web 2.0 strategic staffing

1

.Web 2.0 & Strategic StaffingWeb 2.0 & Strategic Staffing

By Frank By Frank [email protected]@americajoblink.comink.com

2

.Web 2.0 Strategic Staffing

Vision Vision Building Strategic

Staffing’s Back-end

Planning

• Build or Buy p.32

• Recruitment Strategy p.37

• Resources p.45

Developing

1. Attraction Strategies p.49

2. Talent Communities p.54

Execution Execution Building Strategic

Staffing’s Front-end

Where to Start? p.66

1. Candidate Relationship Management p.68

2. Social Networks p. 76

3. Search Engine Marketing p. 81

4. Career Site and Video p. 86

• Putting it All Together p.93

• Appendix p.100

ClosingClosing

• Introduction P.3• Does Web 2.0

Work? p.10• (Business Cases)

IntroductionIntroduction

3

.

IntroductionIntroduction

4

. The Right Model

Great at branding by casting a broad net

(adv./marketing), but fishing to catch talent

Corporate StaffingAgencies

Great at finding /building relationships with top

talent, but no insight on client’s long term vision

or candidates’ career path

Strategic Staffing

The best of both worlds

5

.

Vision without execution is day dreaming

Bill Gates

Strategic Staffing’s Day Dream

Some staffing organizations around the U.S. day dream about Proactive / Relationship Recruiting but

lack the capabilities and resources to execute.

6

.From Vision To Execution

Web 2.0 strategies can increase organizational capabilities and efficiencies, while minimizing labor friction and cost to reach your strategic staffing goals.

7

.

"Web 2.0" AKA "Participatory Web“ hints at an improved form of the World Wide Web to better communicate and collaborate, emphasizing tools and platforms that enable users to Modify, Tag, Blog, Comment, Augment, etc.

Benefits for Strategic Staffing:1. Alignment with talent planning &

management2. Increase in quality of hire3. Reduced cost across all functions 4. Increase in recruitment efficiency5. Strengthen brand loyalty 6. Support your Marketing/PR initiatives7. Increase in candidate and client satisfaction

About Web 2.0

8

.Web 2.0 Types

IntranetInternal collaborations within

your company

Internet External collaborations with the

world

Click the blue buttons under “View Show” mode for more information

9

.

Does Does

Web 2.0Web 2.0

Work?Work?

10

.

Built a multimillion dollar war chest via viral Web 2.0 connections

Web 2.0 Business Case: Obama

11

.Web 2.0 Business Case: Merck

12

.

Talent Community build up for R & D software engineers

Internal/exclusive social networking site for videogame R & D engineers

Web 2.0 Business Case: Microsoft

13

.Cost-Per-Hire (CPH) Goal

Industry CPH Average $3,324Recent Client CPH $1,792

CPH Savings $1,532

Jobs 2Web 2008 Survey

14

.

VisionVision

Building Strategic Staffing’sBuilding Strategic Staffing’s Back-endBack-end

15

.Talent Planning + Talent Acquisition + Talent Management (P.A.M.) = Strategic Staffing

Disconnected Talent Model

Holistic Talent Model

FromGood

Strategic Staffing

To Great

16

.Strategic Staffing’s Foundation

Sustainable Strategic Staffing is possible when leaders intentionally align strategic and cultural intent…

Phase 1

Phase 2

Phase 3

17

.

CULTURAL INTENT – Explicitly defines the

culture that is desired and required for web 2.0 strategies to flourish

STRATEGIC INTENT – Embodies the business

goals of the transformation based on a compelling business case for aligning talent planning, acquisition and management via Web 2.0 automation

Phase 1

18

.

PlanPlan

Strategic Staffing

Strategic Staffing’s Vision: Mission

Strategic Staffing’s mission is to solidify the relationship between Talent Planning, Acquisition and Management (PAM) in order to build the most advanced proactive recruiting model by leveraging the right people, process and Web 2.0 Web 2.0 technology. technology. This new approach is proven to optimize talent acquisition and diversity, as well as, produce hires in the top 10% of their field in a timely matter.

