1. Talent Acquisition Systems 2009: Update on Trends/Best Practices

2. Agenda

• Recent Market Trends

• Where can we go from here?

3. 4 Key Trends in Talent Market

• Aging workforce

• • What percent of your workforce is retirement eligible?

• Shifting demographics

• • Are you prepared for the multi-generational needs?

• Globalization

• • How will you innovate and change the way work is done to leverage talent from around the world

• Technology

• • Text/instant messaging, Social networking is connecting people with no boundaries. Do you Twit?

4. Recent Technology Market Trends

• Consolidation

• Talent Management Suites

• New niche products

5. Integrated Talent Management Suite Vision

6. Doesnt the integrated suite already exist?

• Major ERP systems have modules that address all or most of these functional areas

• Specialty vendors have gained market share by developing deeper functionality with more flexibility

• For any given module of our ERP, there will always be a specialty product that will be better

• Battles are raging between the functional groups and IT

• Niche vendors are scrambling to build the suite

• Who will win the race?

7. Who will win the race?

• I dont know.

• But there are some key dynamics that will shape the race:

• • Depth of functionality

• • Breadth of the platform

• • Integration of process

• • Buyer decision-making process

• It will be difficult to be deep enough in each area

• As vendors broaden the footprint, we may see further proliferation

8. Market Evolution

• Build

• • Organic development

• • Tight integration

• • Look & Feel

• • Drain on resources

• • Slower to market

• • Not as deep

• Buy

• • Quicker to market

• • Deeper in functionality

• • Customer base

• • Integration challenges

• • Potential re-write

• • Support challenges

9. The Evolving Market Landscape

• Applicant Tracking Focus

• • ADP/Virtual Edge

• • Kenexa/Brassring

• • Taleo/Vurv

• • Peopleclick

• Talent Management Focus

• • Cornerstone

• • Halogen

• • Plateau

• • SuccessFactors

• • SumTotal

• Talent Management Suite

• • Authoria

• • HRSmart

• • Kenexa

• • SuccessFactors

• • Taleo

• CRM

• • AIRS Sourcepoint

• • Salesforce.com

• Workforce Planning/Analytics

• • Aruspex

• • Doublestar

• • InfoHRM

• • Vemo

• Reference Checking

• • Checkster

• • SkillSurvey

• Search Engine Optimization

• • Jobs2Web

• • SEO4Jobs

• Talent Exchanges

• • Bounty Jobs

• • Talent Maze

• Hybrid Niche

• • Climber.com

• • Recruit2Mobile

10. Where do we go from here?

• Our industry has been working very hard at becoming more and more efficient

• at being reactive

11. The Fish Net Method

12. Whale Watching

• More aggressive recruiting tactics are being used in the corporate environment

• Sometimes referred to as predatory recruiting

• Poaching

• There is no value exchange, only taking

• This is not a sustainable form of networking

13. Manager Involvement in the Process

• Movement toward manager self service

• Goal is to establish accountability for hiring

• In what part of the hiring process do we really want the manager to be engaged?

Once you finish entering those requisitions, HR said we should have at least five top quality candidates to talk to in just 4 weeks!

14. Stepping up to the challenge

• Rather than attempting to improve the filtering process to increase the quality of the output

• We should focus on putting higher quality candidates into the funnel

• How?

15. Building a Managers Network

• Managers should be engaged in maintaining a network of talent

• True networking is not aggressive

• It is about establishing and leveraging relationships

• There is value exchange in a relationship

• A value based network becomes a sustainable source

16. New Role for Talent Acquisition

• Become a Talent Coach

• Assist the Hiring Manager in developing and maintaining a network of enough people to hire from (20 35).

• • Identify prospects to be introduced to the Managers network (avoid the old boy network)

• • Provide the tools for managing the Network (e.g. LinkedIn, Salesforce.com, etc.)

• • Attend industry events with the Manager and organize social events

• • Assist the manager maintain periodic, systematic communication with network members

• Create a Talent minded culture

17. Establishing New Role for Talent Acquisition

• Step I

• • Identify Managers who will be hiring critical talent

• • Determine the number of networks to be established and relative size requirements based on hiring goals, and demographics

• • Establish criteria for inviting participants to the network

• • Educate managers on networking basics and protocol

• Step II

• • Interview leaders who already operate as talent scouts

• • Determine the tools to be used for managing the information

• • Identify opportunities to provide relevant and meaningful content to participants (news letters, press release, CE opportunities)

• • Develop a calendar of events (trade shows, ball games, association meetings, etc.)

• Step III

• • Establish goals for network production, number of hires and number of referrals

• • Identify method for data to be captured different than source of hire

• • Monitor results and make adjustments

18. Taking it to the next level

• It is widely accepted that the stronger the network the better results

• How do we measure the strength of a persons network today?

• What if we apply Network Theory?

19. Network Analysis Closed Network Open Network Group 1 Group 2 Group 3 Group 4

20. Filling structural holes Group 1 Group 2 Group 3 Group 4

21. Position in Network The McKinsey Quarterly: Harnessing the power of informal employee networks, 2007

22. A Possibility

• By applying the measures of network analysis to the social networks of our recruiting staff and hiring managers, we can:

• • Identify gaps, structural holes

• • Establish specific targets for hiring to fill structural holes

• • Identify internal resources in key positions in the network to develop retention and succession strategies

• • Assess the value of the overall network and create a new metric for the dashboard Recruiting Capital

• • Assign goals and objectives to the team to increase the Recruiting Capital of the network

23. Visualizing The Network

24. Visualizing The Network

25. Some Other Tools to Consider

• There is niche market evolving for functionality that sits on top of, or outside of your traditional Career Site that can provide more interactive functionality for your candidate contacts.

• Micro-sites; Talent Communities

• Here are just a few examples:

• • Jobs2Web

• • Climber.com

• • Ning

• • Recruit2Mobile

26. Jobs2Web

27. Jobs2Web

28. Jobs2Web

29. Jobs2Web

30. Climber

31. Climber

32. Climber

33. Climber

34. Ning

35. Ning

36. Ning

37. Ning

38. Recruit2Mobile

• SMS Text Advertising

• Mobile Website

• Applicability:

• • Hourly/Retail

• • Campus

• • GenY/Millennials

39. Private Talent Community Portal CRM ATS

40. TNG Technology Optimization Model

• Critical Success Factors

• • Technical Infrastructure

• • Process Alignment

• • Information Management

• • Change Management

• • Operational Support

• Operational support is core

• Continuous cycle

41. Thank you!

• [email_address]