sourcing productivity final

title title

what is the ultimate contribution

of a sourcer?

hire

submission

lead identified

HM interview

recruiter interview

offer

3

submission

lead identified

4

hire

submission

lead identified

HM interview

recruiter interview

offer

5

business case

standard production requires standard procedures

need for high quality control over each production step

production is automatized and repeatable and owned by the sourcer

injected by LEAN waste reduction

continuous process improvement

6

Creating sourcing microsteps 8 sourcing microsteps

1. Pipeline 2. To Be Contacted

3. Contacted

4. Requested More Info 5. Candidate Not Interested 6. Application Received 7. Rejected by Sourcer

8. Candidate Submitted

7

Creating sourcing microsteps 8 sourcing microsteps grouped into 4 action items Candidate Identification

1. Pipeline 2. To Be Contacted

Candidate Connection 3. Contacted

Candidate Engagement 4. Requested More Info 5. Candidate Not Interested 6. Application Received 7. Rejected by Sourcer

Screening & Submissions 8. Candidate Submitted

I

C

E

S

8

I C E S

9

I C E S

If C/I is lower... Too many non-contacted candidates

Building pipeline? Conduct talent mapping? Realized late mismatched profiles? Unsure about candidate profile? Misunderstanding/lack of clarity of the job profile? Need to recap on Vacancy Intake?

>95%

10

I C E S

If E/C is lower... Too many non-replied/non-engaged candidates

Contacted non-relevant profiles? Using not good enough email/phone content? Lack of call to action? Overdose? Credibility issue? Country specific? Other reasons (e.g. holiday season)?

>66%

11

I C E S

If S/E is lower... Too many non-submitted candidates

Can sell the position? Can close the deal (call)? Overqualify? Too many unknown info for the candidate? Was not precise enough in searching?

>15%

I C E S

standardized sourcing production control time spend and motion/activity made predict cost spend plan and forecast productivity

channels countries clients

bring in continuous delivery improvement

13

97% Pretty significant profile results Easy-to-connect

71% Good reply rate Common communication channel High no interest ratio (62% of all

engaged) 11% Very low submission rate Hard to sell Hard to close

13 1

I C E S

14

96% Pretty significant profile results* * Based on 60+ different sourcing channels

73% Exceptional reply rate

15% Standard submission rate

9 1

I C E S

15

94% Just OK 1st conversion rate Could find better quality

candidates

81% Excellent reply rate because

contact details are added

21% Semi-active candidates

6 1

I C E S

16

I

C

E

S

client 1 client 2 client 3

The same technician job in 4 countries. A lot of talent pool building, strong employee referral channel. Similar, four Nordics countries.

New client, quite attractive brand but a rather special one. Only Luxembourg-based jobs but the sourcing scope is international.

Mature RPO client, serving some 20+ countries in EMEA. Widely diverse jobs (Engineering, R&D, IT, Sales etc.). Almost unknown brand.

70% 99%

46%

35%

98%

82%

23%

72%

56%

17

I

C

E

S

client 1 client 2 client 3 4 7 6

1 submission

70% 99%

46%

35%

98%

82%

23%

72%

56%

L x

T = SP

# of qualified candidate leads

Quality C/I x E/C x S/E

(conversion rate)

Time spend SOURCING PRODUCTIVITY

Q

19

implementation Training, training, training, training, training, traini..... Give ownership to Sourcers on production Steering on output rather than input Bi-weekly sourcing performance reports Piñata Day

20

piñataday Boost the last conversion rate (S/E) No new leads, no new reqs –> calling only! S/E: 9,6% 15,6% over 10 weeks

what is the ultimate contribution

of a sourcer?

22

I

C

E

S

client 1 client 2 client 3

H

4 8 7

1 hire

11 50 41

95%

72%

56%

24% 13% 13%

98%

82%

23%

99%

46%

35%

sourcer productivity calculator 200+ shares | 1.000+ visitors

thebalazs.com here!

key take-aways

1.sourcers are here to make hires together with the recruiters

2.productivity targets must be set realistically and based on math (conversion ratios)

3.sourcing productivity can be built as a „LEAN factory”

Sweet and easy

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