Building a proactive sourcing function to fill Critical Positions

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How to build a proactive sourcing and recruiting function

Transcript of Building a proactive sourcing function to fill Critical Positions

  • Building a Proactive Sourcing Function to Fill CriticalPositionsRob McIntosh US Sourcing LeadDeloitte LLPSydney, April 2008

  • Ok Rob ~ Whats your credentials?12+ years of Global recruitment experience consistently delivering results against creative ground breaking sourcing talent acquisition programs and strategies for fortune 100 companies: Architected, Designed Sourcing Organizations that focus on strategies and initiatives to capture global hidden talent pools that drive pipeline ahead of the business demand while impacting immediate recruiting demand now. Recruiting Experience in 3 continents (North America, India/China and Australia)Implemented and Architected TRM (Talent Relationship Management) solutions that focus on candidate relationship strategies and permission based 1x1 marketing programs (Talent Pipelining).Currently at Deloitte the Sourcing Consulting Team is 26% of hires and on target for 450+ hires this Year Rob is a visionary and strong leader in the Corporate Recruitment space. Reporting to him I have observed first hand his ability to deliver on strategic and tactical levels. He takes care of his team, and is well adept at removing obstacles and effecting influence with other business leaders.

    Shally Steckerl Chief CyberSleuth & Founder JobMachine IncRob definitely pushes the envelop on sourcing ideas and strategies. He's willing to try new approaches to solve old problems. He's a great person to work with, especially if you want to get things done. Rob's a big-picture thinker, but knows what's needed to in trenches. This is a rare and special combo.

    Lou Adler CEO, Adler Group

  • Agenda

    Determining your recruitment charter and the synergiesneeded between an effective recruiting - sourcing team

    2.Creating comprehensive Passive vs. Active CandidateSourcing Channel Strategies

    3.Getting the right people for operational excellence

    4.Measuring and showing the value of the Sourcing/RecruitmentFunctions

    Successfully communicating plans6.Brainstorming / Problem Solving / Q&A

  • Number one Priority onthe HR agenda is still toattract and retain key TalentTowers Perrin Survey.

    Talent is the single negating factor for us in realizing our growth vision.Jim Robbins CEO Cox CommunicationsInterview with McKinsy in their book the war for talentMake Hiring a Top Priority! You may have atechnology or a product that gives you an edge,But your people determine whether you develop The next winning Technology or product.Steve Ballmer CEO Microsoft CorpBusiness 2.0

    A world-class engineer with five peers can out produce 200 regular engineers.Cisco CEO John ChambersBusiness WeekThree-quarters of senior human resources managers said attracting and retaining talent was their number one Priority. More than 62% areworried about company-wide talent shortagesCorporate Executive Board Survey

    Among all the factors that could influence the effectiveness of organizations in the future, the foremost driver is talent.Buckingham & Vosburgh

    In 2006, HR and recruiting executives rank talent attraction and pipeline building as their mostcritical prioritiesCorporate Executive Board Survey

    Ninety-nine percent of the corporate officers participating in our survey in 2000 said their managerial talent pool needs to be much stronger three years from now.Only 20 percent agreed that they have enough talented leaders to pursue most of their companies business opportunities.War for Talent McKinsy Survey400M G8 baby boomersretiring over the next5-10 years!

  • Ok so what, that is the USA?..... Then what are Australians saying?

    Corporate recruiting is still relying very heavily on post and pray as well as using agenciesEveryone still thinks Sourcers want to grow up to be recruitersSome statistics have agency use running at between 60% and 80% As a rule sourcing is very much based around finding resumes rather than contactsDirect head hunting is certainly frowned upon outside of the industries that have become used to it such as the advertising worldI have yet to meet a recruiter who has any understanding of Boolean syntax or smart web searchWithin the next year recruiters will find it extremely hard to fill the majority of their roles through the standard methodsHeres the sad reality, most recruiters wont even mine the or own candidate database.never mind other sourcesMost established companies have very large databases from years of posting ads and most recruiters rely on this as a first point of call.

  • Why BuildWhat is the problem you are really trying to solve? Are you scratching the right itch?. What is the focus?...Why are you doing this?

