supporting all business lines.D) Ensure it can be measured and the goals are realistic. Under
Promise Over Deliver to start!Focus on Delivery
– At the end of the day it all must produce hires. Don’t get caught up in cool tools or bleeding edge Sourcing structures and strategies.
– Results gains credibility and trust to allow you time to start focusing on next gen initiatives that will require a longer term investment and commitment from leadership.
Focus on quick wins while building the infrastructure- Competitive Market Intelligence back to the recruiters and business- Creation of Job Profiles, ‘Elevator Pitches’ & Sourcing Channel Strategy Documents- Introduction of new and creative sourcing tactics - Sourcing Blitz, Brown bags or SME training sessions with recruiters
Do not be a “Pleaser”…..Learn to love “No”!-Fatal trap that people fall into is wanting to ‘Please’ and show the value even if the business or recruiting request is unrealistic:
“No, we can’t do that given ‘x’ , but here could be another way we could solve the problem” “No, the market place and talent pool will not support the demand…..and this is why.”“Sorry No, a Sourcing teams responsibility is not to do ‘x’ but I would like to better understand why you think sourcing could solve this problem?”.“No, I believe this is a business problem vs. a recruiting problem and why, but lets partner to solve and how”
-Look to work with business groups that want to partner with you. Don’t force the issue!- It is ok to walk away from bad business. (Think like you were running a profit center or your own company)
Execution, Deliverables and Results ~!
Sourcing Start up Issue’s to be aware of
• “Who moved my cheese” - Human Beings generally do not like change– Make the transition and integration as seamless as possible
• Some Recruiters will see sourcing as a threat– Is Sourcing replacing me?– Am I seen as inadequate at Sourcing?
• Most Recruitment, HR and Business leaders see recruiting as a “Cost Center” - Initial presentation and alignment of the value of a Sourcing function must address that reality to start with. – Communicate with recruiting and business leaders Proactive
Sourcing is an investment vs. a cost like traditional transaction based recruiting
• Proactive (Passive) Sourcing is 2-3 times greater startup and potential ongoing cost than active screening/recruiting.Example:– Agency fee = pay once hired– Employee Referral = pay once hired– Sourcing Vendor/Contractor = Invest up front to build
infrastructure before ROI (generally 3 months before first hire)
2. Creating comprehensive Passive vs. Active CandidateSourcing Channel Strategies
The Current Corporate Recruiting Model
One Requisition
Result
One hire if the hiring manager does not change their mind
• Model = Screen Out • Transactional & Reactive• What’s in it for me~!• Stop/Start/Stop/Start• One size fits all candidate exp• Quantity vs. Quality Focus• No time for relationships• Causes show me more candidates mentality
Traditional Active Channel Transactional
Volume Recruiting
Question: What happens to all the other candidates
and applicants in this process???
Hundreds of req’sx
A Proactive Sourcing Approach
Model becomes about Pipelining targeted
talent now and ahead of demand
Question: What happens to all the
candidates and applicants in this
process???
Talent Pool
Talent Pool
Talent Pool
Talent Pool
Prof
ile ‘A
’
Prof
ile ‘B
’
Prof
ile ‘C
’
Prof
ile ‘D
’
Out
reac
h
Out
reac
h
Out
reac
h
Out
reac
h
1. Model becomes Attract and Screen In
2. Track and keep in touch with:• High caliber talent but
timing not right• Future Hires but skills not
fully developed• Alumni
3. What is in it for both of us~!4. Candidate exp becomes more
targeted and personalized5. Map Talent more effectively
across multiple profiles.6. Personalized Messaging and
EVP’s (Employee Value Propositions)
7. Quality vs. just Quantity
Pipeline Robustness
Cold(Suspect)
Warm(Prospect)
Hot(Candidate)
Req(Applicant)
Hot
Warm
Campus + Experienced Candidates
Active
Passive
Leads/Namestargeted but need to beQualified & Sold
Relationship being developed but timing not quite right
•Offer &Interview Declines•Not quite ready yetHigh Future Potentials
Hire
Alumni
QIA – Findingthe right opportunity
Proactive Pipelining by Profile ‘A’
“The Perfect Pipe”
YouTub
e
Podcasts
Blog’s
Second Life
Ongoing Sustainable relationships
PHASE I Example PHASE II Example
Career
Gen X
Gen Y
Next Gen
MySpace High School Programs
Active
SemiPassive
SemiActive
Fully Passive
Lets look at what an organizational
structure might look like~!
