future of recruiting and sourcing 2009

Knowledge Infusion & ERE The Future of Recruiting & Sourcing Survey

June 2009

Elaine Orler, Vice President Talent Acquisition Kim Heger, Principal Consultant

2 Knowledge Infusion Proprietary and Confidential, Copyright 2009

Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216 Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216, 2008 N= 678

About Knowledge Infusion

•  Leader in human capital management, talent management & social collaboration consulting, advisory and intelligence services

•  Ranked #3 fastest growing private companies in region

•  Headquartered in Minneapolis, Minnesota with offices throughout US

•  Over 200 global customers including MetLife, Turner Broadcasting (CNN), Luxottica Group (Sunglass Hut), Intuit, Fairmont Raffles Hotels, Clorox, Target

•  Largest online human capital management community…with over 2,500 members

Partnership

Passion

Celebration

Talent

Knowledge

Trust


Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216

Strategic Advisors Throughout Your Journey



Agenda

• Understand the Recruiting Survey results related to:

•  Current Recruiting Models and

Resource Alignment

•  Recruiting and Source Effectiveness

•  Recruiting Concerns and Challenges

•  Technology Current and Future

Trends

Survey Overview



Many Industries Represented in Study

Wholesale Trade Utilities

Transportation and Warehousing Telecommunications

Retail Trade Real Estate

Public Administration/Government Profesional, Scientific, and Technical Services

Other Non-Profit/ Religious

Media and Entertainment Manufacturing

Life Sciences and Pharmaceutical Health Care and Social Assistance

Finance and Insurance Educational Services

Construction Accomodations and Food Services

0 50 100 150

2009 2008



Respondent Titles/Roles

HR Generalist

Recruiter

Sr. Recruiter

Recruiter (Contractor/Third Party)

Sr. Recruiter (Contractor/Third Party)

Sourcing Specialist

Sourcing Specialist (Contractor/Third Party)

Recruiting Assistant

Recruiting/Talent Acquisition Manager

Recruiting/Talent Acquisition Director

Recruiting/Talent Acquisition Executive

SVP/VP of HR

Other

2009 2008



Most Recruiters Have Over 5 Years Experience

< 1 year 4%

1-3 years 11%

3-5 years 11%

>5 years 75%

< 1 year 5%

1-3 years 10%

3-5 years 9%

>5 years 76%

2008 2009



Polling Question:

How long have you been in the recruiting profession?

A.  Less than 1 year

B.  1 - 3 years

C.  3 - 5 years

D.  More than 5 years



Recruiter time in position consistently under 3 years

< 1 year 20%

1-3 years 44%

3-5 years 13%

>5 years 23% < 1 year

31%

1-3 years 35%

3-5 years 15%

>5 years 19%

2008 2009



Recruiter Role Consistently Changing

•  General area of discipline

•  Consistent process for identifying talent

•  Harvest candidates from broad categories of qualified resumes/ profiles

•  Strong relationship with line mgmt for continuous recruiting

•  Specialized, targeted

•  Variable processes based on type of talent

•  Few qualified active candidates – stronger sourcing efforts

•  Strong social networking, relationship building with external talent

Farmer Hunter •  Aligns the efforts within the

overall business

•  Understands broad resource objectives, needs and gaps

•  Expert in pinpointing the need and the sourcing plan

•  Strategic alignment of talent across the business

Sous Chef



Roles in Recruiting are Changing

0

5

10

15

20

25

30

More focus on ext., prospective candidates

on managing candidate

relationships

More focus on internal Talent

Mgmt. and Succession

In do not anticipate my role changing in

2009

I don't know Other

How do you anticipate your role changing in 2009?



Generalist •  Multiple job responsibilities

•  Employee Relations critical

•  Limited recruiting experience

•  Individualistic recruitment

•  Varied reports/metrics

•  Position volume varied

Outsourced •  Multiple companies supported

•  Recruiter team work

•  Process ownership and accountability

•  Standard reporting/ metrics

Centralized •  Dedicated staff

•  Recruiter team work

•  Standard processes

•  Standard reports/metrics

•  Position volume shared across the team

•  Direct line reporting structure

Decentralized •  Various roles participating in recruiting

•  Individualistic recruitment

•  Localized processes

•  Varied reports/metrics

•  Position volume varied

•  Consensus voting with participation optional

Today’s Enterprise Recruiting Models



Centralized Recruiting Model still strong

0 10 20 30 40 50 60 70

Centralized

Decentralized

Generalist

Outsourced

Other

2008 2009



Recruiting & Sourcing Priority Ranking Shifted

57%

27%

10% 6%

Top - In the top 1/3rd of business priorities

Middle - In the middle 1/3rd of business priorities

Bottom - In the bottom 1/3rd of business priorities

Don't know

34%

31%

25%

10%

2008 2009



Market Landscape



Polling Question 2:

