fstep webinar: beyond the funnel mentality

Copyright © 2008. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.

ACHIEVE TALENTMANAGEMENT SUCCESS

Beyond the Funnel Mentality: Transforming the Way Companies Engage Quality Candidates


.


Agenda

Evolution and trends in recruiting A new role for Talent Acquisition Case Study: Premera The Science of Networking Leveraging the tools Q&A


.


Evolution and trends in Recruiting

Recruiting has become a frantic attempt to create the largest funnel possible to manage an enormous amount of data

We are constantly in search of faster more productive recruiters

Systems are evolving in an attempt to make things easy while there are many features that are rarely used


.


The Fish Net Method


.


Whale Watching

More aggressive recruiting tactics are being used in the corporate environment

Sometimes referred to as predatory recruiting

Poaching There is no value exchange,

only taking This is not a sustainable form

of networking


.


Manager Involvement in the Process

Movement toward manager self service

Goal is to establish accountability for hiring

In what part of the hiring process do we really want the manager to be engaged?

Once you finish entering those requisitions, HR said we should have at least five top quality candidates to talk to in just 4 weeks!


.


The Quality Challenge

The tools and technologies offer the promise of higher quality

The speed of the competitive talent market is shortening the time we have to get to know a candidate

Assessments help, but we still do not know the true quality until after we see the person in action

Quality of hire measures can only take place post hire– Engagement survey– Manager survey, performance review– Peer review


.


Stepping up to the challenge

Rather than attempting to improve the filtering process to increase the quality of the output

We should focus on putting higher quality candidates into the funnel

How?


.


Building a Manager’s Network

Manager’s should be engaged in maintaining a network of talent

True networking is not aggressive

It is about establishing and leveraging relationships

There is value exchange in a relationship

A value based network becomes a sustainable source


.


A shift in thinking

Rather than building the biggest possible funnel

Establish a small network of talent to meet the hiring needs of a single manager

Create a network community by delivering value to the members

– Routine gatherings, online or in person

– Web portals for content and collaboration

– Turn acquaintances into relationships

– Engage in activities to get to know each other

Hiring people we know, increases quality


.


New Role for Talent Acquisition

Become a Talent Coach Assist the Hiring Manager in

developing and maintaining a network of ~ 20 – 35.– Identify prospects to be

introduced to the Manager– Provide the tools (e.g.

LinkedIn, Salesforce.com)– Attend industry events and

organize social events– Assist the manager maintain

periodic, systematic communication with network members

Create a Talent minded culture


.


Establishing New Role for Talent Acquisition

Step I– Identify Managers who will be hiring critical talent– Determine the number of networks to be established and relative size

requirements based on hiring goals, and demographics– Establish criteria for inviting participants to the network– Educate managers on networking basics and protocol

Step II– Interview leaders who already operate as talent scouts– Determine the tools to be used for managing the information– Identify opportunities to provide relevant and meaningful content to participants

(news letters, press release, CE opportunities)– Develop a calendar of events (trade shows, ball games, association meetings,

etc.) Step III

– Establish goals for network production, number of hires and number of referrals– Identify method for data to be captured –different than source of hire– Monitor results and make adjustments

Better Health, Sustainable Costs

Talent Network Development Program

A Case Study


An Independent Licensee of theBlue Cross Blue Shield Association

14

About Premera• Health Benefits Provider: $3 Billion revenue, 1.7 million

members• Operations in Washington, Alaska, Oregon• 3,000 Employees, 6 recruiters• Our hiring includes IT, Nurses, Actuaries, Customer Service

& more• Our Business Environment

– Economic Pressures

– Industry Changes - Health Care Reform on the Horizon

– New Business Strategy

– Importance of Talent as Critical to Business Success



15

Our Challenge: engage managers and create a more agile sourcing strategy

• Shift mindset from posting to sourcing • Use resources efficiently – more resumes doesn’t equal

better candidates• “Sourcing is Recruiting’s Job”• Need for flexibility and scalability• Build manager ownership and accountability for talent



16

Innovative and simple approach• Objectives

– Improve manager attitude towards networking

– Increase manager ownership and accountability

– Build networks with capability to produce viable candidates

– Get better candidates into the pipeline to generate quality hires

• Talent Network Development Program Elements– Recruiters were “Talent Coaches” - provided 1:1 support, tools and

resources

– Piloted process across the business

– Established small, effective networks of talent to meet needs of a single manager

– Networking efforts focused on exchange of value vs. a specific recruiting effort

– Used surveys to measure results



17

It worked!

• Program Results: – 30% improvement in attitudes towards effectiveness of

networking skills – 40% improvement in ratings of the value of networking as very

important or essential to managers’ professional success– 50% improvement in usage of online networking tools – 50% improvement in leveraging network for non-recruiting

purposes– 80% of respondents rated support from their Talent Coach as

very or extremely important– 100% of respondents are more comfortable with networking and

plan to take action to build their network



18

And, managers liked it…

• Feedback:

“I think this is a great focus. Many people struggle in this area and I believe it has huge opportunity.”

“Recommend this to all managers. Tips provided by Recruiting Partner were invaluable.”



19

What we learned

• Don’t apologize for asking managers to network – instead, make it part of “How we do things here” and our partnership

• Build simple, online tools. Example: “Linkedin Tip Sheet”• Teach them how. Example: “Getting Great Talent” workshop• Peer Pressure works. Recruiters recognize managers who do

it well• Difficult to measure ROI right away, it’s a shift in thinking

and takes time• Share the results you do have, early and often to build

adoption


.


Taking it to the next level

It is widely accepted that the stronger the network the better results

How do we measure the strength of a person’s network today?– Number of entries in the rolodex– Contacts in the outlook folder– Number of connections on Linked-in

Anecdotal references– “She is really well connected”– “He knows everyone and their brother”

What if we apply the principles of Network Theory?


.


Network Analysis

Closed NetworkOpen Network

Group 1

Group 2

Group 3

Group 4


.


Filling structural holes

Group 1

Group 2

Group 3

Group 4


.


Position in Network

The McKinsey Quarterly: Harnessing the power of informal employee networks, 2007


.


Social Capital

"refers to the collective value of all 'social networks' and the inclinations that arise from these networks to do things for each other“

social capital can be measured by the amount of trust and "reciprocity" in a community or between individuals

Robert D. Putnam, Bowling Alone


.


Software Enabled Analysis is Coming

www.touchgraph.com


.


Visualizing the Network


.



.


Twitalyzer


.



.


Custom Private Community Portal


.


Final comments

The tools are changing – we need to change the way we use them

Establishing value based networks is a sustainable source of quality candidates

Managers must participate in the networking to create the quality

Different model for investment of recruiting budget; Be selective in the application, where does it make the most sense

Measure, measure, measure


.


Thank you!

Matt Dale

Head of Consulting Australia

Jeremy Paynter

Head of Consulting New Zealand

fstep webinar: beyond the funnel mentality

Documents