Talent Pools, Pipelines & Communities

2

Workforce Strategy, Analytics & Acquisition

Lockheed Martin Proprietary Information

Talent Shortages Digital Era Social Expectations

Megatrends Impacting TA

3



Talent Shortages Aberd

een

Resea

rch

Tower

s W

atso

n

Beyon

d.co

m59

61

63

65

Shortage of Required Skills

So unlike the talent war of the 1990s and 2000s, which was driven by a lack of supply of all talent, today’s war is all about a lack of supply of the right talent.--Gary Burnison Chief Executive Officer at Korn/Ferry International

http://www.linkedin.com/profile/view?id=281874400&authType=name&authToken=kNSb&goback=.mpd2_*1_*1_*1_*1_*1_*1_20131119001515*5281874400*52014*5a*5new*5war*5for*5talent&trk=mp-ph-pn

http://www.linkedin.com/profile/view?id=281874400&authType=name&authToken=kNSb&goback=.mpd2_*1_*1_*1_*1_*1_*1_20131119001515*5281874400*52014*5a*5new*5war*5for*5talent&trk=mp-ph-pn

4



Digital Era

In 2014, the majority of job seekers begin their search on the web, not traditional job boards or sites.

In fact, more than two-thirds of job seekers list search engines as a primary source for initial job market research. --The Talent Equation-2014

More job key word searches are conducted in one month on Google that all year on Monster.com--Doug Berg, Founder Jobs2Web

Digital Era Media Shift

5



Digital Era

In 2014, research tells us that job seekers use an average of 16 different sources in their job search

Digital Era Media: Sources

6



Digital Era

2006 2009 2010 2011 2012 20130

10

20

30

40

50

60

PassiveNeutralAcitve

©2013 Corporate Executive Board. All Rights Reserved.

In 2014, research tells us we have shifted from an active candidate market to a passive candidate marketplace.

Digital Era Audience: Passive

7



Digital Era

70

74

78

8277

80 79

75

84

In 2014, research tells us that at least 75% of employed people are willing to listen to an offer.

Digital Era Job Seeker: Willing

Digital Advertising Disconnect

8



Social Expectations

The social revolution has changed the

expectations of our target audiences.

If an employer fails to provide useful, attractive candidate information on his jobsite, he now pays a direct brand penalty.

--David Earle, Staffing.org 2012

9



Social Realities

Talent Expects Us to Be Social

Talent Expects Us To Be Social Engaged

Talent Expects Us to Be on Social Platforms

Talent Expects Us To Provide Relevant Information

Talent Expect Us to Be Transparent

10



Web Trend 1

Deter Potential Prospects

“94% of customers trust word of mouth over recommendations over company advertising”

– Forrester Research, March 2013

11



Web Trend 2

Decisions Are Made on Web Information

“today’s buyers might be anywhere from two-thirds to 90% of the way through their journey before they reach out”

-Forrester Research, October 2012

12



Social Backlash to Bad Experience

86% of consumers quit doing business with a company because of a bad customer experience, up from 59% 4 years ago.

–Harris Interactive Feb 2012

13



Social Expectations

Almost Half of All Respondents Use Glassdoor When Job Hunting

Software Advice polled a total of 4,633 respondents in the US to learn what impact Glassdoor reviews have on their decision to apply for, and accept, jobs.-Jan 8, 2014

http://www.softwareadvice.com/

14



Of those candidates with a positive recruiting experience• 62.0% would be ‘extremely likely’ to re-apply in the

future• 61.5% would ‘actively encourage’ others to apply• 82.3% would share their positive experience with

their ‘inner circle”• 50.4% would share their positive experience

publicly [online, blogs, etc.]

Of those candidates with a negative experience• 24.7% would ‘definitely not’ re-apply in the future• 27.0% would ‘actively discourage someone else

from applying’• 65.0% would share their negative experience with

their ‘inner circle’• 32.0% would share their negative experience

publicly

Candidate Experience Awards 2013

(responses from 46,000+ candidates about from 90 firms by the Talent Board

Candidates Will Share a Negative Experience

15


Questions?

16



Talent Sourcing

The proactive identification, engagement and assessment of talent focusing solely on non-applicants (typically passive talent) with the end goal of producing qualified, interested and available candidates.

– Glen Cathey

17



Strategic Talent Sourcing Lens

Strategic Sourcing—identifying and engaging the talent the organization will need over the next 3-5 years. Strategic talent sourcing has the following elements:

• Talent Identification-targeted sourcing

• Talent Data-aggregated sources• Talent Engagement• Talent Mapping-WFP• Talent Intelligence-Competitive Intell

18



Talent ShortagesSocial RevolutionDigital Era

Talent Pool Talent Pipeline Talent Community

19



Talent Pool

A Talent Pool is a target audience or segment that have been roughly qualified and will be part of an outreach initiative

Talent Pipeline

A Talent Pipeline is a pool or target audience that we are engaging and relationships are being cultivated (i.e. what the Strategic Sourcing team is currently doing)

Talent Community

A Talent Community is an interactive group of people joined together by a common interest or affinity that offers the ability for its members to communicate with each other. It is about them, not about us.

