Download - Sourcing productivity final
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title title
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what is the ultimate contribution
of a sourcer?
hire
submission
lead identified
HM interview
recruiter interview
offer
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submission
lead identified
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hire
submission
lead identified
HM interview
recruiter interview
offer
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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
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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
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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
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I C E S
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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%
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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%
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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%
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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
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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
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I C E S
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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
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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
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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%
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I
C
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S
client 1 client 2 client 3 4 7 6
1 submission
70% 99%
46%
35%
98%
82%
23%
72%
56%
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L x
T = SP
# of qualified candidate leads
Quality C/I x E/C x S/E
(conversion rate)
Time spend SOURCING PRODUCTIVITY
Q
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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
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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
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what is the ultimate contribution
of a sourcer?
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I
C
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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%
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sourcer productivity calculator 200+ shares | 1.000+ visitors
thebalazs.com here!
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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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