Recruiting & Active Qualifying
(Reactive)
Passive Sourcing & Pre-Screening
(Proactive) High Volume, Low Complexity = Lower Value
Low Volume, High Complexity = High Value
Active Candidates
Passive CandidatesSe
lling
& S
cree
ning
Can
dida
teR
elat
ions
hip
Dev
elop
men
t
Proactive Relationship Development &
Pipelining ahead of demand
CandidateRelationship Development
&
Passive Sourcing
Cand
idat
e/Le
ad L
ife C
ycle
Volume Recruiting
‘Mainly Active’
Qua
lifyi
ng &
Pr
oces
sing
QIA (Qualified Interested & Available)
Deloitte Profile and Market AssessmentVo
lum
e of
Can
dida
tes
Low (1)
High (5)Low (1)
High (5)
Complexity of Profile/Req
FAS (Forensic &
Finance)
SVCS (Admin
Assistants)
Regions (Tax - Transfer
pricing )
Consulting (SAP ) SVCS (Call Center)
Active Channel Screening vs.
Proactive (Passive) Channel Sourcing
• Are you in the volume business (Active Screening) or quality business (Passive Talent Identification and Development).
• Don’t have the same resource doing both…….You will miss opportunities or fail!
• Path of least resistance recruiting syndrome
• Where you can, always try and focus on ‘Quality’ vs. ‘Quantity’ when building a Proactive Sourcing Function.
• You must target the high value/impact profiles!• Compare “Apples” and “Apples” when showing value.
– Example: Sourcing made 10 hires for 100k (10k – CPH) where if we hired the same candidates through an Agency then the cost would have been 350k
Col
d C
allin
g &
Hea
dhun
ting
Net
wor
king
& C
andi
date
R
efer
rals
Empl
oyee
Ref
erra
ls
Age
ncie
s
Talent Pools
Job
Boa
rds
Can
dida
tes
agai
nst
Req
s +
ATS
Min
ing
the
Inte
rnet
.
80%20%
(1) Focus on Criticalbusiness profiles.(2) Build and Acquire Research (3) Target names
online (4) Candidate
Referrals and Networking(5) Ongoing
relationship Development(6) Manages the
pipeline
(1) Primary relationship owner with
HM(2) Consults, Advises and
gains deeper understanding of
the business (3) Moves candidates
through theinterview process (4) Helps construct
candidateEVPs, "selling" material
and communications(5) Constructs offers (6) Brings in Sourer
subject matterexperts where needed
(1) Post reqs to appropriate channels (2) Reviews and screens candidates
against all theactive channels(3) Generically mines ATS for
matching talentagainst profiles(4) Proactively mines the job boards
against profiles
Hiring Manger
Active Candidate SourcerPassive Candidate Sourcer
Account ManagerRecruiter
Key Take-Away:
Passive Sourcing and
Volume Hiring can not exist
harmoniously in the same sentence~!
Putting it together
Talent Profiles
EVP’s (Elevator Pitches)
Sourcing Channel Strategy Document
Talent Profiles
• Why Create them?: Main issue with recruiting/sourcing at the req level is if requirements change, Hiring Manager changes their mind or a last minute next door neighbors cousin gets the job all the hard work you have done against that req goes to waste.
• Look at your reqs and work out how many have similar (Multi-incumbent) requirements and group them together as a profile.
• Example: – Account Manager sales profile vs. Business Development sales profile– Database Marketing vs. Event Marketing vs. Online Marketing– Software Developer in Windows Media vs. Software Developer on MSN
services. – Have a clear description of must have’s vs. nice to haves + target
companies/talent pools). – This is the foundation of your SLA and will help solve for hiring
managers or recruiters that like to ‘move the goalposts’ all the time on search criteria.
– Make the process the SLA vs. a separate document that no one will ever read
Talent Profile – “x” & EVP (Elevator Pitch)
Using Profile data for a Search
EVP’s (Elevator Pitch’s)
– For the profiles and business you are to support. Remember you are tapping passive candidates on the shoulder so your EVP must be targeted and hit the right cords.
