Corporate TA overview ver2.ppt

8/10/2019 Corporate TA overview ver2.ppt

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Hello

What you are about to see here is a brief insight and overview of who I am in regard to corporate

talent acquisition.

It is a mixed bag, containing snippets of insight and information into who I am and what I know andmy abilities in hiring the best people for open roles.

Introduction

Talent Acquisition (TA) in todays world is complex and multifaceted. It is about whether someone has what it takes

to fill a role from a skills/background/ability perspective. Additional and often the differentiator is personal

engagement and passion ensuring not just a fit, but a valuable short mid and long term asset enabling

company/organisation to evolve and reach the next level. Best in class TA is about solving business challenges fromstrategic planning through to operational delivery, utilising the vast range of ever evolving tools, channels and

solutions available, be it to external or internal communities. With increasing channels and tools available TA hold

more opportunities today than ever before. For me that start with the framework of Recruitment 3.0, business

understanding/interpretation of requirements, knowledge of best and most efficient solutions of needs, paired with

my own quest for excellence and personal engagement/passion for all matters TA. Extensive background/abilities in

all above, learnt from the best within global leading brand companies across various locations and roles spanning

sales, marketing, R&D, engineering, development, support, finance, corporate functions and graduate/interns give

me a substantial range of abilities, solutions and insight.

Achieved results

Since having started working in an in-house/corporate capacity in 2007 I have:

Operated roles covering; sales, marketing, R&D, engineering, development, support, finance, corporate functions

and graduate/interns. Roles have been anything from senior/management/region/country level through to graduate

Within these 70% of all candidates placed are still either in the roles hired for and/or within the companies hired for.Approximately 30% of these candidates hired have been internally promoted since hired.

Jacob S. Madsen Corporate Talent Acquisition, a brief overview


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My objective with the following pages is to provide a brief insight into what I know,

from an overview perspective, yet as an introduction to a much deeper and wider

world of myself and my abilities.

For some areas these are directly own tried, tested and proven plug & play

solutions/templates, for other subjects they are of a more generic nature or refer to an

overall knowledge and insight.

As this presentation is public , there are areas where I may not wish to give away too

much information, however where I do hold substantial data /information and insight

to back it up, available upon request.

This presentation is an extract of one given on the subjects:

How has (corporate)recruitment techniques evolved in the lastrecent years

What does the future of (corporate) recruitment look like


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Corporate Recruitment / Talent Acquisition

Time to hire Cost per hire Quality per hire

Since 2007 and to date undergone a complete transformation

Gone from Web 2.0 to Recruitment 5.0

Enabled and changed the recruiting function from being reactive to pro active

Terms, names, products and solutions never heard about before emerged and become

main stream.

Moved from a try and see to now tried and tested with tangible data and results to

back up use, relevance and methodology.

Moved from being static to ever evolving and continuous better and more efficient

solutions.

Becoming as much about a mind-set about how and where to communicate and via

which channels.

Become a question of survival of fittest meaning those that understand, adopt and

utilise opportunities also those with biggest chance of success.


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Corporate Talent Acquisition, Structure and Processes, Strategy to Execution

Talent Acquisition Strategy

Pre-qualification

Headcount hire approval

Identification of need for person resource

New hire, replacement/backfill

External

Best possible talent, that will be a role/job match and asset through background, skill,capability, engagement and passion

Start/on-boarding

R e c r u i t m e n t P o l i c y

Talent Pool (database)

Talent Request Brief Hiring Mngr meeting Publishable Job description Candidate QuestionnaireFaster and more

accurate hire

HRBP

Compensation

Internal

Direct

Shortlist Interview(s)/assessment Offer References, background check

Hiring Mngr.,Team, HRBP, (management)

Compensation

Social Media

Communities

Linkedin, Linkedin groups

Facebook

YouTube, Twitter

Other

Specialist sites/places

Job posting(s)

Own website career page

Linkedin, Facebook

Employee Linkedin update

Job board(s)

CommunitiesIndirect

Research firms/partners

Agencies

Jobboard databases

Own in-house recruiters

External (headhunters)Move/promotion

Referral

Intranet

Internal advertising

Social Media message push publishing

Or sourced via existing

Sourcing methodologies

Cost

Search & Selection

Terms & Conditions

Preferred Supplier List

Service Level Agreement(s)


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Structure, processes

Strategic to operational

Reporting

-Status update , Work In Progress (WIP)

-Weekly reporting (Traffic Light Report )

Analysis of all measureable data/activities.

Efficiency and Effectiveness

-

Systems

Applicant Tracking System -Candidate application tool

Repository/database of candidates

Process management tool

Content

-The structure/format used

-The message that is wished to be conveyed

-The perception we wish someone to have

-The feel for what we are saying

-Story telling-Authenticity

-The channels we use

- Every employee is a potential publisher

- 3 Cs , -Connect, Converse, Convert

Employer of choice,

Branding , EVP

-Who we are

-What we stand for

-Why working here

-What do we offer-What it will mean for your career
http://www.google.co.uk/url?sa=i&rct=j&q=&source=images&cd=&docid=W3xVbKofT-jq5M&tbnid=3CXPW7EFvAofcM:&ved=0CAUQjRw&url=https://www.facebook.com/GreatPlacetoWork&ei=HJK1Ub5uqa7RBd_fgPAL&bvm=bv.47534661,d.d2k&psig=AFQjCNE_UzcYR9VgvXs9m_LloVWPzKulxg&ust=1370940088694718


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Corporate Talent Acquisition, Securing best possible delivery

Candidate Shortlist

Identification of need for person resource

New hire, replacement/backfill

Best possible talent, that will be a role/job match and asset through background, skill, capability, engagement and passion

Candidate Long List

Talent Request Brief,

(contract of delivery)

Hiring Manager

( job/intake briefing) meetingPublishable Job description

Candidate Questionnaire ,

ensuring skills match and

suitability

Shortlist presented

to client hiring

manager

Client

Interview(s)/assessment and

selection

Offer References, background check

Decision on channels/media, methodologies, content of messaging, resources, delivery format etc.