19

.Strategic Staffing’s Requirement: People

CompetenciesCompetencies- Work Level- Work Level- Industry / Functional- Industry / Functional- Strategic- Strategic

CompetenciesCompetencies- Work Level- Work Level- Industry / Functional- Industry / Functional- Strategic- Strategic

Potential to

Potential to

Directo

r

Directo

r

Potential to

Potential to

VPVP

Potential to

Potential to

CEOCEO

Managem

en

tM

anagem

en

t

VP

VP

CEOCEO

DirectorDirector

While HR provides leadership to ensure that every new hire should:• Be among the top 10% of your

performance system scale• Have the ability to be promoted 2 to 3

levels above their current one• Demonstrate efficient leadership

behaviorsStaffing requires a……………………..

…….Web 2.0 savvy workforce that can deliver their vision

20

.Strategic Staffing’s Requirement: Processes

The right processes:1. Support Talent Planning2. Drive Talent Acquisition 3. Anticipate Talent Management

21

.Strategic Staffing’s Requirements: Technology

The right technologyconnects it all together

and reduces labor friction

22

.Phase 2

CULTURAL INTENT – Creates the cultural

change that is required in the organization

STRATEGIC INTENT – Builds the organizational

capabilities that must be required to succeed

23

.

Enablers

Ask New Questions

From “Good”Client RelationsCustomer Service Driven

To “Great”Solutions Provider

Expert Consultative

ProcessDriven

PeopleDriven

Past talent initiatives have generally not

aimed at people but at improving

efficiency, managing work flows and

ensuring quality.

Now, service, innovation and

relationships are seen as the enablers of

increased profit as the spotlight moves away from manufacturing

and production.

Culture Change: People Driven

24

.

Enablers

Ask New Questions

From “Good”Client RelationsCustomer Service Driven


Expert Consultative

ProcessDriven

PeopleDriven

Instead of thinking about

your job as filling requisitions or

sourcing candidates or

screening people, you should…….

Align talent PAM initiatives with hiring managers’ needs to

determine what combination of skills and experience will help them achieve

organizational goals.

Culture Change: Consultative

25

.

EnablersFrom “Good”

Client RelationsCustomer Service Driven


Expert Consultative

ProcessDriven

2 good reasons why credentials are second to skills…..become a great scoutPeople

Driven

Become a great talent Scout: While degrees and experience may

add depth to the final decision, skills and abilities ultimately

make the most difference.

Ask New Questions

Instead of blindly following

a job description to determine the

degrees and experience

required for the job, you should…

Culture Change: Talent Scout

26

.

Incorporate all four levers in your

staffing strategies

1. The attraction lever: This has been the sole staffing lever and has been overused. We should consider other levers in order to design more robust staffing strategies.

2. The performance lever: defines success and focuses teams and individuals on accomplishing business results.

EnablersFrom “Good”

Client RelationsCustomer Service Driven


Expert Consultative

3. The competence lever: focuses on the development of people and on increasing the capabilities of the current workforce.

4. The commitment lever: People are motivated by (1) Meaningful work and (2) opportunity for cross-training, internal transfers and development.

Culture Change: Lever Mix

27

.

From Good (Diversity & Inclusion) to Great (Diversinclusion)

From Good (Diversity & Inclusion) to Great (Diversinclusion)

Web 2.0 strategies can work wonders to help you build diverse talent communities, collaborate with its members, nurture relationships and recruit them when needed.

LINK: Diversity Landing Page

Culture Change: Diversinclusion

28

.Phase 3

CULTURAL INTENT – Combines values, beliefs

and behavioral norms shared across an organization that shapes how people deliver Strategic Intent

LEADERSHIP -• Requires deeply shared mindsets and behaviors, a

consistency of purpose and operating discipline to bring the strategic and cultural intent to life

STRATEGIC INTENT –

Creates the right process, structure and technology required to enable and

sustain the right strategic staffing model

29

.The Right Process/Structure/Technology

Web 2.0 Wok Flow: Delivery

Putti

ng it

all t

oget

her

Putti

ng it

all t

oget

her

TMP Pathways

Job Distribution

SEM/SEOPPC

Campaign

Revamp Career Site

Make it more attractiveand optimize the

application process

Employee Referral

Campaign

SmartAgents

ATS / CRMRe-recruiting

Deep WebProfile Search

Job BoardResume Search

External Referral

Campaign

BrassringApplicants

Jobs2web

Landing PageBy requisition

MicropageMarketing by Business Unit

SourcePointTalent Communities(mapped to org. chart)

E-MailRSS

CRM SourcePoint

MajorBoards

Banner Advertise-

-ment

NicheSites

TradeAssociations

EvergreenReqs.

