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Recruiting Trends and Best Practices: What’s Hot in 2008
January 31, 2008
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Elaine OrlerVice President,
Talent Acquisition Mgmt
Jason CorselloVice President
Center of Excellence
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About Knowledge Infusion
Total Employees
Nordstrom, MetLife, Yahoo!, Turner Broadcasting, Intuit, Safeway, Luxottica, Health Net, AAA
Notable Customers
HCM and talent management, portals and self-service, performance, succession, recruitment, learning & development, workforce planning, analytics
Areas of Expertise
Over 150Number of Customers
Fortune 2000, Mid-market, Public SectorTarget Markets
Minneapolis, MN; Offices throughout USHeadquarters & Offices
Founded in 2004 by Jason Averbook and Heidi SpirgiLeader in HCM and talent management consulting and advisory services
Global Company
Approximately 50, Across North America
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Services Tied to Business Results
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2008 Trends
Market Landscape1. Recession Shift2. Global Focus3. Workforce DemographicsTechnology Landscape 4. TAS Consolidation5. Technology Enabled Services6. Unified Talent ManagementRecruiting Landscape7. Emergence of Social Networking Strategy8. Talent Intelligence 9. Volume Hiring 10.Free Agent Workforce
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1Recession ShiftEconomics: a period of an economic
contraction, sometimes limited in scope or duration.
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1. Recession Shift
Global markets plunge on U.S. recession fears(CNNMoney.com) (3 weeks ago)
Goldman Sachs sees recession in 2008(news.yahoo.com) (2 weeks ago)
Recession 2008: Take the Offensive(businessweek.com) (last week)
Consumer spending weak; jobless claims surgeIn another bad sign for the economy, the number of workers filing new claims for jobless aid jumped by
a much larger-than-expected 69,000 last week to the highest in more than two years
(usatoday.com) (today)
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Recession Shift in Recruiting
Reduction in resources dedicated to external recruiting
“Freeze”, “Chill”, in mass hiring efforts
Redistribution of work related to HR, TM and TA
Prioritization and Process Analysis
Internal Forces
Jobless Claims Upturn
Economic Downturn
Increased volume of inquires related to opportunities
Increased applicants applying for opportunities they are not qualified for
Greater exposure to regulatory requirements
Hesitation in relocation based on global economy
External Forces
Slower execution of business strategy and operating plans
Delayed and loner processes to make talent decisions
Increased transaction based activities with non-qualified applicants
Business ImpactFUD
Election Year
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2Global FocusPertaining to the whole world; worldwide;
universal: the dream of global peace.
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3Workforce DemographicsThe workers employed in a specific project or activity.
All the people working or available to work, as in a nation, company, industry, or on a project.
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Less People in the Workforce
Source: Based on data from the U.S. Census Bureau, 2000; U.S. Census Bureau, International Data Base, July 2003
Generations whose members are alive today by year of birth (in millions)
Baby BoomGeneration
GenerationXU
.S. p
opul
atio
n al
ive
toda
y(in
mill
ions
)
GenerationY
Greatest +Eisenhower Generations
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000
Baby BoomGeneration
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Younger People Don’t Live To Work
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Anyplace, Anytime
People Working From Home (M)
Office, 35%
In Between, 30%
Home, 35%
• In the Office, on the road and at home• 24x7• Work will take place in shorter “chunks,” down from
months to weeks
Location for work
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4TAS ConsolidationAn act or instance of consolidating; the state
of being consolidated; unification: consolidation of companies.
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2008 Technology Evolution – Talent Acquisition Systems
1988-1998
Applicant TrackingSystems(stand-alone)
The Future?
2002-2003
Candidate MgmtWorkforce Mgmt
1998-2001
Profiling/Job Seeker Mgmt
TAS – Total Solution BPO/RPO
Hourly/ContingentOn-Boarding
2004-2006 2008
TMS – Total SolutionGlobal PlatformContact Mgmt
Social Networking (linkage with performance mgmt, succession
planning)
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2008 Talent Acquisition – Acquisition List
• 2002• iJobs by Lawson• Resumix by HotJobs
• 2003• Personic by Unicru• PureCarbon by Workstream • Icarian by Workstream
• 2003• RecruitingSolutions by Ceridian• HotJobs/Resumix by Yahoo!
