The next (r)evolution of the talent

acquisition function:

Restructuring for success

Claire WeekesSenior Customer Success Consultant

LinkedIn Sydney

Martin CerulloManaging Director, Consulting - Asia Pacific

Alexander Mann Solutions

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>3000talent acquisition

professionals

globally

700+dedicated specialist

sourcers

100+ corporate talent

acquisition clients 6 dedicated client service

centres on 3 continents with

sourcing capability

19 years of sourcing using

corporate brands

85 countries

Alexander Mann Solutions and Sourcing

#intalent

• Why are we seeing this evolution?

• What’s changing and why?

• New subject matter roles from outside talent acquisition

• Competencies, behaviours and career paths

• Measuring success

The next (r)evolution of the talent acquisition function

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#intalent

Context to the (r)evolution

The talent challenge is getting tougher

Talent as an asset and liability

Brand and experience win

Improved efficiency and effectiveness

cost per hire (effective channels, remove waste)

quality of hire (passive and active candidates)

time to shortlist (prequalified talent pools)

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2015 Australian Recruiting Trends Report

• Critical element for transformation is the

sourcing capability

What’s led to the change?

24%

30%

38%

45%

23%

20%

34%

46%

4. Pipelining talent

3. Workforce planning

2. Improving quality of hire

1. Recruiting/sourcing highly skilledtalent

“Think about your talent acquisition organisation’s top priorities for 2014. Which of the following choices would you consider

to be the most important area of interest for your organisation?”

Australia

Global

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Digital, Social and Mobile in 2015

• Continued rise in importance of social and

digital channels

• Information held on potential hires found

across a multitude of channels

• Increased competition, and supply vs.

demand = having to search smarter

What’s led to the change?

Source: Simon Kemp, We Are Social (“Digital, Social and Mobile in 2015”)

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Wave 2

Rise of the

Recruiter

Recruiter

Administrator

Wave 1

HR

HR Generalist

Administrator

What does this (r)evolution look like?

Wave 3

Sourcer Specialism

Recruiter

Sourcer

Administrator

Wave 4

TA Mutation

Recruiter

Sourcer

Researcher

Administrator

Interview scheduler

Reporting specialist

Helpdesk specialist

Performance manager

Data analyst / scientist

Channel planner

Channel procurer

CRM specialist

Channel procurer

Brand manager

Experience designer

Talent community manager

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But the (r)evolution is challenging

Recruiter views:

Sourcer views:

Sourcers are a bit like researchers in a

headhunting firm

Sourcers are entry level

recruiters

We don’t have time to source

I’m only sourcing so I can become a recruiter

Recruiters treat me like an administrator

Our ATS just doesn’t support

sourcing…

Head of Recruiting

Recruitment Manager

Recruiter

Sourcer

Administrator

Dysfunctional traditional career pathChallenging working relationships

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Learning 1: specialisation of task is key

Recruitment

Director

Performance

Manager

Recruitment

ManagerRecruiter Sourcer

Talent

Community

Manager

Interview

Scheduler

Sp

lit o

f tim

e (

sp

ecia

lise

d ta

sks)

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Learning 2: accurately profiling a sourcer

Early

adopter

Influencer Risk taker

Trustworthy

Adaptable Marketer

Insight

driven

Technophile

Expert

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Learning 3: career paths

LevelVolume

Sourcing

Professional

Sourcing

Niche/Executive

SourcingSourcing Strategy Recruiting

1 Response handler Active search specialist N/A N/A N/A

2 Selection specialistPassive search

specialistN/A N/A N/A

3Selection specialist

(functional)Candidate acquisition specialist (functional) Channel buyer Junior recruiter

4Selection Specialist

(whole business)

Candidate acquisition specialist (Whole

Business)Channel planner Recruiter

5 Sourcing team leadership Channel manager Senior recruiter

6 SME or Managerial career pathBrand/Talent

Community ManagerRecruitment Manager

7+ TA Leadership

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Learning 4: relevant and evolving training

What sourcers do today to approach passive candidates

Source: Alexander Mann Solutions/Social Talent Global Sourcing Survey 2014 #intalent

Learning 4: relevant and evolving training

Syllabus Objectives

TechniqueEnsuring the sourcer is an expert in all sourcing

techniques, including Boolean

ChannelEnsuring the sourcer understands the different sourcing

channels. Leads to LinkedIn accreditation

Process & SystemsEnsuring the sourcer can compliantly use all processes and

systems to support accurate reporting and hand offs

Brand & ExperienceEnsuring the sourcer brings the employer brand to life in

the right way, delivering an exquisite candidate experience

Sales

Ensuring the sourcer has the relevant verbal and written

communication and influencing skills to convert prospects

to candidates

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Learning 5: create a community

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Volume Sourcing

Activity

# of applications screened

# of candidates submitted, at assessment centre

# of assessment centres 100% filled

Quality

% of shows at assessment centres

% of hires from assessment centres

Demand fulfillment

Experience delivered

Professional/Niche Sourcing

Activity

# of searches per day

# of prospects identified

# of prospects contacted

Use of paid for channels

Quality

% of prospects converted to candidates

Time to long list

% of candidates accepted by recruiter on shortlist

% of candidates accepted by hiring manager

Experience delivered

Learning 6: relevant measures of individual success

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Talent pool / community strength

Candidate & stakeholder experience (NPS)

Source mix

Waste reduction

0 1 2 3 4 5 6 7 8 9 10

Time taken to present you with candidates to interview

Overall quality of the candidates

Time taken to assess the right candidate

Selection tools available to you to help you select the right candidate

Overall service provide to you to select the right candidate

How well were you kept informed through process

Likelihood of recommending service to another hiring manager

Hiring Manager Net Promoter Score

Learning 6: relevant measures of success (function)

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Parting thoughts

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Questions?

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