NameGeneration

Alumni

Social NetworkInterface

ManageRelations

Static Distribution

1. Attorneys Patent2. Market Research 3. Associates/ Mgrs4. Brand Managers5. MSL’s PharmD's 6. MSLs RN

1. Biopharm Sales 2. Field Training 3. Field Sales Mgmt/Executive4. Managed Markets sales 5. MD’s Hemo 6. MD’s Endo

1. Diabetes Sales Reps (E/I/DCS)2. Clinical Research Associates3. IT Professionals

1. Clerical 2. Human resources3. production

High

Low

Low HighPredictability

Diffi

culty

Sourcing Prioritization

Dynamic Distribution

Build landing pagesin Linkedin, Facebook, My Space, YouTube, Twitter and others…...

External Social Networks: Linkedin, Facebook, MySpace, and YouTube1. Data-mining landing pages2. Form BU groups3. Invite ATS applicants4. Campaign: Employees drive membership5. Survey campaigns6. Slide-Share contest7. Promotions (partner with marketing)

Internal Social Network: Ning 1. Data-mining landing pages2. Build by business unit3. Invite top prospects / applicants only4. Focus in content – partner with marketing4. Campaign: Employees drive membership5. Survey campaigns6. Referral contest (s)7. Promotions

Sophisticated efforts to supportthe more difficult jobs

Standard efforts to supportthe less difficult jobs

Diversity

Web 2.0 Work Flow:Web 2.0 Wok Flow: Delivery

Putti

ng it

all t

oget

her

Putti

ng it

all t

oget

her

TMP Pathways

Job Distribution

SEM/SEOPPC

Campaign

Revamp Career Site


application process

Employee Referral

Campaign

SmartAgents




External Referral

Campaign

BrassringApplicants

Jobs2web




E-MailRSS

CRM SourcePoint

MajorBoards

Banner Advertise-

-ment

NicheSites

TradeAssociations

EvergreenReqs.

NameGeneration

Alumni


ManageRelations

Static Distribution





High

Low


Diffi

culty








Diversity

Web 2.0 Wok Flow: Delivery

Putti

ng it

all t

oget

her

Putti

ng it

all t

oget

her

TMP Pathways

Job Distribution

SEM/SEOPPC

Campaign

Revamp Career Site


application process

Employee Referral

Campaign

SmartAgents




External Referral

Campaign

BrassringApplicants

Jobs2web




E-MailRSS

CRM SourcePoint

MajorBoards

Banner Advertise-

-ment

NicheSites

TradeAssociations

EvergreenReqs.

NameGeneration

Alumni


ManageRelations

Static Distribution





High

Low


Diffi

culty








Diversity

Web 2.0 Work Flow:

30

.The Right Diversinclusion Structure

Channel Support

Adv. Media Plan

Marketing Media Plan

College Recruiting

Inclusion & Diversity

Employee Referral Program

Market Research

RESEARCH SERVICES

SUPPORT SERVICES

JOB BOARDS

RESUME DATABASE

AIRS Certified Internet Recruiter Assisted Searches

1.Search Capability across 300 Websites

2.Viral Marketing Campaigns

Posting, Marketing and Social Network with 137 Niche sites across the US

1.Associations & Strategic Alliances

2.Event Management Support

31

.

The Strategic Staffing foundation must be built in alignment with your business goals and human

capital vision

Business Goals Corporate Culture Succession Planning Career Mgmt

CompensationPerformance Mgmt

Web 2.0 Strategies

Talent Communities(Human Capital’s main ingredient)

Lean Sigmaapproach to

staffing

BrandingPositioning

Staffing Supply ChainStaffing Supply Chain1. 1. Lower total costs of businessLower total costs of business

2. Improved business controls2. Improved business controls

3. Simplification of processes3. Simplification of processes

4. Improved business/market 4. Improved business/market place knowledgeplace knowledge

The Right Strategic Staffing Model

Business Goals

32

.