– Find out what the value proposition of your competitors are against that profile
– Why would they leave? Are there universal themes you can sell against?
– A EVP needs to read like a marketing document not a req. – Build you candidate communication plan and outreach
messaging around it
Example EVP (Elevator Pitch) for Company ‘X’
Why they are looking:
• Financially unstable, concerns about future
• Company has shrunk, lost their culture after going public
• Heard rumors that they are selling off some units
• Reputation in the market• Promotion in level• Contract jobs are paying
more/no travel• Low cost model risks
competition with even lower cost Indian firms
• Constant acquisition rumors• 30% turnover • “fiefdoms”
Why join Us ?:
• CULTURE• Larger firm - provides more
projects, volume and diversity, results in more career path opportunities and more variety in career development
• More prestigious company• Quality of talent, mentorship
here• RESPOND/INTERVIEW
quickly, turnaround time is key to keep that window open for us. We are losing to competitors who can process them faster
• We don’t use solution ‘A’ as a “loss leader” to obtain Outsourcing or Government work
Example EVP (Elevator Pitch) for Company ‘Y’
Why they are looking:
• No Opportunities for National travel
• Below-market compensation• Promotion in level• Culture• Lost the "premier" feeling of
their brand• Too big! Feel like
contractors, very impersonal, cold environment
• Bureaucracy, takes forever to get things done
• Using X as a “loss leader” to obtain outsourcing, hardware/software deals
Why join Us ?:
• Traditional consulting model;• Culture; Prevailing comments
“they feel lost” since being acquired by X
• Many ex ‘Y’s’ are more open to leave now that the salary freeze has lifted and adjustments are now being made
• National travel (Elaborate on Projects)
• An open and collaborative working environment;
• Many ‘Y’s’ have joined and are flourishing here;– [Use ex Company ‘Y-list’ to
potentially line up a preemptive conversation~!]
Creating a Sourcing Channel Strategy Document
– Helps define the lanes in the road and Clearly defines all the passive and active channels that need to be covered by profile and then allocate the appropriate resources against the channels. Reduce mine vs.. yours vs.. duplication and redundancy.
– Ensure resources cover all the key sourcing channels and hidden talent pools
– Acts as an anchor to discussion on what channels yield results by profile vs.. not
– Educates all members on different and creative tactics that need to be assessed and evaluated
– Creates some corporate memory and understanding around the historical Channels ROI
Sourcing Channel Strategy document
Creative and Impactful Sourcing Strategies
=
*Seth Godin Purple Cow
+
Differentiation Targeted & Permission Based
Competitive Advantage !!!
Creative and Impactful Sourcing Strategies
• ‘Think out of the box’ – dare to be different• Why not ask your target candidate base how they
would like to be approached?• Research and do your due diligence in the market
by checking with other recruitment leaders on what works and why?
• Put together a recruiting ‘Think Tank’
Final Word to the Wise: Am I better off tweaking and improving upon what is
already a known success vs. just dreaming up something new
because it is cool and different?
Google Ad Word Campaign
Find Rob’s Dog~!
Red 5 Studio’s Pitch
• Creative and Unique
• Mysterious allure• Absolute polished
presentation and packing of the
message
• Personalized and Targeted
• Did their homework• “We want you”
• Senior leader made the initial outreach
Blog Site• Thinking creatively and being publicly transparent about their approach!
• 4 day work weeks• Money for hobbies• Discretionary spending accounts
• Ranked among the top posts on the extremely popular social book-marking site - Del.icio.us. • 146 Comments on their Blog [March 5th] with interest in career opportunities at 37signals
Google’ Recruiting Billboard Question
“We did this video one night after work. We are a company called Connected Ventures, a group of friends who work for:
Vimeo, CollegeHumor, Busted Tees, and Defunker.”
... and, we're hiring: connectedventures.com/jobs.shtml Total 1,430,589 2,738 878
Quick Break (4 min 37 Seconds…)
4min 37 seconds later……
Brainstorming Exercise
• 15 min – Out of the Box Creative Thinking
• 15 min - Sharing Discussing
3. Getting the right people for operational excellence
Account Management with Hiring Manager and Candidate•Respond to emails/phone calls
•Meetings & Reporting
Job Boards
Ad’s
Candidates/Applicants
Name Identification
Targeted Company Headhunting &
Cold Calling
Online Research and name identification
Social Networking tools and groups
Networking
First Outreach &
Selling
Screening &
Qualifying
Recruiter
Hire
Candidate Development
CRM / ATSData Entry
Schedules InterviewsConstructs Offer
Today's Full Lifecycle Recruiter
What are the current issues here?IToo many Reqs
Too many Candidates to review
Too much Adminsitriva = Too much to deal with~!
