strategic and tactical sourcing
DESCRIPTION
The sourcing function in any company is an important one. I like to call it the engine that drives your hiring. From an RPO perspective (or sourcing team for that matter), you can’t afford to be building your car while you are driving it down the road. In this webinar, I will discuss some strategies around the sourcing function to give you ideas on how to build or enhance your sourcing team, roadblocks to be aware of and lessons learned from my experience. We will look at scenarios on what works and what doesn’t. From a tactical standpoint, I will discuss some tools/resources that are instrumental in a sourcing department as well as some insight into what job boards, databases, and data mining tools work best. Every company is not the same and will need to evaluate what works best to attract the right type of candidates. Recruiters can be more efficient and productive when they have a strong sourcing team aligned correctly to the business. It allows them to focus more on ensuring the right candidates are being put in front of your hiring teams and less time is spent on interviewing.TRANSCRIPT
Strategic & Tactical Sourcing April 11, 2012
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My Bio
Ms. Becky Franzen has been in the Talent Acquisition field for the past 16 years, with the past 7 of those being in the RPO industry. Becky offers a unique combination of successful leadership experience with a particular focus on building sourcing teams, the design, implementation and management of best-practice sustainable recruitment solutions. Ms. Franzen is currently the Managed Recruitment Solutions Director for Employer Flexible, a HR Outsourcing company based in Houston, TX. Prior to joining Employer Flexible, she worked for a large RPO Provider managing sourcing & project teams. Becky has also worked with clients nationally in managing the deployment of customized solutions, utilizing best practices and the latest recruitment process efficiencies in each project she manages. She has orchestrated and led multiple high volume initiatives for major Fortune 500 clients. Ms. Franzen holds a Bachelor of Science degree in Political Science from Texas A&M University, is a member of PMI, holds a Six Sigma Green Belt Certification and recently received her certification for Human Capital Strategist designation.
Becky Franzen Client Services Director
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Agenda
Strategy
Define Needs/Goals
Team Structure
Technology
Social Media
Methodology
Tactical
Structure
Talent Networks
Candidate Care
Team Structure
Sourcing Strategies
Tools
Misc
Metrics
Lessons Learned
Questions
The take away for this session is to give you some insight into the strategic and tactical way to structure a sourcing team either to support your own corporate initiatives or to support a client.
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Strategy- What is your need?
Output
Goal
Goal Goal
The 1st step in building out your internal or client’s sourcing function is to determine what the need(s) is. Focus on the goal and what the desired result should be. • Pipeline development?
• Building a robust talent network?
• ATS Management?
• Candidate Care?
• Social Media Outreach?
• Drive traffic to the recruitment team?
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Strategy- Structuring Team
The Sourcing team structure will look different to every company. Building the team ties back to your initial goal. • Level of difficulty?
• Locations
• Supply/Demand of talent
• Level of interaction from team (screening)
• Volume
• Time Frame
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Strategy- ATS Management & Candidate Care
Technology will drive your sourcing and candidate care.. More on that in the tactical.. But here are some essentials to ask yourself and take into consideration on technology:
• Does your current ATS allow for Push/Pull methodology? • Will your current ATS integrate with a new CRM? • Can your ATS and CRM be one in the same? • Can you automate processes such as Candidate Care reach out? • Is it scaleable? (Location and size) • Does the technology allow for landing pages/sites or building talent
communities? • Is the application process cumbersome? • Is it easy to implement internally or to new/existing clients? • How do you offer to legacy clients without increasing costs but adding
value?
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Strategy- Social Media Outreach
??
• Branding • Press Releases • White Papers • Job openings • Company News • Events • Blogs
• Who is Managing? • Consistent Messaging? • Is it Engaging? • Measuring ROI? • Integrated? • Automated? • Creative/Innovative? • Technology to drive?
What you want
What you need to ask
Define your goals
• Short term & long term • What will you track?
“It’s a Marathon, not a sprint”
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Strategy- Recruiting Support
Database (General
Population) Active
Candidate Pool
Passive Candidate
Pool
Qualified
Recruiters pull from qualified
1:4
Sourcing done per req.