Planning:Planning:Build or Buy?Build or Buy?

33

OutsourceMarketing

Build vs. Buy ModelBuild vs. Buy Model

In-house Build vs. Buy Outsource

Multiple PlayersOpen Market

LevelCompetition

Single PlayerCaptive Market

Com

peti

tive S

itu

ati

on

Tale

nt

Acq

uis

itio

n

Gro

up

InternalMarketing

Retained & Contingent

Vendors

Joint Ventures

Example:

Americajoblink

Recruiting Managers

Adv/MarketingAggregator

Selective RPO / SPO

Internal and external resources evaluation model

34

Prioritize:Prioritize: Resource Allocation ModelResource Allocation Model

A model that provides a roadmap on how to best delegate and distribute work among internal and external resources

35

Build vs. Buy Risks

Low High

Business-Value Failure

Speed to Operation

Cost-Effectiveness Risk

Operational Failure

Political Resistance

Future Flexibility

Mgmt. Complexity

Low High

Internal DevelopmentExternal Development

36

Build vs. Buy: Partnership Models

IRPO

Hybrid

External

Internal

Hybrid

External

Internal

Hybrid

External

Internal

Client

Client ClientHybrid

External

Internal

Client

Lead Partner Model Direct-Exclusive Model

Channel Advisor Model Direct-Dependent Model

Participating Partners

Lead Partner

Partners

Participating PartnersAdvisor

Partners

Source: Zinnov Research

37

.

Planning:Planning:Recruitment StrategyRecruitment Strategy

38

ProactiveProactiveRecruitmentRecruitment

Strategize:Strategize: Best Recruiting Practices Best Recruiting Practices

39

Proactive Recruiting: Concept

The Proactive Recruiting approach is based on the premise that if you start recruiting before you have a need, you will have the time to identify the very best individuals by name and then build relationships with them so that, over time, you can better assess their fit and "sell" them on your company and the opportunities you can offer them. This is the approach that has been successfully used for decades by executive search firms and top firms like EA, GE and Microsoft, as well as all sports teams and entertainment firms. .

40

Proactive Recruiting: Charting

QA/QCQA/QC

Pre-clinicalPre-clinical

Pre-clinical Safety

Pre-clinical Safety

DMPKDMPK

Analytical Developmen

t

Analytical Developmen

t

Clinical Development

Clinical Development

Clinical ResearchClinical

Research

Clinical Operations

Clinical Operations

Medical WritingMedical Writing

Statistics and Data

Management

Statistics and Data

Management Regulatory Regulatory

Head of Drug DevelopmentHead of Drug Development

An organizational chart for every group is required to develop pipeline inventory for:

1. Every role that is under performing (Bottom 10%)

2. Individual roles where turn over is anticipated, as soon as HR is advised

3. Evergreen-Stream: Areas where there are always ongoing openings

4. Evergreen-Vital: Areas for critical roles

5. Evergreen-Complex: Areas for difficult to fill positions

41

Career level technical skills and their differences need to be clearly pre-defined by your leaders and then incorporated into your proactive recruiting strategies.

Entry-Level: Mostly

academic and some

practical expertise.

Developing (Individual

Contributor):

Under supervision can

perform basic types of

work related to a

discipline

Career Proficient (Managers): Can individually perform all work related to a discipline

Role Model (Leaders): Subject matter expert capable of performing the most complex and technical demanding work related to a discipline.

Proactive Recruiting: Technical Skills Design

42

Entry-Level: Action Oriented,

Time Management, Peer

Relationships, Customer

Focus, Learning on the fly,

and………

Individual Contributor: Priority

setting, Organizing, Decision

Quality, Negotiating,

Composure, and ………

Proactive Recruiting: Behavioral Skills Design

Behavioral Skills and their differences need to be clearly pre-defined by your leaders and then incorporated into your proactive recruiting strategies.

Management: Planning,

Process Management,

Managerial courage,

Measuring Work, Managing

Diversity, Delegation, and

………

Leaders: Building effective

teams, Presentation skills,

Conflict Management, Decision

Quality, Business Acumen,

Managing Vision & Purpose,

and………

43

.