Today we have a “Breath” vs. “Depth” Dilemma
What are our options?
• Take something off my plate
• Change your organizational structure
• Reset expectations with business
• Outsource something
• Dedicate a specialist to go deep on Talent
Acquisition and Candidate Development
– Primary Researcher = Name/Lead Generation (Phone Sourcing)
– Secondary Researcher = Deep Internet Mining (Internet Research)
– Sourcer = First contact, romancing, selling and pre-screening
– Candidate Developer = Building, Developing and Maintaining rich deep relationships
Candidates/Applicants
Name Identification
Targeted Company Headhunting &
Cold Calling
Online Research and name identification
Social Networking tools and groups
Networking
Primary Research
er
Secondary
Researcher
First Outreach &
Selling
Screening &
Qualifying
Sourcer
RecruiterQIAHandoff
Hire
Candidate Developer
CRM / ATS
Sourcing has become specialized…Do you need all or a combination?
What to Outsource?
Candidates/Applicants
Name Identification
Targeted Company Headhunting &
Cold Calling
Online Research and name identification
Social Networking tools and groups
Networking
Primary Research
er
Secondary
Researcher
First Outreach &
Selling
Screening &
Qualifying
Sourcer
RecruiterQIAHandoff
Hire
Candidate Developer
CRM / ATS
Possible to Outsource but only
Active Channel candidates
Least impact to Outsource
Never Outsource
Potential to OutsourceActive Channel
candidates, but avoid Passive Channel
Some companies have outsourced with success
Hiring the Talent - What to look for….
Sourcers
• Look for specific experience with talent identification, cold calling or networking
• They love the phone not fear it! Most agency recruiters don’t fear the phone and are willing to dial and smile.
• Know all the latest tools and websites (Social Networking, Blogs, etc) and how/when to use them….– The last point is the difference between Good to Great!
• Generally extroverts and self confident (Sales background somewhere)
• Traditionally full life cycle corporate recruiters struggle in a pure sourcing role
• Screening resumes or searching databases is more a junior recruiter skills.
• Watch out for candidates that think a sourcing role is a stepping stone to real recruiting opportunity or something more senior.
• Do they have experience working virtually and remotely?
Hiring the Talent - What to look for….
Internet Researchers
• Solid foundation in Boolean syntax and have moved to more advanced approaches (Robot’s & Spiders)
• Are Geeks …..Just like me (Programming Background, love of technology)
• Like to break things or reverse engineer the problem• Not a fear of the phone but a preference to use the
keyboard as their weapon of choice• Ask them what their typing speed…..anything less than 40
probably means they are not a real Researcher or they suck at their job.
• More introverted and methodical in their approach• Will have experience working virtually and remotely
Hiring the Talent - What to look for….
Candidate Developers
• Have experience in roles that are more akin to Account Management, Customer Relationship and Development
• Love developing the relationship vs. creating/finding it.• Look for people that love to tell you about their kids, weekend,
fish stories……and are just as interested in hearing your’s• Ask them how many birthday’s do they track and send
cards/notes to those people
Look for recruiters that like to do exactly the opposite to all other recruiters
= differentiation & memorable
– Q: How are you today Rob? ….– A: “Not bad for [INSERT day of the week when being
asked!]
Hiring the Talent - What to look for….
Sourcing Leaders
• Traditionally full life cycle corporate recruiters struggle in a pure sourcing role
• Watch out for candidates that think a sourcing role is a stepping stone to real recruiting opportunity or something more senior.
• Most agency recruiters don’t fear the phone and are willing to dial and smile.
• Look for leaders with start-up experience.• Look for experience in roles that impact and influence without
direct authority.• Look for political savyness and ability to navigate the
bureaucracy• Do they have experience working virtually and remotely?• Has your leader managed an offshore or RPO vendor?• Does your leader know how to produce throughput, trend and
comparative analyst reporting and metrics?• Can the motivate, inspire and lead the troops as the journey will
not be a simple one?• Can they stay focused on the end result vs. playing with new
cool tools and approaches?
