Hiring to Win: Secrets to Sourcing and Selecting Top Talent

Speaker: Mollie Lombardi Research Director, Human Capital Management Aberdeen Group

Moderator: Vijay Ramakrishnan Director of Product Marketing Taleo

#TMwebinar

Hiring to Win: Secrets to Sourcing and Selecting Top Talent

Tools You Can Use •  Q&A

–  Click on the Q&A icon on your floating toolbar in the bottom right corner.

–  Type in your question in the space at the bottom.

–  Click on “Send.”

#TMwebinar

Tools You Can Use •  Polling

– Polling question will appear in the “Polling” panel.

– Select your response and click on “Submit.”

#TMwebinar

Frequently Asked Questions

1. Will I receive a copy of the slides after the webinar? YES

2. Will I receive a copy of the recording after the webinar?

YES

Please allow up to 2 business days to receive these materials.

#TMwebinar

#TMwebinar

Vijay Ramakrishnan Director of Product Marketing Taleo


#TMwebinar

Mollie Lombardi Research Director, Human Capital Management Aberdeen Group


© AberdeenGroup 2011

Hiring to Win

Secrets to Sourcing and Selecting Top

Talent

Mollie Lombardi Research Director,

Human Capital Management August 30, 2011

© AberdeenGroup 2011 8

Mollie Lombardi Research Director Aberdeen Group

q  Mollie is a researcher, speaker, writer and senior analyst in the human capital management field, with a primary focus on how organizations enable business success by unleashing the potential and productivity of their workforce. She has surveyed and interviewed thousands of end-users to better understand the key challenges facing today’s HR and talent management leaders, as well as uncover the Best-in-Class strategies, capabilities, tools and technologies they are using to address those challenges.


Our Agenda

q  Introduction & Overview q Map the Needs q  It Takes a Village q Manage Risk by Building

Talent Pools q  Integrate Data to Fine Tune

the Hiring Engine q Wrap-up and Q&A


Drawn from our World Class Assessments Research

q  Publishing September 2011

q  Studied 506 organizations and their Talent Acquisition strategies

q  Covering a wide variety of industries and geographies


Dom

ain

Exp

ertis

e

11

Supply Chain Management

Global Supply Management

Product Innovation

and Engineering

Manufacturing

Enterprise Applications

Customer Management

Retail and Banking

Service Management

IT Infrastructure

Human Capital Management

Communications

Business Intelligence

GRC/Financial Management

IT Security


Aberdeen Maturity Class Framework

Selected Performance Criteria (KPI)

First Year Retention

Time to Productivity

Change in hiring mgr satisfaction

Total Respondents:

- Top 20%

- Middle 50%

- Bottom 30% Respondents are scored individually across KPI

Best-in-Class

Industry Average

Laggard


Aberdeen Maturity Class Framework

q  What you need to do to become Best-in-Class

q  What processes you should have in place

q  What you need to measure

q  Organizational changes you might want to make

q  Data / Knowledge management considerations

q  Technologies you should evaluate

Best-in-Class

Industry Average

Laggard

P A C

E


Key Themes

q Map the Needs q  It Takes a Village q Manage Risk by Building Talent Pools q  Integrate Data to Fine Tune the Hiring Engine


Map the Needs


POLL

q What are the top pressures driving your current talent acquisition strategy?

q  Shortages of required skills available in the labor pool

q  Pressure to meet the company’s growth objectives

q  Retirement of baby boomers, and accompanying leadership voids

q  Inability to retain new hires q  Increasing competition in the marketplace for top

talent


Pressures Driving Talent Acquisition Efforts

Source: Aberdeen Group, The Talent Acquisition Lifecycle, September 2011

52%

49% 49%

%

20%

40%

60%

Increasing competitionin the marketplace for

top talent

Shortages of requiredskills available in the

labor pool

Pressure to meet thecompany’s growth

objectives

perc

enta

ge o

f res

pond

ents

, n=5

06

All Respondents


Talent Acquisition Strategies

35%

22%18%

41%

35% 34%31%

43%

33% 31%

22%

41%

%

25%

50%

Strengthen abilityto identify talent

most likely tosucceed

Proactively buildcandidatepipeline

Create a bettercandidate

experience

Building a talentacquisition

culture

perc

enta

ge o

f res

pond

ents

, n=5

06

Best-in-Class

Industry Average

Laggard



of Best-in-Class organizations have defined core competencies (skills, knowledge, and attributes) at the start of the hiring process