Talent Mapping

Launch Campaign

Launch Campaign

CompetitorOrg Chart

Current &Future

Openings

IdentifyTalentedProspects

Your Proactive Recruiting Org Chart

Proactive Recruiting: Designing Talent Communities

Pre-clinicalPre-

clinical

Pre-clinical Safety

Pre-clinical Safety

DMPKDMPK

Analytical

Development

Analytical

Development

Clinical Develop

ment

Clinical Develop

ment

Clinical Researc

h

Clinical Researc

h

Clinical Operatio

ns

Clinical Operatio

ns

Medical WritingMedical Writing

Head of Drug DevelopmentHead of Drug Development

1. Open Requisitions2. Underperforming Roles3. Anticipated Turn-over4. Evergreen-Complex5. Evergreen-Viral6. Evergreen-Stream

Proactive RecruitingProactive RecruitingTypesTypes

According to level:1. Entry-Level2. Individual Contributor3. Management4. Leaders

Technical & BehavioralTechnical & BehavioralSkills’ designSkills’ design

44

.

Launch CampaignLaunch Campaign

ATSATS

Targeted Landing

Page

Talent CommunitiesTalent Communities

Capture Passives& Cultivate Contact

Passive

Passive

Capture Active

CRMCRM

Proactive Recruiting: Building Talent Communities

Active

45

.

Planning:Planning:ResourcesResources

46

Web 2.0 Resource LandscapeWeb 2.0 Resource Landscape

47

Delegate:Delegate: Resourcing Best Practices Resourcing Best Practices

48

.

Their

Advertisement

Compartmentalize: Search Delegation Model

49

.

Developing:Developing:Attraction StrategiesAttraction Strategies

50

Understanding The Audience

51

Assessing Workforce Supply

52

Sourcing Channel Value Index ModelSourcing Channel Value Index Model

Connecting With The Audience

53

Most companies are comfortable with this model and continue to direct their budgets here with ever decreasing ROI

Social forces shape technologydevelopment and custom applications.

TalentCommunities

Marketing To The Audience

“I trust:” Key Driver for a more efficient market penetration and greater ROI

Technology

Social Change

“I trust:”

54

.

Developing:Developing: Talent CommunitiesTalent Communities

55

.

Tamagotchi is a tiny pet from cyberspace who needs your love to survive and grow. So does your Talent

Community…..

Talent Communities

56

Talent Community (TaCo) Defined

57

TaCo: Budget Reduction

Referrals

2009 2010 2011

100%

80%

60%

40%

20%

0%

Adv./Marketing

Agencies

Career Site

Talent CommunitiesMinimum

Cost

Expensive

-

Budget ROI

58

TaCo: Hiring Optimization

Source: Becker, Huselid, Ulrich, The HR Scorecard

Bottom 10%Employees Productivity Comparison Top 10%

Employees

13% Percent of Performance Appraisal Based on Objective Measures 63%

1.84 Alignment of HR and Business Strategy 5.06

34.09% Employee Turnover 20.87%

$158,101 Sales per Employee $617,576

3.64 Market Capitalization to Asset Value 11.06

Top Talent Defined

+

59

Timely

TaCo: Timely Impact

During clinical trials, avoiding delays caused by the lack of qualified personnel can save the

company millions of dollars in revenue

Build and “NURTURE” targeted talent communities six months in advance of every clinical stage

60

.

A Talent Community is successful to A Talent Community is successful to

the extent you...the extent you...

. . .connect and engage your talent pool

members in conversation, dialogue and

discovery about each other, your

employees, and your organization. In

essence give them a sense of community.

Creating Talent CommunitiesCreating Talent Communities

61

.

Personal content creation

Responding to blogs Giving opinions (chat)

61

Building Building a sense of a sense of communitycommunity

Influence is expressed by. .Influence is expressed by. .

62

.

Information about open positions

Sharing between recruiters and candidates

Pre-aligning their careers to our strategies

Timing Feedback

62


Needs are fulfilled by. . .Needs are fulfilled by. . .

63

.

There are stories that peek their interest

Automation fully engages them individually

We take the time to build relationships

We make them feel as part of our success

Candidates are drawn into caring about outcomes and results.