In 2009, I anticipate my company’s budget on recruiting and sourcing to:

A.  Increase

B.  Decrease

C.  Stay the same

D.  I don't know



A Drastic Shift in the Reality of Budgets…

Increase 12%

Decrease 57%

Stay the same 25%

Don't know 6%

Increase 34%

Decrease 20%

Stay the same 36%

I don't know 10%

2008 2009



Quality Candidate Flow Identified as Greatest Individual Recruiting Challenge

Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2008 N = 678 2009 N = 200

6%

14%

16%

25%

39%

14%

10%

18%

25%

33%

Other

Managing the system tasks….

Effective technology to streamline ...

Getting hiring manager to respond…

Identifying enough quality candidates…

2009 2008



Retention Mobility

Performance Succession

Recruiting

Sourcing

Acquisition + Retention = Talent Management S

peed

of t

he M

arke

t S

peed of the Business



Technology Landscape



Companies Prefer One Portal For All Candidate Traffic

Don't know

Portals based on country or language

None of the above

University/college recruiting portal

Employee career portal

One portal for all candidate traffic

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

2009 2008



ATS Still Remains a Standalone Application in the Talent Management Suite

0% 10% 20% 30% 40% 50% 60%

Succession management application

Performance management system

Home-grown/paper-based system

Onboarding

HRMS

Employee portal and self-service

None of the above



Development

Compensation

Career Management

Performance

Talent Acquisition

Succession Management

Development

Compensation Career Management

Performance

Talent DNA

Talent Acquisition

Succession Management

  Disparate processes   Silo’d work effort based on HR

discipline vs. Business need   Redundant work, administrative

and strategic

  Connected processes   Mutually supportive efforts based

on business need   Alignment of philosophies,

strategies, and tools focused on desired business outcomes

Disconnected Talent Model Holistic Talent Management

Holistic Approach to Meet Business Needs



Polling Question 3:

What tools or technology are most effective for your company’s recruiting efforts?

A.  National job boards (Monster, CareerBuilder, HotJobs, Craigslist, etc…)

B.  Niche job boards (CallCenterJobs.com, AllRetailJobs.com, etc.)

C.  Social networks (LinkedIn, Facebook, Twitter, etc…)

D.  Sourcing tools (AIRS SourcePoint, ZoomInfo, Jobster, etc...)

E.  Assessment (Previsor, Kenexa, etc...) Internet search (Google, Yahoo, Ask, etc…)

F.  Other, please specify (if no Other please choose N/A)



Technology Leveraged in Recruiting Remains the Consistent

0% 100%

National job boards

Niche job boards

Social networks

Sourcing tools

Assessments

Internet search

Other

Recruiting Landscape Social Networking has become

mainstream



What is Social Collaboration?

Portals/Self- Service

Social Networking

Profiles & Expertise

Knowledge Sharing

Collaboration Conversations

Intellectual Capital

Communication



National Job Boards Rank the Highest In Terms of Effectiveness for Recruiting Efforts

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Assessments

Assessments 2008

Internet search

Internet search 2008

National job boards

National job boards 2008

Niche job boards

Niche job boards 2008

Social networks

Social networks 2008

Sourcing tools

Sourcing tools 2008

Very effective Effective Somewhat effective



LinkedIn is the Most Popular Social Network for Recruiters

Classmates.com

Other

MySpace

I do not use social networks for recruiting

Twitter

Facebook

LinkedIn

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

2009 2008



Social Networks Important for Sourcing Prospective Candidates

0% 20% 40% 60% 80%

Not currently using social networks in our sourcing and recruiting efforts

Research candidates during the interview process

Creating a discussion with prospective employees

Posting job requisitions

Sourcing prospective candidates

2008 2009



Continue the Conversation

Elaine Orler [email protected]

D: 858-748-3136

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