talent acquisition systems: update on trends/best practices

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

ACHIEVE TALENTMANAGEMENT SUCCESS

Talent Acquisition Systems: Update on Trends/Best Practices


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Agenda

� Recent Market Trends� Best Practices� Where can we go from here?


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Recruiting Technology Market Evolution

WorkforceManagement

CandidateManagement

ApplicantTracking

Contact ManagementSocial NetworkingContingent workers

Performance Mgmt.

Succession Planning

Learning/Development

Profiling/Job Seeker Mgmt

HRIS-Total Solution

Talent Management


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Recent Market Trends

� Consolidation� Talent Management Suites� New niche products


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The Shifting Market Landscape

� Applicant Tracking– ADP/Virtual Edge– Kenexa/Brassring– Taleo/Vurv– Peopleclick– iCIMS

� Talent Management Suite– Authoria– SuccessFactors– Taleo

� Candidate Relationship Management (CRM)– AIRS Sourcepoint– Salesforce.com

� Workforce Planning– Aruspex– Doublestar– InfoHRM– Vemo

� Reference Checking– Checkster– SkillSurvey

� Search Engine Optimization– Jobs2Web– SEO4Jobs

� Talent Exchanges– Bounty Jobs– Talent Maze


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Technology Selection Methodology

Phase I - Planning� Prioritized business

requirements

� Process mapping and alignment

Phase II - Analysis� RFI/RFP

� Finalist Demonstrations

� Usability testing

Phase III - Selection� Final selection and contract

negotiation

� Gap analysis� Pre-implementation planning

Technical

Functionality

Focus

Capability

CostService

Business

Goal


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TNG Technology Optimization Model

� Critical Success Factors– Technical Infrastructure

– Process Alignment

– Information Management

– Change Management

– Operational Support

� Operational support is

the core driver

� Continuous cycle� Drive the ROI


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Return on Investment

� Cost Based– Reduce FTE’s– Reduce Agency Fees– Reduce Advertising Costs– Provide a view into financial impact of Talent

Acquisition

� Value Add– Improve the quality of Hires– Improve Hiring Process Satisfaction– Alignment with other Talent Management Initiatives


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Steps to Achieve ROI

Val

ue-A

dded

Tal

ent A

cqui

sitio

n

Return on Investment

Talent Acquisition System Implementation

Financial Impact

Retention/Turnover

Performance

Customer Satisfaction

Adoption

User Acceptance/Data Integrity

Effective Recruiting Operations

Tra

ditio

nal

Sys

tem

RO

IB

usin

ess

Str

ateg

y


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Reporting & Metrics Strategy

� Develop a reporting strategy that aligns with your business strategy– Identify and define

organizational goals and objectives

– Identify specific metrics and measures for each goal

– Define reports to manage and maintain visibility

– Identify Gaps


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Where do we go from here?

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

�The role of the Recruiter is to filter and reduce this data to actionable pieces

�We are constantly in search of faster more productive recruiters

�More and more automation is being developed to help a recruiter sift through the enormous amounts of data

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


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The Fish Net Method


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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


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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!


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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?


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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


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New Role for Talent Acquisition

�Become a Talent Coach�Assist the Hiring Manager in developing and maintaining a

network of enough people to hire from (20 – 35).– Identify prospects to be introduced to the Manager’s

network (avoid the old boy network)– Provide the tools for managing the Network (e.g.

LinkedIn, Salesforce.com, etc.)– Attend industry events with the Manager and organize

social events– Assist the manager maintain periodic, systematic

communication with network members�Create a Talent minded culture


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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


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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 the 12 disciples

� What if we apply the principles of Network Theory?


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Network Theory

� Network theory concerns itself with the study of graphs as a representation of either symmetric relations or, more generally, of asymmetric relations between discrete objects.

� Typically, the graphs of concern in network theory are complex networks, examples of which include the World Wide Web, the Internet, gene regulatory networks, metabolic networks, social networks , epistemologicalnetworks, etc

Source: Wikipedia


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Social Network Analysis

� Social network analysis is the mapping and measuring of relationships and flows between people, groups, organizations, computers, web sites, and other information/knowledge processing entities

� The nodes in the network are the people and groups while the links show relationships or flows between the nodes

� SNA provides both a visual and a mathematical analysis of human relationships


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Determining Network Strength

� The shape of a social network helps determine a network's usefulness to its individuals

� Tighter networks can be less useful to their members� More open networks are more likely to introduce new ideas and

opportunities to their members� A group of friends who only do things with each other already share

the same knowledge and opportunities - Cliques � It is better for individual success to have connections to a variety of

networks rather than many connections within a single network. � Individuals can exercise influence or act as brokers within their social

networks by bridging two networks that are not directly linked


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Network Analysis

Closed NetworkOpen Network

Group 1

Group 2

Group 3

Group 4


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Network Analysis Measures

� Betweenness– The extent to which a node is directly

connected only to those other nodes that are not directly connected to each other; an intermediary; liaisons; bridges

� Closeness– The degree an individual is near all

other individuals in a network (directly or indirectly). It reflects the ability to access information through the "grapevine" of network members.


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Network Analysis Measures

� Eigenvector centrality – a measure of the importance of a node in a network. It

assigns relative scores to all nodes in the network based on the principle that connections to nodes having a high score contribute more to the score of the node in question.

� Structural hole – Static holes that can be strategically filled by

connecting one or more links to bring together other points. Linked to ideas of social capital : if you link to two people who are not linked you can control their communication – create value.


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Filling structural holes

Group 1

Group 2

Group 3

Group 4


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Position in Network

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


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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


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A Possibility

� By applying the measures of network analysis to the social networks of our recruiting staff and hiring managers, we can:– Identify gaps, structural holes– Establish specific targets for hiring to fill structural

holes– Identify internal resources in key positions in the

network to develop retention and succession strategies – Assess the value of the overall network and create a

new metric for the dashboard – “Recruiting Capital”– Assign goals and objectives to the team to increase

the Recruiting Capital of the network


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Visualizing The Network


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Thank you!

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