63


Emotional Connection happens when. . .Emotional Connection happens when. . .

64

.

They receive exclusive information They get referral income There is Insider knowledge about the

company/jobs

64


Candidates are rewarded when. . .Candidates are rewarded when. . .

65

.

ExecutionExecution

Building Strategic Staffing’sBuilding Strategic Staffing’s Front-endFront-end

66

.

Where to Start?

3

67

.

2008 survey – Fortune 100 CompaniesOur Our

StrategyStrategy

11stst CRM CRM

44thth Sites Sites

22ndnd Social SocialNetworkingNetworking

33rdrd SEM SEM

55thth Videos Videos

Recruiting Roundtable RecommendationsRecruiting Roundtable Recommendations

68

.

CandidateRelationshipManagement

(CRM)

4

69

.

#1 Rated Web 2.0 Tool #1 Rated Web 2.0 Tool : “CRM Systems were the only Web 2.0 Technology featured in this research study that were rated effectively across all three core recruiting activities”.

Recruiting Roundtable Recruiting Roundtable End of year 2008 SurveyEnd of year 2008 Survey

Candidate Relationship Management (CRM)Candidate Relationship Management (CRM)

70

.CRM: Prospect Types

71

.

Position available/ Candidate fit culturally or professional but not

both

Position available/ Candidate fit culturally or professional but not

both

Position available/

Candidate fit culturally

and professionally

Position available/

Candidate fit culturally

and professionally

Position not available/ Candidate fit culturally

and professionally

Position not available/ Candidate fit culturally

and professionally

Position not available or Candidate does not

fit culturally

Position not available or Candidate does not

fit culturally

Candidate Fit

Position Available

Nurture(Social

Collaboration)

Track(CRM)

CRM: Prioritization

72

.CRM: Identifying Community MembersCRM: Identifying Community Members

73

.

Candidate PoolCandidate Pool

Automated / customized letters are sent byAutomated / customized letters are sent by

SourcePoint to prospects with links to: SourcePoint to prospects with links to:

1.1. Join our J2W Talent Community Join our J2W Talent Community

2.2. Apply to “specific” J2W job postings or Apply to “specific” J2W job postings or

request membership to our private request membership to our private

communitiescommunities

20% Respond to these letters20% Respond to these letters

80% Are dispositioned manually80% Are dispositioned manually

40% General > Talent Communities40% General > Talent Communities10% Top Talent > Private Communities 10% Top Talent > Private Communities

E-SearcherE-Searcher

50% Disqualified / Not interested50% Disqualified / Not interested

CRM: Attracting Community MembersCRM: Attracting Community Members

74

.

AutomatedAutomatedInvitationInvitationto join ourto join our

TalentTalentCommunitiesCommunities

AutomatedAutomatedInvitationInvitationto join ourto join our

PrivatePrivateCommunitiesCommunities

AutomatedAutomatedMembership Membership Validation:Validation:1.1. Job titleJob title2.2. DegreeDegree3.3. Years of Years of

experienceexperience4.4. Specific SkillsSpecific Skills

Talent Community(Weekly job

announcements)

Visits Landing

Page

QualifiedQualifiedMembersMembers

QualifiedQualifiedMembersMembers

Un-qualifiedUn-qualifiedMembersMembers

Un-qualifiedUn-qualifiedMembersMembers

Automated replyAutomated replydirects them to join directs them to join

our Talent our Talent CommunitiesCommunities

Automated replyAutomated replydirects them to join ourdirects them to join our

Private CommunitiesPrivate Communities

CRM: Qualifying Community MembersCRM: Qualifying Community Members

75

.

Blog & Forum Wikis Videos Polls/surveys Chat room Audio/podcast Event

announcements Early Job

announcements And more…..

Private CommunitiesPrivate Communities

These Private Communities are segmented by business unit, allowing us to These Private Communities are segmented by business unit, allowing us to network and build trusting relationships with top prospectsnetwork and build trusting relationships with top prospects

Qualified Candidate Pool

Qualified Candidate Pool

76

.

Social Networks

5

77

.

What is Social Collaboration?