Pipeline Development
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Structure
Executive, Critical Hires
Mid-Management, Decision Makers
Worker Bees, Degreed, Professional
Low Level, Repetitive Skillset, High School/GED
Level of Sourcing
Talent
Entry Level
Experienced
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Strategy Talent “Net”works
All about the net - A different net for different result
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Talent Networks
Attract Engage Comply
ATS CRM Talent Network
Engage
Interact
Share
Manage
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Tactical 3 Dimensions of Candidate Care
Futu
re Generated a
Response to an application Give opportunity to connect on Social networks Keep them updated on company information Invite to an open house/job event
Cur
rent
Make a connection Allow Social Media to be an integral part of communication Keep Informed about job opportunities, pay referral bonus, and have a solid ERP After hours work functions are not obsolete
Form
er Treat like gold
Get good contact information prior to leaving Connect with them socially Keep them informed of company news Go to lunch or have open house happy hours, get creative
1) Connect 2) Link Socially 3) Keep Informed 4) Get Personal
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Tactical- Sourcing Team
Now that you have an understanding of what your Goals/Needs are, you can decide how you want to structure that team. Every situation requires thoughtful consideration and should be aligned specifically to your goals.
Client Specific
Integrated team 1:3/4
In-depth knowledge of client SLA’s/metrics easier to track
Consistent process
Sourcing done more per requisition
Shared Services
SME for job functions
SME for industry functions
SLA’s hard to track/measure Scaleable for business needs Better for pipeline development
Utility
Scale up/down as needed
Contractors or Outsourced
Generalists
SLA’s hard to track
JIT
More Sr. Level talent
Other
Special Needs (social media)
Administrative
Non billable functions
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Tactical -Building a sourcing strategy
Organizations/Associations
Internal Resources (ATS, CRM, ERP)
Niche Sites (specific to function/industry/diversity)
Paid Sites (LinkedIn, Monster, CBDR, Ladders)
Lists (name generation)
Creative
Social Media
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You can really strengthen your net with a well thought out sourcing strategy. They do not have to be complicated and can often be duplicated with a basic framework.
Job Function
College
Industry? Diversity
1) 1) What do you have NOW (Search existing
ATS/CRM/TN/Files) 2) What can you get QUICKLY (ERP/Internal/External
Posting) 3) Niche Sites, Associations, Organizations (mostly
posting) 4) Networking/Referrals 5) Lists, Research, Name Generation 6) Creative
Sourcing Strategies
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Tactical
So now you have your team planned out, what tools will they need to be successful?
*This list is a very small portion of tools that are available
Database
Job Posting
Associations/ Organizations
Social Media
Misc. Tools
Lists/Research
Internal ATS Data frenzy Weddles Hootsuite mailtester.com Hoovers
CRM Broadbean Wikipedia Tweetdeck bit.ly Zoominfo
Paid sites Bullhorn Reach manageflitter.com Data.com
Non Paid sites Jobvite zoho.com Spokeo
booleanbar.com Pipl
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Metrics
Can you measure the sourcing function? Yes and No Metrics must be predictive and actionable based on the end result/goal. For example, if your business goal is to build a pipeline of potential candidates based on a repetitive skill set, measuring your sourcing team on time to fill is not going to work (today). What it will give you (if you have trend information on how long it took previously) is how much time was saved by having a ready to go pipeline rather than JIT. • Your data needs to provide information that can be acted upon by indicating trends. • Metrics must be tracked over time in order to generate internal benchmarks and analyze internal performance. • Time and ROI will affect the quantitative aspects of recruitment metrics, while productivity, retention rate, efficiency, and candidate performance include the qualitative aspects. You can measure anything*, however you need to define what it is you are measuring and ensure you have some benchmark to compare it to. Most importantly, it needs to be tied back to the original goal. * Technology is key, it has to be capable of producing analytics or reports
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Benefits/ROI
• Recruiters more effective supporting Hiring Managers b/c they
are spending less time sourcing
• Branding/Candidate Care improves
• Hiring Manager satisfaction
• Time to fill decreases as pipeline is built
• Arms you with trend/data analytics
• More qualified/volume increase with larger outreach
• Candidate experience is positive
• Sustainable versus “just in time”
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Lessons Learned
1) One size does not fit all 2) Before you do anything, determine what metrics you want
to track and make sure you have the technology that can report on it.
3) Hire the right people 4) Change Management- Ensure you have key stakeholders
to back you up 5) Training- Ensure on-going training for all levels 6) Recruiters do not necessarily make good sourcers 7) Awareness- Keep a pulse on team members that are
struggling with sourcing concept and address it immediately.
8) If it doesn’t work immediately, don’t give up 9) Don’t be afraid to try something different. 10)Patience is everything 11)Have fun!
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Becky Franzen |Client Services Director Employer Flexible | 7850 N. Sam Houston Pkwy. W. | Houston, TX 77064 | Mobile 214.995.4057 | Office 713.395.2123 | www.employerflexible.com Connect with me on LinkedIn http://www.linkedin.com/in/beckyfranzen