    Increase size of talent poolRecruiters do not have time or skillsMore qualified and interested candidatesPipeline Talent ahead of demandSave $$$Find more passive candidatesImprove branding and perception of the companyGather CI and BI on the market and competitorsLower time to hireIncrease diversity hires.Find more active candidatesFill hard to fill reqsHelp with screening in/out more candidatesIncrease Quality of hire

  • What happens when you dont clearly align the sourcing strategy to the business problem you are trying to solveSisyphus by Titian, 1549

  • What is Sourcing?* Examples of sourcing techniques:Sourcing for candidates often refers to proactively identifying people who are not actively looking for job opportunities (passive candidates) vs. candidates who are actively searching for job opportunities(active candidates), though the industry also recognizes the existence of 'active candidate sourcing' using candidate databases and the like.Proactive techniques:Using Boolean operators on major search engine sites (Google,, Yahoo!, etc) to identify potential candidates who might meet the criteria of the position to be filled based off targeted keywords. Searching for candidates in job boards using keywords related to the position requirements. Looking in your own recruitment database for candidates using keywords related to the position requirements. Networking with individuals to uncover candidates. This would include the use of social networking tools and sites. "Phone sourcing" or cold calling into companies that might contain individuals that match the key requirements of the position that needs to be filled.

    Examples of what sourcing is not:Reactive techniquesReviewing candidates who have applied to positions through the corporate/agency web site Processing an employee referral Corporate recruiter receiving candidates from employment agencies Screening candidates at a career fair

    * Definition of Sourcing on

  • Lets look at the big picture first*Career CrossXroads 7th Annual Sources of Hire Survey External Hire DataReactive Screening Channels (80%)Employee ReferralsCompany Web SiteJob Board applicationsPrint MediaCareer FairsAgency submissions

    Proactive Sourcing Channels (20%)Direct SourcingJob Board Sourcing/MiningBoomerangs (Alumni)Traditional transactional model ReactiveProactiveDirect

  • Expanding the Pie (Talent Pool)Majority of Talent Pool is Semi-Passive or Passive (Proactive)Majority of Reactive Recruiting is Active Candidates85-90%10-15%



    Pushing paper around a desk

    Screen in/out

    Cant influence Quality

    The process drives you

    Hiring ManagerSays: Show me more resumes ~!

    Most Recruitersplay here!

  • Determining your recruitment charter and the synergiesneeded between an effective recruiting - sourcing team

  • Where do I start?First - Go on a listening tour with leadership and recruiters

    Survey the market as best as possible Does supply equal demand? Can you get the data to support it?

    Do a pilot first - Find a recruiting leader or business group that is anxious to partner and see sourcing successful

    Commit to no more than 3 big goals to start

    Write a very clear vision/charter for the group and ensure sourcing, recruiting and the business understands.

    Communicate clear deliverables to recruiting with milestones, targets and accountabilities

    Which Model/Approach will work best for me?.............................

  • Which Model/Approach will work best for me?.........

    Centralized Sourcing Model The ProsAbility to move and deploy resources quickly against demandCollaboration and knowledge sharing happens fluentlyRetention of IP can be maintained broadly.Ensures consistent processes, SLAs and standards

    Centralized Sourcing The ConsCan create and US vs. Them environmentOwnership issues of resources and control by supported customer groups becomes prevalent.Harder to foster deep and close partnership with supported recruiters.Depth of Industry and Business Group knowledge diminishes

  • De-Centralized Sourcing The ProsTighter alignment to supported business groups and recruitersPartnerships and relationships developer quicker and more deeplyOwnership, control and accountability increases.Sourcer gains deeper knowledge and expertise in the supported area

    De-Centralized Sourcing The ConsCreation of Silos and lost opportunities for sharing talent and best practices.Accountability only to the area you supportLoose broad Competitive and Market Intelligence. Missed opportunities Tendency to re-invent the wheel on tools and processes...We are different than group X

  • Outsourcing The ProsGet rid of lower value work that is not core to recruiting or the businessSubject Matter Expertise that you do not currently have or want to buildCan be potentially done at a lower costEnsures consistent processes, SLAs and standards and one point of accountability/delivery

    Outsourcing The ConsYou loose control of the candidate experience, branding and PR