Job Description: Candidate Development Sourcer
Key Responsibilities: • Partner with Recruiting Team Leads and Sourcing to develop and
execute the sourcing strategies that would identify and attract FI (Future Interest) & HP (High Potential) talent.
• Create an external brand with the aligned talent pools around function/region/industry for the area of alignment supported.
• Prescreen, deliver active and interested candidates to the supported Sourcing/Recruiting Team
• Creation of creative permission based marketing and communication strategies that will be used to build and sustain relationships with candidates
• Capture and report on key metrics that show results, trends and opportunities in key talent markets and supported business.
• Ensure all data is captured, updated and reported properly• Research, implement and maintain leading edge and creative sourcing
tools and resources that improve candidate relationship development
Functional/Industry Knowledge: • 5+ years of experience in creative direct sourcing techniques preferred.• Experience with direct and indirect marketing techniques in one or more
of the following areas: (Permission based marketing; Email campaigns CRM Marketing; Database Marketing)
• Experience working in a Senior Account Management capacity nurturing and building upon key critical relationships.
• Experience working in a customer-facing role (account management, customer service management, retention/loyalty programs etc.)
• Ability to implement creative and unique relationship development programs and strategies.
Job Description: Internet Researcher
Key Responsibilities:
The primary focus of the Internet Researcher is to identify targeted talent (name generation) by the
supported and business groups, through the use of secondary research methods and tools.
This role is critical to ensuring a sustained competitive advantage for the company as you will be
focused on identifying talent that is normally not found through the traditional active sourcing
channels. Ownership of and a deep focus on the following tools and techniques to identify hidden
passive talent:– Robots, Spiders, RSS Feeds and other Automated alert/notification technology– Social Networking Tools– User Groups & Blogs– Press Releases, Company Pages and PR– Publications and Associations– Boolean Search against all major and niche vertical search engines– Tools (Hoovers, OneSource, Factiva, Broadlook, Infogist, ZoomInfo, AIRS
SourcePoint, etc)• Responsible for continual research of new techniques, sites and tools that help in the
identification of hidden talent• Will be responsible for Managing Vendor relationships related to acquiring 3rd party
research for the supported practice area.• Conduct primary research and talent market analysis that identifies and analyzes
external market trends by the practice area supported.• Proactively identify and obtain Competitive and Business Intelligence by the practice
area supported and forward key information to the Candidate Development Managers and relevant recruitment leaders.
Functional/Industry Knowledge:
• 5+ years of experience in a Recruitment Research related role with a primary focus on identifying names through pure passive channels (not Job boards, own ATS, Employee Referrals)
• Deep expertise with Boolean logic and all associated internet mining techniques
• Proven track record in secondary research techniques and experience with tools that enable the identification of hidden talent.
• Experience with market, competitive and business intelligence beneficial.
• Experience working with and managing 3rd party research firms preferred
Job Description: Sourcing ManagerKey Responsibilities:
• Lead, manage and develop a team of Sourcers to deliver against critical talent identification needs for the Company. Partner with Recruiting/HR Manager to develop and execute the sourcing strategies that support the companies hiring initiatives.
• Understanding defined market attributes to assist in developing creative sourcing strategies for long term and sustained growth
• Collaborate with Recruiting teams to assess needs, develop sourcing strategy and implement sourcing plans to meet the needs of various business groups
• Prioritize sourcing efforts with US Sourcing Lead to assure optimum sourcing team success
• Work closely with this US Sourcing Lead around creation of a Sourcing Channel strategy for all business groups with the ultimate execution and comprehensive coverage of those Sourcing Channels.
• Leading a team of Sourcers responsible for Identifying, Screening and Developing candidates through various Sourcing tactics (direct headhunting/cold calling, deep web internet, networking/referrals, etc.)
• Manage the sourcing process for a given area which includes: Communicating Direct Sourcing objectives, processes and mission to Recruiting
• Manage individual Sourcers to achieve sourcing team and individual Sourcer productivity/goals
• Creation of ‘job profiles’ and Sourcing Channel Strategies for each of the supported Industries and Sectors.
