Is Your Recruitment Platform Ready for the Recovery?: Updating Your Technology
-
Upload
ere-media -
Category
Technology
-
view
1.079 -
download
1
description
Transcript of Is Your Recruitment Platform Ready for the Recovery?: Updating Your Technology
Is Your Recruitment Pla2orm Ready for
the Recovery?
Presented by Elaine Orler
Talent Func4on Group, LLC
Talent Func4on Group
Talent Func4on is a consultancy whose mission is to
facilitate the evolu4on of the corporate staffing
func4on. Talent Func4on helps staffing leaders and
solu4on providers to deliver results for their clients.
Talent Func4on combines project‐based consul4ng with
execu4ve coaching services to address the people,
prac4ces, and soFware that make up the Talent
Acquisi4on func4on.
Agenda
Market Overview
Take Inventory
Make a Decision
Improve on what you have
Transform to something new
Follow Through
Polling Ques4on
What keeps you up at night preparing for a recovery?
A. I need more staff to meet the influx of requisi4ons to fill
B. I have staff but our tools/technology are holding us back
C. I need to start over with people process and technology
D. Everything is great – we’re ready.
Metaphors to describe 2008 ‐2009
1. Bailout 2. Joe The Plumber 3. Angry Whopper
4. Toxic assets 5. Rock‐star 6. Addic4on 7. Perfect storm 8. Train wreck
9. Surge 10. Ratchet
hdp://www.metaphorobservatory.com
History of Recrui4ng in a Down Economy
Reac4ve: “Slam on the Brakes” Focus: Reducing cost vs. Increasing Revenue
Investments: Delayed, or abandoned
Budget: Rapidly decreasing Talent Market: Higher unqualified, lower qualified talent pool
Responsibility: Support downsizing efforts and communica4on
History of Recrui4ng in a Growth Economy
Proac4ve: “Pedal to the Metal” Focus: Future Hires driving revenue
Investments: Rapid changing technology
Budget: Incremental increase for ‘fix it’ projects
Talent Market: Steady stream of unqualified, poten4al qualified now interested
Responsibility: Support headcount planning, sourcing, and placements
Recrui4ng Model ShiF
Polling Ques4on
Given the current recrui4ng model, how likely are you to consider a new model given a recovery year?
1. Yes – Considering all of the op4ons
2. Yes – Already moving to a new model 3. No – Sa4sfied with how we are structured today
• General area of discipline
• Consistent process for iden4fying talent
• Harvest candidates from broad categories of qualified resumes/ profiles
• Strong rela4onship with line mgmt for con4nuous recrui4ng
Recruiter Role Changing
• Specialized, targeted
• Variable processes based on type of talent
• Few qualified ac4ve candidates – stronger sourcing efforts
• Strong social networking, rela4onship building with external talent
• Aligns the efforts within the overall business
• Understands broad resource objec4ves, needs and gaps
• Expert in pinpoin4ng the need and the sourcing plan
• Strategic alignment of talent across the business
Proac4ve Sourcing Talent
Strategist
Talent Acquisi4on with Talent Management
Talent Acquisi<on Adjus4ng to the Speed
of the Market
Talent Management Adjusts to the speed of
Business
2010 Recrui4ng Technology Landscape
Applicant Tracking Systems (ATS) • Applicant/Resume Management
• Candidate Career Portals
Talent Acquisi<on Systems (TAS) • Candidate Rela4onship Management (CRM)
• Job Distribu4on Management • Pre‐Screening and Assessment • Program Management (ERP, College) • Volume Recrui4ng (Event Management) • Internal Mobility • Onboarding Management
Talent Management Systems (TMS) • Applicant Tracking • Performance Management • Succession Planning • Learning Management • Competency Management • Compensa4on Management
Human Resource Mgmt Systems (HRMS) • Benefits • Payroll • Employee Management
What is Recrui4ng Technology in 2010?
Mobile Applica<ons
Online Assessments
Social Media Video
Adver4sing/Marke4ng
Candidate Rela4onship Management
Interview/Assessments
New Recrui4ng Technology for 2010
Talent Management… HCM…
WHERE ARE WE TODAY?
Limited insight into what’s needed to build for the future
Constrained resources due to 4ght budgets Lack of con4nued aden4on on improving technology u4liza4on and adop4on
Change in leadership, direc4on, business model
“We’ve always done it this
way”. Every 4me we
implement something new the Recruiters
revert back to a manual process.
Rebuilding a Recrui4ng Technology Strategy
Talent Acquisi4on Focus Understand: Technology Adributes and Capabili4es Decide: Op4miza4on or Transforma4on
Manage: Vendor Rela4onships/Partnerships
Process Adributes and Planning Framework
1. Inventory what we have.
Op4miza4on Or Transforma4on
op∙<∙mi∙za∙<on [op‐tuh‐muh‐zey‐shuhn] 1.the fact of op4mizing; making the best of anything. 2.the condi4on of being op4mized
trans∙for∙ma∙<on [trans‐fer‐mey‐shuhn] –noun1.the act or process of transforming. 2.the state of being transformed. 3.change in form, appearance, nature, or character.
CRM
College (Event)
Recrui4ng
Process and Technology Current State
Metrics/ Analy4cs
Employee Referral
Agency Mgmt
High Volume (Hourly)
Interviewing
Pre‐Screening
Internal Mobility
Assessments
Adver4sing Job Distribu4on
Verifica4ons
Interviewing
On‐Board
Taleo
HireRight
Avature
Quest
ADP‐WOTC
Arbita
Bernard Hodes
Cendant
KMS
Assess Systems
HireVue The Right Thing/AIRS
Process and Technology Integra4on Opportunity
Talent Acquisi4on System
Job Dist CRM
Emp. Referral
Agency Mgmt
College Programs
Adver4sing
Pre‐Screen Assess
Internal Mobility
Interview
Verifica4on
On‐Board
Metrics
High Volume
Ques4ons to consider
What are the pains in recrui4ng for this organiza4on?
What are considered the most cri4cal posi4ons to fill?
Who owns the staffing and recrui4ng decisions? How oFen are the recrui4ng processes evaluated and updated?
Is our recruiter workforce centralized or decentralized?
What percentage of 4me are the recruiters spending on manual processes?
How long have the recruiters been with the company?
Who is responsible for the overall success of staffing? If mul4ple people have equal responsibility, how many are there?
Ques4ons to consider….
Who is the automa4on champion? How well do they understand staffing/recrui4ng automa4on?
Is there a realis4c budget? What are the steps to get a purchase order signed? Who has authority to approve purchases? What is the 4meframe for a system selec4on?
Anything less than 4 months, is at risk.
Are we considering RPO as an op4on?
Going Forward: Vendor Management/Partnership
Know your Vendor Manage the Vendor Rela4onship
If you don’t manage them, they WILL manage you.
Only pay for measured performance Ensure your contract is:
Enforceable Manageable
Control informa4on
Ques4ons/answers