Collaboration Conversations

IntellectualCapital

Communication

Social Collaboration

Internal & External

Talent Communities

78

.

Usage of Specific Social Networking Sites for RecruitingUsage of Specific Social Networking Sites for RecruitingPercentage of Organizations Using ToolsPercentage of Organizations Using Tools

Best Best Social NetworkingSocial Networking Sites For Recruiting Sites For Recruiting

79

.

1. Build Micro-Pages on these Networks2. Create/Nurture professional groups3. Subscribe/publish RSS feeds and widgets4. Datamine and recruit network members

Your private Social Networks

Recruitment Focus: Branding

Social Network Recommendations

80

.Everyone Is A Viral Recruiter

Social Sharing On All Micro Pages

Employees

Recruiters

Hiring Mgrs

Your ArsenalYour Arsenal

81

.

Search

Engine

Marketing

6

82

.SEM: SEM: R.O.I. Consideration

Wall Street Journal 2009

Cost Per Application (CPA)

SearchSearchEnginesEngines

JobJobBoardsBoards

PrintPrintAdv.Adv.

$4 avg.$4 avg.

$30 avg.$30 avg.

$750 avg.$750 avg.

83

.Search Engine Marketing (SEM)Search Engine Marketing (SEM)

Recruitment Search Engine Recruitment Search Engine Marketing (SEM) campaigns Marketing (SEM) campaigns can help employers reach a can help employers reach a wider audience on the wider audience on the internet. internet.

Target Candidates based on Target Candidates based on location and position. location and position.

Pay only when a job seeker clicks Pay only when a job seeker clicks on your ad Pay-Per-Click (PPC) .on your ad Pay-Per-Click (PPC) .

84

.How SEM Ads Work…How SEM Ads Work…

85

.SEM: Marketing Mix

86

.

CareerSites

Career site as a movie productionCareer site as a movie production

7

87

.Web 1.0 Career Site is Fragmented

88

.Creating The Perfect Career Site

89

.Web 2.0 Career Site is Cohesive

90

.Career Site Evolution: Microsites By Business Unit

Landing Page By Business Unit

Candidate Relationship Management Collect robust contact info

Email communication to the dbCampaign reporting tool

Podcasts

Video or audio episodes

Video Testimonials

On demand video testimonials

Widgets

Tools available for download housed on the

desktop

News Feeds

Offered by content category

Whitepaper Downloads

Offered by content category

J oin the Community

PRE Social Network

Segregate them by Business Unit

91

.Microsites Dynamics

Staffing, Marketing and IT groupsshould partnerto create the most powerful career sites.

92

.Video

Market Share

93

.

Putting It All

Together

8

94

.People

95

.

Web 2.5 Talent Acquisition Strategies

Web

2.5

Inte

grat

ion

Track via

Brassring Interviewing Evaluation

$

$

$

Jobs 2Web

Advertisement

Marketing

On-Line postings

Print Postings

PPC

SEM /SEO

Talent CommunityBy Business Unit& their peers (3°)

Job Distributor

Job Boards & Profile Search

Resume & profile Banks

Overnight Agents

Source Point

Prospect Bank

Web 1.0

Web 2.5

Apply

Pre-Screening via:Phone (Low volume) or

Voice Mail (High Volume)

Yes

Yes

Quiet AgentAging

Pipeline

Brassring: Submittal / Candidate Presentation

Yes

Yes

E-mail decline letter + invitation link to

re-engage

No

Talent Communities by Business Unit

Silver & Bronze Medalists

Un-Qualified

No

Re-apply

Yes

No

BrassringPre-Screening:

Written Questions And/or Assessment

No Hire

OfferCheck

References Skillsurvey

Onboarding

Yes

No

No

LandingPages

Employees( Internal

Applicants)

Walk-InsVisitors

ExternalCareer

Site

InternalCareer

Site

Employee Referrals

Free

Apply Directly

Apply withHR guidance

Responded to event/adv.

ApplyDirectly

Apply

External Social Networks

Data MiningFree Not Ready

to Apply

No

File Away

Free

Brassring Re-recruiting

Enhancements to

Career SitesBy Business Unit

Jobs 2Web

LandingPages

No

File Away

Process

96

.