U N D E R S T A N D I N G I N S I G H TA P P R E C I A T I O N

Business, market(s), competitors, geographies/cultural, sector, department, etc. SWOT

Applicant and/or sourced candidate management structure, management, selection/qualification, marketing (EVP)

Further qualification, selection, evaluation of candidates (telephone, video, face 2 face)

C

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How have (corporate) recruitment techniques evolved in recent years

1. Tools, Channels,

Solutions

2. Methodologies,

approaches, mind-set


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Recruiter BarTalentBin

Google+Air

Path To

FireFish

Triangulate

ZaoStartWire

SortBox

Resumator

i-tweet-live

Smarterer

Twitter

YouTube

FaceBook

LinkedIn Instagram

Vimeo

FourSquare

Tumblr

Tools, Channels, SolutionsM

A

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K

E

T

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F

L

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Tools Channels Solutions that truly

make a difference/enable answers and

resolve challenges - available upon

request


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Methodologies, approaches, mind-set

More books, more articles, more blogs, more R&D, more access to information

and how to and best in class than ever, in short there is now an answer toevery aspect imaginable within corporate talent acquisition/recruitment:

-www.ere.net Global forum for all matters relating to recruitment

-Lou Adler

-Kevin Wheeler accountable for near 60-70% global thought leadership-Dr. John Sullivan in respect to best in class talent acquisition/recruitment

As stipulated in Recruitment 3.0 by Matthew Jeffery, corporate recruitment

now an all encompassing and holistic approach, that is forever evolvingrather than static and only relating to the HR and recruitment function

Good and effective recruitment is about a mind-set that start at the senior

management level and involves everybody


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2007 2008 2009 2010 2011 2012 2013

Development, Tools,

Channels Solutions

Time


Never before in the last 5 years as

many and as wide a range of tools,

channels and solutions , and more

coming , being better, more efficient

and effective than seen before.

2014


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What does the future of (corporate) recruitment look like?

It all depends:

-Level of position/role-Market/competition (supply and demand of

position/role)

-Expectation of position/role

-Location of role

-Tools, channels, solutions available

Core:

Identification

Connection,

engagement

Hiring

Tools, Channels, Solutions:

As per role

As per marketAs per target audience

Methodology of

engagement:

The 3 Cs:

ConnectionConversation

Conversion

-Branding

-EVP (Employee

Value Proposition)


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Many answers and options available in respect to this question, all depending on who you

ask.

For certain overall trends that will form the future and become main topics such as:

Data: Data will together with culture be where future battles over competition for talent will be fought,

and won or lost. Examples are starting to emerge as to what data collection, data insight, data

understanding (predictive data analysis) can yield of results and the opportunities are immense.

Mobile: Mobile access will explode in the coming 2-3 years. Not being mobile enabled will no longer be

an option 189 million users of Facebook purely make access via their mobile. 67% of jobseekers askedin a survey said that they searched for jobs on their mobile

Artificial Intelligence: This will play a bigger part in the coming years and already some recruitmentthought leaders claim it will threaten the role of corporate recruiters (taking over many functions)

Gamification: Already being used in various forms and at different stages, it will be the subject of the

future that will become more and more widespread. GCHQ, RMS, Mariott Hotels, Unilever, Maersk Oil

That said with still huge areas that leave room for improvement in getting the basics right, as well as

within exploring and utilising existing tools, channels and solutions so much that could and should be

done, that would make a significant change and improvement.

The foundation for how to identify, how to engage and how to hire best possible talent remain the

same as pre 2007, only the tools, channels and solutions to do so are new and enable a different, afaster, a more accurate and a more engaged form of communication



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So what does the future hold in respect to

finding best of the best ?Macro environment, convergence of technologies/same need will mean that competition for talent

will grow significantly in coming years true survival of the fittest

Best talent have in the past, and will continue to, having pick of who they wish to work for

Attraction and being seen (visibility) as employer of choice will be key/essential to win this race

perception = reality for candidates The web is your brand

Engagement and getting to speak to the right people (and continue doing so) will be essential.Ongoing conversation will ensure best chances of success candidate experience

Referral and utilising existing network will form a very substantial part of solutions

every employee is a publisher (Microsoft have overall 35-45% of their hires through referrals)

Smart utilsation of available and future tools will enable identification and engagement

social stalking

Good and highly skilled people are rarely on the market why they will need to be found and

identified talent mapping (graduate programmes, internships/apprenticeships)

Talent communities and the ability to engage and utilise them will become key

Solutions do not come from singular sources and channels, but through the use

and the combination of a multitude of elements, (channels, solutions,engagements, branding etc.)


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Jacobs own philosophy:

In order to achieve success in hiring the best possible people, it is a bit

like a symphony orchestra:

Each element (activity, function, member) play their role andimportance

Skill is to make it hang together, know when, where and how each

element to be used, relevant - making it all forming a coherent and

successful holistic outcome;

Corporate Recruitment, survival of the holistically fittest


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What you have seen here is a snippet of the

knowledge/insight/abilities I hold,what lies beneath is how to make use and meaning of it all.

If you want to know more, have found any of this of interest and think

I can offer you/your company/organisation anything then please makecontact:

[email protected]
mailto:[email protected]:[email protected]

Corporate TA overview ver2.ppt

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Transcript of Corporate TA overview ver2.ppt