79%



Where do Competencies Come From?

q Existing high-performers q Company Values q Forward Looking Strategy


Goals for the Use of Assessments

70%

48% 46%

0%

25%

50%

75%

Improve businessresults through better

quality candidates

Deliver leaders to driveinnovation and growth

Improve organizationalfit among new hires

perc

enta

ge o

f res

pond

ents

, n=5

16

All Respondents

Source: Aberdeen Group, Assessments 2011, April 2011


Importance of Assessment Data for Critical Decisions

3.3

2.9 2.9

4.2 4.1

3.6

3.4

4.0

3.7

3.23.3

3.8

2.5

3.0

3.5

4.0

4.5

Who to hire Who is deemedhigh-potential

Who to interview Who is promoted

perc

enta

ge o

f res

pond

ents

, n=5

16

Best-in-Class

Industry Average

Laggard

Source: Aberdeen Group, Assessments 2011, April 2011


It Takes a Village


Most Effective Sources for Candidates

4.2

3.33.1

3.0

2.5

3.0

3.5

4.0

4.5

Employeereferrals and

networks

An easy-to-useand engaging

company careerportal

Online job boards Social networkingsites

perc

enta

ge o

f res

pond

ents

, n=5

06

Best-in-Class



“Hiring may slow or stop, but talent acquisition never does”

~ Lou Manzi, Former Vice President, Global Talent Solutions, GlaxoSmithKlein


Nature of Talent Acquisition Strategy

42% 44%

33%

48%50%

36%

%

20%

40%

60%

Continuous - Identifying andcultivating relationships with top

prospects is always a priority

Reactive - focused on immediatehiring needs

perc

enta

ge o

f res

pond

ents

, n=5

06

Best-in-Class Industry Average Laggard



More likely to cite “building a corporate culture where everyone views talent

acquisition as part of their job” as a top strategy

72%


Best-in-Class organizations are


What’s in a Brand?


Supporting Capabilities


65% 65%

54% 50%

81% 79% 77%72%

0%

25%

50%

75%

100%

Hiring managershave visibility intocandidate status

Corecompetencies

are defined

Clearaccountability for

onboardingprocess

Critical job rolesidentified

perc

enta

ge o

f res

pond

ents

, n=5

06 Best-in-Class All Others


Leadership Involvement in Onboarding

69%

29%23%

41%

52%

83%

29%35%

74%

0%

25%

50%

75%

100%

Hiring manager Senior-rankingorganizational executive

Buddy / mentor

perc

enta

ge o

f res

pond

ents

, n=2

82

Best-in-Class

Industry Average

Laggard

Source: Aberdeen Group, Onboarding 2011, March 2011


Manage Risk by Building Talent Pools


more likely to have critical job roles (i.e. the roles that have the greatest impact on

revenue / profit) identified

44%


Best-in-Class organizations are


Impact of Identifying Critical Roles


39%

33%

26%

51%

44%

38%

0%

20%

40%

60%

Organizational goalsachieved

New hires meeting timeto performance goals

New hires highly engaged

perc

enta

ge o

f res

pond

ents

, n=5

06

Have Identif ied critical job roles

Have not identif ied critical job roles


Managing Candidate Relationships

q 82% of organizations have a process to communicate with and nurture prospective employees

but…

q Only 36% of the Best-in-Class (and 27% of all others) indicate they have a formal candidate relationship management process - one that defines who communicates what and when

Source: Aberdeen Group, Talent Acquisition Strategies 2010, August 2011


Top Candidate Relationship Management Activities q Maintaining an engaging and informative

company career portal q Recruiters and hiring managers actively

communicate with candidates via phone calls or personal emails

q Utilizing software (such as candidate relationship management or an applicant tracking system) to regularly track all candidate communications

Source: Aberdeen Group, Talent Acquisition Strategies 2010, August 2011


What About Social?