20



Talent Pool

A Talent Pool is a target audience or segment that have been roughly qualified and will be part of an outreach initiative

Co

mm

un

icat

e

Ch

ann

el

Co

nve

rsat

ion

Co

nce

ive

Co

mm

un

ity

Vision

Mission

Strategy

Tactics

Talent Landscape

Talent Mapping

Identify Talent

Talent Data Aggregation

Scrub Talent Data

Select Platforms or Tools

Content

Compelling Messages

Valuable Information

Engage

Share

Gage Interest

Nurture Relationship

Measure

Analyze

21



369 Prospects

63 Screen/Vet

17 Presented

170 Responses

10 Interviewed

3 Hires

22



Fast--1 Week Result:

Timing was critical for the business;

68% of the responses, 8 were presented and 3 were interviewed

Project Timeline: Multiple Software Engineering

positions. Sourced talent from 8 different sources. Start to finish of

the project was 7 weeksResults:

60% of the candidates presented-

interviewed; 30% of the candidates interviewed

received offers; 100% of the offers were

accepted Iterative Messaging:

Achieved 38% visitation rate by the target audience -- an improvement of 90% over

the 20% for the initial email

23



Talent Pipeline

A Talent Pipeline is a pool or target audience that we are engaging and relationships are being cultivated (i.e. what the Strategic Sourcing team is currently doing)

Co

mm

un

icat

e

Ch

ann

el

Co

nve

rsat

ion

Co

nce

ive

Co

mm

un

ity

Vision

Mission

Strategy

Tactics

Talent Landscape

Talent Mapping

Identify Talent


Scrub Talent Data


Add Talent Pool

Content

Compelling Messages

Valuable Information

Engage

Share

Gage InterestNurture Relationship

Measure

Analyze

24



Peter Bugnatto-Cyber Pipeline

Built “street cred” in that cyber community through conversations

+ industry events

Became “trusted advisor” with

internal clients

Anticipated the need for cyber talent

Built 1:1 relationship with

cyber talent segment

Engaged people; recruiters, & hiring

managers

2013 cyber pipeline:1359 (900 provided resumes) targets in

conversation

Current internal clients: (30)

recruiters + hiring managers

2013 impact of cyber pipeline =

29% of expro cyber hires

(non-incumbent capture)

Took a strategic view: cyber needs over the next one to five years

25



A Talent Community is an interactive group of people joined together by a common interest or affinity that offers the ability for its members to communicate with each other. It is about them, not about us.

Co

mm

un

icat

e

Ch

ann

el

Co

nve

rsat

ion

Co

nce

ive

Co

mm

un

ity

Vision

Mission

Strategy

Tactics

Talent Landscape

Talent Mapping

Identify Talent


Scrub Talent Data


Add Talent Pools/Pipelines

Content

Compelling Messages

Value Engage

Share

Gage Interest

Nurture Relationship

Measure

Analyze

26



How Do You Improve On Award Winning Work?

Innovation: Live Chat for Veterans & Wounded Warriors

Pioneered: • Dedicated Military Recruiters• Nationwide in-person outreach to

transitioning military• Dedicated Military Hiring website• Separate brand/identity

Internal Community: Military Veterans Leadership Form, EEO/D&I, LM Military Philanthropy

Awards: Industry recognition

Evolution of great workstream

Industry Collaboration: US CofC, HoH, 100,000 Jobs Mission

27



Veterans Transitions on the Rise

According to estimates from the Departments of Defense and Veterans Affairs, approximately 300,000 active-duty personnel will leave the armed services in the next few years and seek to transition into private-sector jobs.http://www.shrm.org/hrdisciplines/staffingmanagement/Articles/Pages/Hiring-Vets-the-Right-Way.aspx

http://www.shrm.org/hrdisciplines/staffingmanagement/Articles/Pages/Hiring-Vets-the-Right-Way.aspx




28



Rationale

Create a community that taps into the Lockheed Martin

ecosystem-employees, customers and alumni

Military experience is important to

Lockheed Martin—nearly 30% of

employees have served

Former military are key talent sector for short and long term

Lockheed Martin goals Lockheed Martin is committed to giving back to this talent

segment

10-12% of Lockheed Martin external hires are

from transitioning military

29



Formula: Connections + Content + Comments + Conversations = Community

Connections: the growth of the community

Community: measure and analyze the health of the community

Content: the value add to the community

Comments: the conversation starters or sparks to drive discussions

Conversations: engaging the community

30



Target Audiences (Personas)

Veterans Pre-

transition

Veterans Post

Transition

Veterans In

Transition

Content Aimedat How to Transition

to a Civilian Job

Content Aimed at Planning a Transition to Civilian Life

Content Aimed at Career

Management

Messages = Personal & Contextual

• Veteran Transition to Civilian Work

• Civilian Job Market Realities

• Lifetime Learning

• Job/Career Research

• Career Networking

• Career Management

• Resume Prep• Interview Tips• Job Search

Management

31



Content Stream

32



Talent Community: Direct Benefits

• Talent is in control of the frequency of the interaction

• The conversations are on topics that are of interest to the talent

• Iterative compelling interactions allows talent to build relationships and trust

• Allows talent to draw conclusions about the internal team

• Allows talent to be top of mind when they decide to make a career move

33



• Maintaining Relationships with Passive Candidates

• Keeping in Touch with Qualified Peers• Keeping in Touch with Organization

Alumni• Mentoring Interns/Students• Encouraging Members of a

Professional Community to Join Organization

• Presenting Work at Professional Organizations

Talent Community: Indirect Benefits

34


Questions?

35



Teri MatzkinMarvin Smith

www.linkedin.com/in/terimatzkin www.linkedin.com/in/marvsmith

@talentcommunity

Talent Pools, Pipelines & Communities

Recruiting & HR

Transcript of Talent Pools, Pipelines & Communities