cost effective recruiting
DESCRIPTION
ERE Webinar from 5/4/11 presented by Linda BrennerTRANSCRIPT
Designs on Talent, LLC Copyright 2011 1
Leading Talent Acquisi1on in 2012 Doing More With Less
May, 2011
Linda Brenner • Managing Director, Designs on Talent • [email protected]
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Talent Acquisi1on isn’t rocket science . . .
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But it IS a lot of moving pieces:
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Why Running a TA Func1on is One of the Toughest Jobs Around:
1. Lots of moving parts
2. Lots of stakeholders
3. O9en unpredictable volume, type of work
4. Constantly changing ways of finding talent
5. PercepEon that metrics are easy to get
6. PercepEon that filling jobs is easy
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2012 is right around the corner.
And you’ll need to do even more with, possibly, even less resources.
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Three Keys to Doing More With Less:
1. Assess your current recruiEng pracEces
2. Leverage best pracEces for efficiency
3. Build a business plan for more resources
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Three Keys to Doing More With Less:
1. Assess your current recruiEng pracEces
2. Leverage best pracEces for efficiency
3. Build a business plan for more resources
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Assess Your Current Recrui1ng Prac1ces You know what’s supposed to be happening, but is it really happening the way you think? Assess your own prac:ces – or ask someone on the team to assess them for you:
EXAMPLES OF WHAT TO ASSESS:
New Searches Are there too many req
approvals required?
Is there a common Intake MeeEng Guide for recruiters to use with hiring managers?
Are they using it?
Are they gePng the informaEon they need up front?
Are jobs posted with the right informaEon to get the best candidates?
Recrui1ng Are acEve candidates asked
to complete a job‐specific quesEonnaire when applying to jobs that aRract many applicants?
Are candidates accurately ranked in the ATS from most‐qualified to least‐qualified to simplify the work for recruiters?
Are recruiters screening effecEvely? Are they storing their notes in the ATS?
How are recruiters using the ATS? What are they doing outside of the system?
Selec1on How quickly do in‐person
interviews take place?
How hard are they to schedule?
How many people do candidates have to interview with?
How many Emes do they have to return for interviews?
How prepared are hiring managers/interviewers?
How are interviews debriefed? How construcEve is the feedback from interviewers?
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Summarize the results of your assessment:
• What’s working well?
• What could be improved?
• What’s broken/inefficient/not working?
Priori1ze the fixes:
1. Within our control, costs no money, can fix with the current resources on our team
2. Within our control, costs no money, but can’t fix with current resources on team
3. Outside our control, may cost money, may need outside resources to fix
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Three Keys to Doing More With Less:
1. Assess your current recruiEng pracEces
2. Leverage best pracEces for efficiency
3. Build a business plan for more resources
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Leverage best prac1ces for efficiency:
1. Role clarificaEon
2. Job‐specific automated assessments
3. Cold‐calling
4. Scheduling
5. ReporEng
6. Hiring manager networks
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Role ClarificaEon
Common Problems
• Outdated job descripEons
• Using only a job descripEon to source/fill a role
• Failing to turn a formal job descripEon into a compelling job posEng
• Allowing a hiring manager to skip an upfront spec meeEng
Best Prac1ces
• StarEng a spec meeEng with a job descripEon – but asking the hiring manager pointed, structured quesEons to build on it
• Using a structured guide for each spec meeEng to ensure consistency and thoroughness
• Asking other stakeholders about the job, challenges, benefits, etc.