41 +

28


Social Talent Acquisition Strategies

80%

67%61%

22%

%

20%

40%

60%

80%

Organizationmaintains a

company profileon social

networking sites

Recruiters trainedon use of socialnetworking tools

Social networkingis a critical part of

recruitmentstrategy

Success metricsdefined for use ofsocial networking

tools

perc

enta

ge o

f res

pond

ents

, n=5

06 All Respondents



Integrate Data to Fine Tune the Hiring Engine


Most Valuable Measures of Talent Acquisition Success


Most Important Metric (Scale of 1 - 5: "1" is least valuable and "5" is most valuable)

Best-in-Class Rating

Quality of hire 4.18 Customer satisfaction 4.07 Ongoing employee performance (i.e. long-term performance following the employee's first review) 4.07 Hiring manager satisfaction 4.06 Employee engagement 4.04 Achievement of organizational objectives (MBO's or KPI's) 4.03


POLL

q What is the most significant barrier your organization faces in linking source of hire to Employee Performance?

q  Candidate data and post-hire data not linked q  Performance measures are not aligned to hiring

criteria q  Candidate source data is not tracked q  Employee performance measures are not clearly

defined


Barriers in Linking Source of Hire to Employee Performance


60%

37%31% 31%

59%

29%23% 23%

%

20%

40%

60%

Candidate dataand post-hire

employee dataare not integrated

Employeeperformance

measures are notaligned to hiring

criteria

Candidate sourcedata is not

tracked

Employeeperformance

measures are notclearly defined

perc

enta

ge o

f res

pond

ents

, n=5

06

Best-in-Class All Others


The Talent Lifecycle

Recruitment Onboarding Performance Management

Succession Planning

Assign early

Competencies

Learning

Source: Aberdeen Group


The Results


Performance on Key Metrics

38%

26% 25%

77%

64%57%

0%

20%

40%

60%

80%

Percentage oforganizational KPI's or

MBO's achieved

Percentage of new hiresrating themselves as

"highly engaged"

Employees receivingratings of "exceeds"

performanceexpectations

perc

enta

ge o

f res

pond

ents

, n=5

06




Performance Improvement on Key Metrics

2% 2%

0% -1%

11% 10%

-7%-9%-10%

-5%

0%

5%

10%

15%

Customersatisfaction

Customerretention Time to hire Cost per hire

perc

enta

ge o

f res

pond

ents

, n=5

06


2% 2%

0% -1%

11% 10%

-7%-9%-10%

-5%

0%

5%

10%

15%

Customersatisfaction

Customerretention Time to hire Cost per hire

perc

enta

ge o

f res

pond

ents

, n=5

06




Key Themes

q Map the Needs q  It Takes a Village q Manage Risk by Building Talent Pools q  Integrate Data to Fine Tune the Hiring Engine


Thanks for your interest in our research!

q  Mollie Lombardi

Research Director [email protected] 617-854-5216


Questions?

Questions and Answers

#TMwebinar

Mollie Lombardi Research Director, Human Capital Management Aberdeen Group [email protected] (p) 617-854-5216

Join Our Next TM Webinar

Workforce Optimization: Designing Your Talent Strategy for Exceptional Growth

Thursday, Sept. 8, 2011 • 

TM Webinars start at 2 p.m. Eastern / 11 a.m. Pacific

Register for upcoming TM Webinars at www.talentmgt.com/events

Join the Talent Management magazine Network

http://network.talentmgt.com/

#TMwebinar

Hiring to Win: Secrets to Sourcing and Selecting Top Talent

Business

Transcript of Hiring to Win: Secrets to Sourcing and Selecting Top Talent