• 2004• Humetrics by Deploy• KnowledgePoint by Vurv
• 2005• Hire.com by Authoria
• 2006• BrassRing by Kenexa• Webhire by Kenexa• Unicru by Kronos• VirtualEdge by ADP
• 2007• People Business Network by Vurv• Deploy by Kronos
• 2008• TBD
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Usability Most Important Factor When Selecting a Talent Management Suite Vendor
Source: Knowledge Infusion & HR Executive ® Talent Management Suite Adoption SurveyN = 267
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Evolving the Buying Cycle
Making the “Business Case”
Building a “Business Plan”
Focus on Functional ROI
Dedication to Business Value & Impact
Business Process-Centric
Focus on User Experience & Unification
Capital Expenditure Operating Expenditure
Traditional Buying Cycle… …To Buying Software in 2008
Going from a 12 Month Cycle… …To a 3 Month Cycle
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5Technology Enabled ServicesTo make able; give power, means, competence, or
ability to; authorize. To make possible or easy
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Kayak
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An Example of Improved Usability
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6Unified Talent ManagementFormed or united into a whole
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Market Evolution, Segmentation, Differentiation
• Buyers• Identify value of integration options• Define business outcomes and transform processes• Know your 3-year plan and select vendors accordingly• HR and business stakeholders must OWN requirements
• Vendors • Know, market and sell to strengths• Build for the business• Build consumer-like apps• Integrate with operational systems• Answer metrics and measures need
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Companies Today Focusing on Integrated Performance, Development & Succession Planning
Source: Knowledge Infusion & HR Executive ® Talent Management Suite Adoption SurveyN = 313
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7Emergence of Social Networking Strategy
The gradual beginning or coming forth; The becoming visible
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Why Social Networks are Important to Recruiting
•Sourcing
•Contact Mgmt
•Hiring
•On-boarding
•Engagement
•Collaboration
•Training
•Re-hiring
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Web 2.0: HR’s Current Attitude
• 64% of U.S. companies deny their employees access to social networking sites such as Facebook, MySpace
• 54% of HR decision makers have encountered or have had to discipline employees for time-wasting on the Internet
• 23% of HR decision makers are unfamiliar with Web 2.0
• 42% are familiar with the sites, but do not use them
• 34% actively use Web 2.0 technologies
Source: Clearswift, October 2007
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8Talent Intelligence
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Ability to Manage Talent
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Building a Talent Pipeline
•Leadership Behaviors
•Performance Ratings
•Competencies•Work Experience
•Education•Location•Languages
•Interests•Career Path
•Sales Productivity•Experiences
Talent Supply / Employee Profiles
Identify Future
DemandProfile Current Supply
Analyze Gaps
Plan Scenarios
Workforce Planning
Define Critical Roles
Identify Talent Pools
Accelerate Development
Advance
Succession Management
Identify Need
Source Talent
ManageMobility
Mobilize Resource
Talent Mobility18 months – 3 years Now – 12 months12 - 36 months
Identify Need
Source Talent
ManageMobility
Mobilize Resource
Resource ManagementNow – 6 months
`PerformanceManagement
Internal Talent Supply External Talent Supply
Talent Review
TalentAcquisition
ContingentManagement
Learning Management
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9Volume HiringA mass or quantity, especially a large
quantity, of something
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High Volume/Hourly Talent Acquisition Process
Selection Selection On-boardingOn-boardingApplicantManagement
ApplicantManagement
A. Continuous Open Positions &
Sourcing
A. Continuous Open Positions &
Sourcing
Position Need/Requisition Mgt.
& Posting
Position Need/Requisition Mgt.
& Posting
B. Job SeekerManagement
B. Job SeekerManagement
Applicant IdentificationApplicant
Identification
High Volume Difference
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10Free Agent WorkforceAble to do something at will.
Not joined to or in contact with something else.Unrestrained; casual; informal.
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Only 6% of Boomers Wants to Work Fulltime
Source: Merrill Lynch “New Retirement Survey: “A Perspective on the Baby Boomer Generation”, 2-23-05
The Boomers Are Creating the “Free Agent” Workforce
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Facebook
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QuestionsThank you!
For copies of the presentation go to:ERE
www.ere.net/webinars
Knowledge Infusionwww.knowledgeinfusion.com/coe