• Research, implement and maintain leading edge and creative sourcing tools.
• Look to leverage and capture CI & BI that is actionable and reportable back to recruiting leadership and the partnership
• Provide key reporting back to sourcing and recruiting leadership that ultimately drives key business decisions making.
• Manage sourcing costs effectively
Functional/Industry Knowledge: • 10+ years of experience in creative direct sourcing techniques for a
large company preferred.• Understanding how to identify and attract passive talent though
multiple sourcing channels is key.• Proven track record on consistently increasing the
productivity/results of sourcing/recruiting teams while acting as a mentor, lead and developer of talent of the individuals that they managed.
• Experience with TRM (Talent Relationship Management) or CRM (Customer Relationship Management) solutions and how to leverage technology to help optimize a sourcing function is highly desirable.
• Demonstrated strong communication and interpersonal skills and can clearly show how they can navigate large complex corporate environments to get the job done. Impact and influence without direct authority to enable change is required.
• Strong knowledge of industry and technology trends, compensation, benefits and the competitive landscape
4. Measuring and showing the value of the
Sourcing/RecruitmentFunctions
Do you have the right technology to measure Success?
When building a Proactive Candidate model the first
questions you need to ask yourself……Will your current ATS/CTS allow you to:
– Pipeline talent that is not against an open req & map talent to multiple profiles, Industries and Pipes vs.. just one req (Data Segmentation)?
– Identify Leads (suspects and prospects) quickly and easily by specialized category that might not have a resume to do a search against?
– Track Pre-ATS/CTS metrics and reporting?• Leads • Initial Contact (negative dispositions)• Lead Pipeline by (Region, Industry, Company, etc)
– Does your solution enable the building of meaningful personalized 1x1 relationships through customized communication and programs to targeted talent pools vs.. the traditional 1 communication piece to many approach?
– Can you current solution capture and store Competitive and Business Intelligence in a meaningful way that can be easily accessed to make strategic decisions?
– Capture more succinct data that will motivate the candidate to change a career path vs. trying to squeeze them into what the organization wants?
– Capture the cost against research, tools and headcount and track those costs against results to determine ROI by Channel or Resource?
– Can you manage, track and leverage your talent pools in a multi-dimensional way?
• Track and build relationships as potential talent while also leveraging as a referral network (Connectors, Sneezers, Top Referrers)
How to measure it effectively and show value at all levels?
Key Point - Measuring traditional recruiting vs. sourcing is measuring ‘apples' and ‘bananas’. Focus on measuring the value vs. just the cost
savings!
Create a simple 1 page SLA (Better = build the SLA into the process vs.. a separate doc)
– What is the profile. Get everyone one the same page (Recruiter, Sourcer and Hiring Manager)
– Acceptance rates of candidates submitted against profile (80%)– Recruiters will respond with yes/no (why – to calibrate/validate)
within 48hours.– Recruiters will reach out to contact candidates within the next
48 hours.– After ‘x’ accepts move to next priority/profile/region/etc
Hires by themselves as a measure is dangerous….
Can you hold Sourcers accountable that do not own the offer process, req or hiring manager
relationship????Productivity Metrics
• ‘x’ Submits a week (3-5)• Recruiter Acceptance to hire metric (10:1)• Passive Channel Hires at 1.5 per month• Average number of passive candidates ID’d that respond with
interest (30-35%)• Robustness of Pipeline against Target Companies (20 new leads
ID’d a week)
Quality metrics• Hire • Offer presented• No. of candidates formally interviewed• Top 10% performer; do they stay past 1 year• CUSAT – Recruiter, HM and Candidate satisfaction
levels
Metrics = Throughput, Comparative and Trend Analysis– Channel ‘X’ vs.. Channel ‘Y’– Profile ‘A’ vs.. Profile ‘B’– Cradle to grave metrics……What is the drop off % at each stage?– What trends are you seeing on candidates negative disposition by Profile,
Region, Business Group?• Comp out of line with market?• Relocation issues• Bad candidate exp• Business Problem vs.. Recruiting/Sourcing problem
Can you start to measure it differently?– Cost of unfilled position to the company (lost opportunity)– Additional revenue generated PA by candidate filling profile ‘A’ – Cost associated with replacing the employee – Quality of hire = X back to the bottom line
Key TakeawayMetrics for the sake of metrics is just busy work. It must achieve one of the
following:
a) Sell the storey to a leaderb) Help make a case for change/improvementsc) Set better expectations on what is the issue or what is possible/not possibled) Most importantly, it must provide a tangible actionable direction to take vs..
just more pretty data
Key TakeawayMetrics for the sake of metrics is just busy work.
