Talent Acquisition Systems in 2010: The Game Has Changed, Have You?

Copyright © 2009 Bersin & Associates. All rights reserved.

Talent Acquisition Systems in 2010: The Game Has Changed, Have You?

Presented by: Madeline Laurano Bersin & Associates

May 19, 2010

Copyright © 2009 Bersin & Associates. All rights reserved. Page 2

About Us   Who We Are

•  Bersin & Associates is an industry research and advisory services company dedicated to helping organizations implement enterprise learning and talent management strategies for business performance improvement.

  Research Areas

•  Enterprise Learning •  Learning Technology •  Informal Learning •  Leadership Development •  Performance Management •  Career and Succession Management •  Workforce Planning •  Sourcing and Recruiting •  Talent Management Systems •  Talent Strategy

  Offerings

•  In-Depth Studies and Reports •  Research Memberships •  Advisory Consulting •  Benchmarking •  Workshops


Agenda

 Current State of Talent Acquisition  Evolution of Talent Acquisition Systems  Key Findings  Market Trends   Innovation  Cases In Point  Predictions


Macro Issues Changing Demographics

B&A Talent Watch Research - Fall 2009 •  64% cite “gaps in the leadership pipeline”

as a top talent challenge •  42% cite “skill gaps in critical roles” as a

top challenge

Global Competition for Skilled Workers


Current State of Talent Acquisition

Figure 9

Source: “Talent Acquisition Systems,” Bersin & Associates, 2009.

Challenges Strategic Responses Unemployment at a 26-year high, many key positions eliminated

Prepare for hiring surge as job market heats up

Applicant résumé overload with high- and low-quality candidates

Invest in technology, job matching and interview management

Turnover of 70% to 200% in many industries (e.g., retail, construction)

Need for high-volume recruitment solutions, interview management, employee engagement

Need to maintain talent pipelines and keep senior leadership talent

Implement CRM solutions, social networking, alumni programs

Hiring freezes, employment furloughs, layoffs to cut costs

Upgrade dynamic workforce planning through new tools and systems


Workforce Readiness to Change


Figure 22

Talent Acquisition System Market Growth


Steady Growth 10%


Planning to Invest in a TAS?

Over 80% plan to invest

this year


Leading Talent Acquisition Systems

Talent Acquisition Systems:

A system for identifying, attracting, and onboarding top talent

to efficiently and effectively meet dynamic business needs.

Keys to success: 1. Efficiency (sourcing and assessing-cost and speed per hire)

2. Effectiveness (hiring quality of hire) 3. Productivity (onboarding)

4. Responsiveness (contact management) 5. Business-integrated (workforce planning)


Evolution of Talent Acquisition Systems

Figure 6


Web 2.0 SEO Cloud Video Web-Based

SaaS Corporate Career Sites Integration Client-Server

Résumé Processing Résumé Scanning Search Technology Business

Impact PC-Based MS-DOS Based Applicant Tracking

Late 1980s

Early 1990s

Late 1990s- 2000s

2009-2010

Recruiter View

Recruiter and Candidate View


High-Impact Talent Management Framework

Talent Acquisi.on

Capability & Competency Management

Learning & Capability Development

Sourcing Candidate Pools

Assessment Employer Brand

Recruiting Selection

Onboarding Talent Mobility

Job Profiles Experiences Skills Competencies

Governa

nce

Talent Planning Process & Solution Design

Talent Systems Strategy

Repor.ng &

Analy.

cs

Talent Measures and Targets

Talent Strategy & Business Alignment

Enterprise Skill Gap Assessment Critical Talent Assessment

Diversity Planning Talent Forecasting Scenario Planning

Workforce Planning

Total Rewards

Rewards & Recognition Pay for Performance

Benefits for Talent Development Experiences

Career Management

Employee Brand Career Planning

Professional & Management Tracks Career Development

Skill Transferability Job-Fit Assessment Coaching/Mentoring

Talent Mobility

Performance Management

Goal Alignment Skill Gap Analysis

Coaching Development Planning

Bench Strength Assessment Performance Evaluation Performance Calibration Performance-Based Pay

