Developing  An  Actionable  Intelligence  Framework        

Tito  Magobet  Director,  Recruiting  Operations  &  Strategic  Programs    

¡  Intro  ¡  Video  ¡  Definition:    What  ¡  Why  

§  Context  &  Key  Objectives  ¡  How  ¡  Supply  and  Demand  Analysis  ¡  Scenario  ¡  Setting  up  a  successful  Client  Discussion  ¡  Integration  ¡  Q&A  

¡  Have  you  ever  felt  like  this  guy?  

………I  know  that  I  have!!  

¡  “Competitive  Intelligence:  A  systematic  and  ethical  program  for  gathering,  analyzing,  and  managing  external  information  that  can  affect  your  company's  plans,  decisions,  and  operations”  (SCIP)  

 ¡  “Competitive  intelligence  is  the  gathering  and  analysis  of  information  from  

human  and  published  sources  about  market  trends  and  industry  developments  that  allows  for  advanced  identification  of  risks  and  opportunities  in  the  competitive  arena.”  (Ben  Gilad,  PhD  )  

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Competitive  Intelligence  is  a  process  which  gives  insights  into  what  might  happen  in  the  near  future  to  

support  business  decisions      

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What  is  Competitive  Intelligence?  

 ¡   Military  intelligence  practices    Sun  Tzu  (Chinese  military  strategist  -­‐  500  BC)  the  Art  of  War  /  Von  Clausewitz,  “On  War”  (Prussian  General  1852)    ¡   National  Intelligence  activity  :  national  security  as  a  policy  

issue  after  War  II  and  link  to  linked  to  political  science.  

¡   More  Business  oriented  around  1980  “Industry  and  Competitor  Analysis”  (Porter,)  

¡   Now  “Competitive  Intelligence  for  Strategic  Decision  Making.”  (SCIP)  

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¡  Proactive  and  systematic  process  for  gathering,    managing,  analyzing  and  using  insightful  people  and  workforce  data  and  analytics  results  to  help  organizations  achieve  strategic  talent  and  operations  objectives.  

¡  Workforce  Intelligence  is  an  emerging  capability  offering  executives  talent  insights  into  the  supply  and  demand  situations  impacting  their  critical  positions.    

¡  Competition  for  top  talent  if  fierce  and  those  who  invest  in  this  capability  will  advance  their  competitive    advantage.  

¡  Strategic  support  of  clients  &  recruitment  initiatives  by  delivering  targeted  information  used  by  recruiters  to  effectively  hire  the  right  people  at  the  right  time.  

¡  Improve  Short  &  Long  Term  Forecasting.  Develop  predictive  models  for  supporting  short  &  long-­‐term  staffing  needs  and  align  sourcing  with  future  requirements.  .  

¡  Decrease  Days-­‐To-­‐Fill.  Gain  a  more  thorough  understanding  of  supply  and  demand  by  skill  set  to  place  the  right  person  in  less  time.  

¡  Continue  to  up-­‐level  the  sourcing  function  as  a  strategic  solutions  provider  and  an  integral  component  to  talent  strategy.  

¡  Produce  value  streams  that  go  beyond  talent  acquisition:  §  Global  Rewards  §  Talent  Management  §  Strategic  Programs    

Strategic  Pillars  

Simplicity   Integration   Coordination  

¡  Recruiting  and  HR  Leadership  Team  ¡  Recruiters  and  Sourcers  ¡  Internal  Product  Marketing  ¡  Corporate  BI  or  CI  if  such  teams  exist  ¡  Communications  ¡  Clients  and  Hiring  Managers  ¡  Employees  ¡  And  of  course…..candidates  

¡  Requires  a  dedicated  resource  (‘s)  ¡  Buy  in  from  the  leadership  team  and  stake  holders  ¡  Establish  an  Intelligence  Development  Lifecycle  (IDL)    ¡  Identify  key  sources  &  systems  

§  Internal  Ecosystem  development  §  External  Ecosystem  development  

¡  Select  a  central  database  or  system  §  Share  Point,  Access,  SQL,  other    

¡  Build  some  simple  tools/templates  ¡  Establish  strategic  joint  partnerships    ¡  Develop  your  intelligence  cycle/rhythm  

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Needs  assessment  

•  Project  Management  

Data  Collection  

•  Publicly  available  data    •  Intellectual  Property  data  

Analysis  of  Data  

•  Industry  •  Competitors  

Delivering  intelligence  

•  Report  •  Action  

ATS  

HRIS  

Intranet  

CRM  

Shared  Drives  

Personnel  New  Hires  

Shared  Drives  

Interview  Notes/Doc  

Focus  Groups  

Bench  Marks  

Phone  Interviews  &  Informationals  

New  Hire  Interviews  &  Intake  Sessions  

Surveys  

¡  Client  Intake  Sessions  ¡  Phone  Screens  ¡  Interviews  ¡  New  Hire  orientation  ¡  Surveys  ¡  Benchmarking  ¡  Focus  Groups  ¡  ERP  Campaigns  

 Think  web  forms,  InfoPath,  even  word  docs.  

