optimizing the recruitment function in an uncertain economy
Post on 18-Oct-2014
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David York's presentation from the ERE Expo 2009 Spring.TRANSCRIPT
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Optimizing Recruiting in an Uncertain Economy
David York Area Manager Recruiting
KPMG LLP April 1, 2009
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Agenda
Introduction Trends & Predictions Making a Case to Leadership Workforce Planning Leveraging Recruiting in other Areas
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Vision
Proactively target industry to source qualified
candidates who embody the core values of the
company.
Recruit to improve the talent base of the
company.
Collaborate to provide strategic and holistic
recruiting/staffing strategy that will fill positions faster, improve utilization, reduce costs and drive revenue.
Provide the highest level of customer service and be
viewed as a strategic advisor and recruiting expert by our clients.
Meet the hiring targets by partnering with our clients and helping them manage
candidates through the recruiting lifecycle.
To build a recruiting organization that delivers value to the clients, serves as a strategic capability for the company and is recognized as world-class within our industry.
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Trends/Predictions
Hiring will continue to be slow until the end of 2009. Layoffs will continue. Some recruiters will leave recruiting for alternative careers (much the same way they did in 2001).
More active candidates will increase workload of in -house resources due to increased volume.
With fewer recruiters, more recruiting will fall on hiring managers and HR generalists causing recruiters to be more involved in managing the process with them.
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Trends/Predictions (continued)
Reduction in use of search firms (both retained and contingency) causing such firms to offer unbundled services and/or reduced fees.
In-house resources will be stretched necessitating the need to strategically outsource. RPO firms will expand, but will need to be flexible in offering unbundled and partial RPO services.
Companies more likely to wait for (and find) the “perfect” candidate due to increased supply of candidates.
Managing of contingent workforce to increase
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Trends/Predictions (continued)
Salaries will remain steady, but signing bonuses will decrease
Cost per hire will re-emerge as a focus of leadership, much as it did in 2001
Candidates much less likely to relocate for positions
Employer brands will suffer due to “bad press” around lay offs and poor candidate management.
Turnover and retirement rates will decrease
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Now that we understand where we are and where we are headed…what do we do about it?
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Making a Case to Leadership
Create solid business case to keep recruiting budget (or mitigate cuts)
Position recruiting as strategic and not just transactional (i.e. workforce planning)
Utilize recruiting metrics to make your case (Cost Per Hire, Recruiting Efficiency Ratio, Time To Fill)
Present idea of “top grading” the organization’s talent
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Workforce Planning
Workforce Planning Definition: analysis of the supply and demand of talent,
ensuring the organization has the right people in the right places at the right times allowing it to execute its business strategy.
Why do a WFP? Provides a strategic basis for human resource decisions Links expenditures to long term goals and objectives of the
organization Links recruitment, training and development decisions to
organizational goals Addresses changes in program direction
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Workforce Planning (continued)
Essential items involved in creating a WFP Top management support Accountability of all levels/functions A well documented, simple, and systematic approach
Components of a WFP Integration of other planning process Workforce supply analysis Forecasted workforce needed to achieve plans noted
above Gap analysis Strategies to address workforce supply and gap issues Evaluation
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Recruiting with a reduced budget and reduced resources
Review your ROI on sourcing channels Identify top sourcing channels and associated costs
and focus on the most cost effective Employee referrals Alumni/boomerangs Social networks (LinkedIn, Facebook, MySpace, Twitter) Recruiting at professional events Google Blogs Open Houses (include candidates and clients) Review offer turn downs and strong finalists
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Recruiting with a reduced budget and reduced resources (continued)
Review contracts with agencies and attempt to get fee reductions and/or look at unbundled services
Review contracts with internet sites and attempt to renegotiate fees and/or scale back on those that do not provide adequate results.
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Leveraging Recruiting in Other Areas
Utilize recruiters to help redeploy talent from low return areas to high return areas.
Have recruiters provide transition assistance to employees involved in a reduction in force
Identify skills gaps with the recruiters and recruiting organization and provide training
Utilize recruiters to train inexperienced managers in interviewing and hiring
Involve recruiting in the workforce planning process
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What Questions Do You Have?