It must achieve some of the following:
a)Sell a story to a leader
b) Help make a case for change/improvements
c) Set better expectations on what is the issue or what is possible/not possible
d) Most importantly, it must provide a tangible actionable direction to take vs.. just more pretty data
Some Examples of Sourcing Reporting,
Performance Metrics and key trend analysis
Sourcer Productivity Dashboard
Pipeline % Probability to Close
Example: Throughput Analysis - ‘Cradle to Grave Metrics’Example: Comparative Analysis Passive vs. Active Candidate Throughput (Cradle
to Grave Metrics)
Question“What are the things we need to be doing to increase the passive candidate initial response %?”
“What are we doing to help with efficiencies around active candidate screening to determine quality earlier on in the process?”
Example: Target Company Throughput
Target Company
Total Candidates in database Total Hires
% We reject Candidates
% Candidates reject us
% of hires to
applications
A 337 21 67% 9% (16:1)
B 222 13 57% 8% (17:1)
C 135 13 70% 8% (17:1)
D 533 16 71% 10% (33:1)
E 351 8 74% 7% (47:1)
F 64 1 80% 1% (64:1)
Questions“Does the talent pool of the target companies support business demand for the next 3 years?”
“At current pace we will exhaust target companies talent pools?”
“Do we need to expand targets or revisit profile requirements?”
Example: Negative Disposition Trends Questions
“Can we improve our EVP to move the 60% rejection reason’s down?”
“Can we look at more flexible travel arrangements for this profile?”
“What additional relationship development programs can we put in place to keep connected to the interested but timing not quite right group?”
Example: Comparative Source Analysis Agency Hires and Job Board Hire Overlap
Question“Opportunity to get more effective with your Sourcing Channel Strategy and coverage to ensure nothing is left on the table?”Example: Comparative Source Analysis
Job Board vs. Job Board Overlap
Question“How can we do a better job of reducing overlap with Postings, Resume Mining and Branding to get a more effective ROI?”
5. Successfully Communicating Plans
Communication & Evangelization “The 4 C’s”
Sourcing is a relatively new science and the majority of business
leaders but do not understand how it works.
If you do not Constantly, Clearly, Consistently and with Conviction
communicate what the sourcing functions charter, strategy, metrics
and value is back to the organization, then you will be looked at and measured the same way they perceive and measure
traditional reactive candidate transactional recruiting.
Communication, Evangelization and Integration.
• Communicate out, up, down and Often and Often and Often
• If you split the sourcing channels between recruiters and Sourcers, continually communicate that sourcing does not get ‘hire credit’!.– Also you can only hire the person once (watch for double
counting)!• Be very, very transparent (The Good, The Bad and the
Opportunities)• Use different communication vehicles (Conf calls,
emails, newsletters, create a sourcing portal) to ensure the message/vision hits home.
• Be creative and different.…Send the messages in way’s they do not expect....Be Memorable!
• When sending emails make sure you embed workflow, charts or diagrams into the body of your emails. – Solves for lost in translation issues!
Shared Goals AND/OR
• Clear expectation on sourcing is not taking hire credit but rather is a sourcing channel (like agency, Referrals, etc).
• Everyone must understand their roles and responsibilities • Recognize and Reward those individuals and partnerships
where Integration is happening effectively– Get leadership buy in and support to hold both Recruiters
and Sourcers accountable• Ensure regular re-occurring weekly meetings between the
groups in the beginning with a clear agreed to agenda, goals and end state outcomes (“begin with the end in mind”)
• Continue to take a temperature gauge with the Sourcers, Recruiters and Leaders on how things are working. Don’t let the problems get away from you, you must catch them early.
Integration - Do whatever you can do to stop the
“Us vs. Them” Environment from happening!
Make the marketing and communication
different and memorable !
“Congratulations on your first hire from
the Sourcing Team”
Brainstorming
Problem Solving
Q&A
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