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Job‐Specific Automated Assessments
Common Problems
• Not having a consistent process to screen candidates for the same job in the same way
• Not leveraging the assessment engine already built into many ATSs
• Not updaEng old job‐specific assessments
Best Prac1ces
• Building a set of solid quesEonnaires linked to the most o9en‐hired, or most mission criEcal, jobs
• Involving hiring managers in the building of job‐specific assessments
• Ranking candidates from most to least qualified based on job requirements
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Cold‐Calling Common Problems
• Recruiters who say:
– I don’t need to cold‐call
– I’ve never had to cold‐call
– I don’t know how to cold‐call
– I might be asked quesEons I can’t answer
– I don’t want to cold‐call
• TA leaders who don’t cold‐call themselves or require their team to cold‐call
Best Prac1ces
• A staffing process that makes cold‐calling a necessity and everyday responsibility
• A TA leader who demonstrates what a good cold‐call looks like
• CreaEng an elevator speech that can be shared by everyone
• Recruiters having the opportunity to pracEce cold calling in a safe environment
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Scheduling Common Problems
• Not looking ahead with a hiring manager to plan for interviews
• Allowing a mulEtude of “required” interviewers
• Not leveraging technology for interview scheduling
Best Prac1ces
• Using past experience to predict when hiring managers should be prepared for interviews
• LimiEng interviews to a small, core group
• Using technology‐enabled scheduling soluEons
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ReporEng Common Problems
• Not being clear on which metrics/results are the most important to track
• ReporEng any result that anyone asks for
• Not understanding what standard reports are available in the ATS
• Manual tracking and reporEng taking place outside the ATS
Best Prac1ces
• Tracking the results that are most closely linked to the essenEal talent goals of the company
• Explaining to senior leaders why we need to track these metrics
• Refusing to allow recruiters to use manual spreadsheets
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Leveraging Hiring Manager Networks Common Problems
• Not asking hiring managers about their own networks
• Not linking to hiring managers in Linkedin
• Thinking that using a hiring manager’s network makes the recruiter obsolete
Best Prac1ces
• Teaching hiring managers the importance of building their own Linkedin profile and network
• Explaining the value of the hiring manager’s network and how a recruiter can leverage it
• Using cold‐calling, influencing and candidate management skills to maximize the value of these networks
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Three Keys to Doing More With Less:
1. Assess your current recruiEng pracEces
2. Leverage best pracEces for efficiency
3. Build a business plan for more resources
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Summarize the Business Case for Addi1onal Resources Examples of possible data points:
The Link to the Business What is the business
strategy over the next 2‐4 years?
What is the supporEng talent strategy?
What are the mission‐criEcal jobs that will bring ongoing revenue into the company?
What is the strategy for finding and recruiEng those candidates
Current State Overview How many reqs filled by
current team?
How long does it take to fill easy jobs? Medium‐difficulty jobs? Hard‐to‐fill jobs?
What efficiency tools exist and how are you using them?
What could your team, in all fairness, do to drive speed, cost and quality?
What else would help drive speed and quality of hire?
Future State Commitments How will the speed of filling
jobs change?
How will the quality of new hires improve?
How will costs be managed?
What will your team need to start doing differently – and how will you lead and measure this effort?
How will other stakeholders in the process be managed? How will their feedback and results be captured and evaluated?
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Summarize your posi1ons and the relevant facts:
• Key points
• Good flow
• Clear “ask”
Review your pitch with trusted advisors:
• E.g., your boss, HR or OD peer, key business leader
• Ask for feedback, suggesEons, push‐back
• Be prepared for quesEons and disagreement
Get in front of the right decision makers:
• E.g., HR, OD or Business Leaders
• Ask for feedback, suggesEons, push‐back
Presen1ng a Business Case for Addi1onal Resources
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Whatever you decide to do, do something!
• Acknowledge that it can always be done beRer.
• Let others know what you’re doing to improve.
• Clearly idenEfy what you own – and what’s outside your circle of influence.
• Don’t be complacent; don’t simply complain. Take acEon!
• Don’t be afraid to ask: you’ll never get it if you don’t ask for it.
Driving Improvement in Talent Acquisi1on
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Designs on Talent, LLC
• We help organizaEons improve processes for aRracEng, selecEng and developing talent
• Our team is made up of former TA or TM leaders from Fortune 500 companies
• We are known for gePng high quality work done quickly and cost‐effecEvely
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Our clients have included:
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Thank you for the opportunity to provide you with this informa1on!
Linda Brenner,
Managing Director
404.313.3590
Designs on Talent, LLC
www.designsontalent.com
Atlanta, GA