Data    Grids  

DNA  •  Employees  •  Titles  •  Previous  Employers  •  Previous  Projects  •  Previous    Titles  •  Previous  Division  •  School/degree  

Demand  • Open  Reqs  •  Pending  Reqs  •  Closed  Reqs  •  Posted  Reqs  • WFP  •  Succession  

Supply  •  ATS  •  CRM  •  Lists/Directories  •  Research  •  ERP  • Wanted    

Determining  which  jobs  high  impact  and    hard  to  fill  

Impact  

Difficulty  

•  The  position  has  been  posted  for  90+  days  yet  is  still  unfilled.  

•  You  have  exhausted  your  typical  search  paths  and  still  not  short  list  or  slate  developed.  

•  The  hiring  manager  has  not  been  happy  with  the  quality  of  candidates  that  you  have  presented.  

 

People  in  the  Workforce   Employers  

Learn  in  Advance  Which  Jobs  will  Be  Hard-­‐To-­‐Fill  

→  Any  position  that  is  to  the  left  on  the  scale  is  hard-­‐to-­‐fill.  •  Talent  Demand  is  larger  than  Talent  Supply.  

→  Any  position  that  is  to  the  right  on  the  scale  is  easy-­‐to-­‐fill.  •  Talent  Supply  is  larger  than  Talent  Demand.  

¡  Computer  Software  Engineers  

¡  Web  Developers  

¡  Network  &  Computer  Systems  Administrators  

¡  Bookkeeping,  Accounting  and  Auditing  Clerks  

 ¡  Law  Clerks  

¡  Office  Clerks  

→  Job  Title:  Senior  Software  Engineer  –  Cloud  Platform  

→ Originally  posted:  7/10/2011  

→  Location:  Palo  Alto,  CA  

→  Keywords:  •  Cloud  Computing  •  Distributed  Systems  •  Software  Engineer  

 

This  posiBon  is  expected  to  be  difficult  to  fill.    It  should  not  be  a  surprise  that  the  posiBon  is  sBll  open  aIer  3  months.  

An  esBmated  count  of  the  talent  pool  in  your  local  market.    These  are  people  who  are  currently  employed  with  different  organizaBons  in  your  area.  

These  are  the  companies  who  are  recruiBng  for  similar  talent  in  your  area.  Review  their  job  descripBons.  

1:  Expand  Your  Target  Tittles  

Review  the  list  of  companies  that  have  previously  hired  for  this  role,  passive  candidates  may  sBll  be  working  at  these  companies.    In  addiBon,  you  may  find  addiBonal  keywords  to  be  used  when  searching  your  database  for  candidates.  

Data  Mash  Ups  

People  •  Employees  •  Applicants  •  Prospects  •  Sources  

Companies  •  Top  Competitors  •  Sectors  •  Industries  •  Universities  

Demand  • Open  Reqs  •  Pending  Reqs  •  Closed  Reqs  •  Posted  Reqs  • WFP  •  Succession  

¡  Companies  ¡  Locations  ¡  Key  Words/Skills  ¡  Ranked  Records  (sliver  medalists/runner  ups)  ¡  Review  Search  Strategy/Short  List  with  Client  ¡  Launch  Network  /Engagement  Campaign  

Go  into  your  launch  discussion  with  your  client  with  the  following:  

¡  Analysis  of  target  sources  &  Orgs  ¡  Alternate  titles  and  locations  to  discuss  ¡  Ranked  Records  (sliver  medalists/runner  ups)  ¡  Review  Search  Strategy  with  supply  &  demand  analysis  

¡  Short  list  of  Ranked  Profiles/Candidates  (A’s)  ¡  Launch  Network  /Engagement  Campaign  ready  to  go.  

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Req   Intake  Market  Analysis  

Search  Strategy   Slate  

Closure  Survey