Talent Segmentation Critical Role Identification

Leadership Development Executive Education

Talent Profiles Assessment & Calibration

Leadership & Succession

HIPO Identification Talent Reviews

Talent Pool Management Talent Mobility

Learning Content Learning Architecture

Knowledge Management Measurement & Evaluation

Learning Strategy Audience Analysis Learning Programs

Formal & Informal Approaches

Behaviors

Engagement Strategy

Talent Infrastructure

Integration Strategy

People Resources & Org Structure

Process Design & Mapping

Talent Systems Communications

Change Management


Integrated Talent Acquisition

Talent Strategy & Planning

Performance Management

Goal Setting Cascading Goals Self-Assessment

Manager Assessment 360 Assessment

Development Planning Competency Assessment

Sourcing

Sourcing Tools Phone sourcing

Internet Sourcing Resume Sourcing

Job posting Career Websites

Employee Referral Alumni Programs

Screening & Assessment

Background Checking Selection Tools

Assessment Tools I/O Psychologists

Hiring

Interview Scheduling Offer Letter Generation Candidate Experience

Communication

Onboarding

Forms Management Tasks Management

Socialization

Employer Branding

Contact Management

Technology, Reporting, and Analytics


Purchasing Decisions for Talent Management Suites


TAS Market Trends  Replacing the Resume

•  Job-Matching •  Video •  Social Networking

 Future of Job Boards  Recruitment Advertising  Sourcing Tools  Screening & Assessments  Quality of Hire  Globalization  Complementary Services  Market Consolidation


Key Players in the TAS Market


Key Findings

 Today’s Talent Acquisition System providers are responding to today’s market by offering more innovation in advanced features and strategic partnerships.

 Organizations need to consider integrating their talent acquisition system with their HRMS and third-party recruitment providers during the implementation stages.

 Contact Management needs to be a priority when considering talent acquisition.


Key Findings  Global support needs to encompass more than multi-

lingual configuration including compliance to local regulations, currency and time zone support.

 Market churn is a constant in today’s talent acquisition marketplace.

 Solution providers are experiencing an up-tick in customers from high-volume industries such as Retail and Hospitality.

 Customers are demanding more Web2.0 capabilities and social networking integration from their talent acquisition providers.


TAS Market Consolidation

Figure 21


2006 2007 2008 Peopleclick/

Authoria

Stepstone


Traditional ATS

Social N

etworking

Video

Talent Acquisition Systems Competition


Traditional Solution Providers

Talent Segm

ents

Talent Processes


Innovative Solution Providers

Talent Segm

ents

Talent Processes


Demand for Web 2.0 Capabilities

Figure 3



What’s the Buzz?

  Blogs   Micro-blogs   Video   Chat   Instant Messaging   Polling

Building online communities of people who share interests and/or activities, or who are interested in exploring the interests and activities of others.

Interactivity Connectivity

Accountability


Social Networking…Who’s Who….

General Social Networking •  Plaxo •  MySpace •  Jigsaw •  Yahoo Groups •  Google Groups

Social Networking Aggregators •  Pipl •  Spock •  Wink •  Ziki •  Spokeo

International Social Networking •  Bebo •  Orkut •  Hi5 •  Live Journal •  Skyblog

Social Networking Niche Sites •  ERE Media •  Recruiting Blogs •  Talent Bar •  Recruiter Earth


Twitter…At a Glance


Gen Y…TMI?????

Thirty-four percent of companies stated that they

would still consider a candidate with inappropriate language, behavior and

references to alcohol, drugs and sex on their social

networking sites -ERE Media Research 5/2008


Recommendations to Buyers

  Price   User Experience   Heritage   Delivery Models   Domain

Experience   Customer

References   Staying Power   Innovation   Technology

Infrastructure   Company Culture


Pricing


Improved User Experience Features

Figure 35


•  Job Carts •  Quick Links •  Embedded Analytics •  Job Agents •  Wizards •  “Drag and Drop” Configurability •  “Point and Click” •  Personalized Icons •  Google Map Integration •  “Save to Favorites” •  Adjust Text Size

•  RSS Feeds •  Video •  Mouseovers •  Pictures •  Dashboards •  “Send to a Friend” •  Collaboration •  Web 2.0 Features •  Logos and Corporate Branding •  Organizational Charts •  Side-by-Side Comparisons


How Important is the User Experience?


Leaders in User Experience


Consider the Heritage of Your Provider



Aetna’s Process of Narrowing the Field

 Define Business Requirements  Engage Procurement  Short List Creation  Distribute RFP  Field Questions  Rate Providers Based on RFP  Scripted Demo  Onsite Demo  Score Providers  Engage Procurement  Final Review


Best Practices in Implementation


Aetna’s Implementation Process

 Engage Project Team  Requirements  Design  Development  Testing  Change Management  Training  Conversion  Go Live  Vendor Management


Figure 54

Implementation Challenges



Global Implementation


Cases-In-Point


Job Boards

Social Media

Cost High-cost Free

Search Solid Search Engines

Limited Search Interface

Network Follow-up phone calls and emails

Less Effort

Target Audience

Active Active and Passive


Sourcing: Hyatt


Sourcing: Hyatt


Screening & Assessing: GSK


Linda Marcus

© 2010 PeopleAnswers, Inc.— Proprietary and Confidential Information


Predictions

 Demand for Innovation will Continue  Social Networking Continues to Grow  More Consolidation  General Job boards Decreased Traffic  New Technology Choices  Next Generation TAS


Questions?

[email protected] (617) 367-1560 www.bersin.com