JobJobDistributorDistributor

SourcePointSourcePoint

Jobs2WebJobs2Web

Selection

Micro Pages

NingNing

Service Oriented Architecture

Technology

LINK:

97

.Environment

98

.Staffing Metrics

99

.Ultimate ROI metric: Quality of hire

Checkster Survey

100

.

Appendix

Appendix

101

.Web 2.0 Measuring ToolsWeb 2.0 Measuring Tools

Google WebMaster ToolsGoogle WebMaster Tools

Google Trends Google Trends

Google AnalyticsGoogle Analytics

www.alexa.comwww.alexa.com

Web Page Traffic MetricsWeb Page Traffic Metrics

LINK:

LINK:

LINK:

102

.Web 2.0 DirectoryWeb 2.0 Directory

http://www.go2web20.net/http://www.go2web20.net/LINK:

103

.

Alignment Design Development Delivery

Overall Business GoalsEngage recruiters to

optimize attraction plan

Talent Communities (TaCo)

Prioritization

Talent PlanningBusiness Intelligence

Taco: Org Chart mapping Web 2.0 roll out

Talent Acquisition Market ResearchDiversity Attraction Plan Manage & Disposition

traffic

Talent Management Source of Hire Web 2.0 Sourcing Plan Engage prospects

Top Talent & Diversity Profile Target Associations Media Campaign Present candidates

Career Pathways Behavioral & Technical DetailsLeverage internal &

External ResourcesMetrics & Report

Compliance & Risk Considerations

Test/Assessment tool & vendor > ATS

Project Managing

Business IntelligenceAnd Tactical Links

104

.

Aligning responsibilities according to your

strategic business plans

The following is a list of six steps that we’ll take to capture relevant information in order to design the most sophisticated talent pipelines of candidates that fit your corporate culture, talent planning and management considerations as well as be ready-on-demand to meet your requirements.

Discovery & Design

105

.



Development: Internal & External

106

.



Implementation & Delivery

107

Implementation ModelImplementation Model

Competitive advantage and savings are achieved through effectively managing resources

Increasing Increasing ValueValue

HarmonizationHarmonization•• Functional transactional shared servicesFunctional transactional shared services

•• Transactional process and systemsTransactional process and systems standardizationstandardization

LeverageLeverage•• Global Business ServicesGlobal Business Services•• Business Process Talent AttractionBusiness Process Talent Attraction

RationalizationRationalization•• Automation and selfAutomation and self--serviceservice

IntegrationIntegration•• Value added knowledge and servicesValue added knowledge and services•• Integrated business processes across all Integrated business processes across all

functionsfunctions•• Business partnershipBusiness partnershipV

alu

eV

alu

e

TimeTimeCost & Defined Service Focused

Opportunity Creation Focused

Timeline

108

.P

has

e 1

Ph

ase

1P

has

e 2

Ph

ase

2P

has

e 3

Ph

ase

3

Apr May Jun Jul AugSep Oct Dec Jan Feb MarNov

Measuring

Objectives

Resources

Marketing

Advertisement

Budget

People

Procurement

Communication

Procurement

Process

Technology

Testing

Communication

Training

Roll Out

New Services

Evaluating

Partnerships

Validating

Optimizing 1

Optimizing 2

Optimizing 3

Optimizing 4

Survey

Evaluation

Des

ign

Optimizing: Technology

Optimizing: Vendors

Training all stake holders with new services and tools

Delivery of Channel Services

Evaluating people, process and technology

Business goals: Outline - Action Plan

Optimizing: Process

Consolidating partnerships with internal/external teams

Survey to validate the program

Imp

lem

en

tati

on

Acquisition of vendors' services

Policies and procedures optimization (Documented)

Rolling out all new programs

Optimizing: People

Dev

elo

pm

ent

Evaluate/Report entire program's ROI

Defining the need: People, Process, Technology

Communicating with all stake holders

Channel Manager and team

Survey to validate the entire program

Systems Integration: ATS, CRM, Job Distribution, Social Intranet

Testing and assessing people, processes and technology

Communicating with all stake holders

Request For Proposal - Assessment

Defining specific marketing plan

Defining plan for advertisement optimization

Reporting

Defining the need: People, Process, Technology

Milestones