the new drivers of recruiting and how technology should enable them

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The New Drivers of Recruiting and How Technology Should Enable Them

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Speaker: Steve GoldbergPrincipal Analyst -- HRMS and TMSBersin & Associates

Moderator: Daniel Margolis, Managing EditorTalent Management magazine


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Steve GoldbergPrincipal Analyst -- HRMS and TMSBersin & Associates

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The New Drivers of Recruiting and How Technology Should

Enable Them

Steve GoldbergPrincipal Analyst and Industry AdvisorBersin & AssociatesMarch 1, 2011


Bersin & Associates Bulletin / White Paper

Available to all webinar registrants …RETHINKINGRECRUITING …

MODERNIZING THEWAY WE HIRE


Bersin’s Talent Management Framework


TM Strategy Maturity OpportunitySteady year-over-year growth in understanding the business impact of integrated strategies enabled by technology

How “Mature” is your Talent Management Strategy?

© Bersin & Associates, Talent Management Factbook 2010

More than half of allcompanies still

have an immatureor no strategy

at all.

More than half of allcompanies still

have an immatureor no strategy

at all.


Impact of TM Maturity Levels


Are you willing to sacrifice functionality to standardize on one vendor?

Integration Becoming a Top Priority1/3 of HR Technology Users Are Willing to Sacrifice Some Features for Integration – twice the number from last year

Figure 42

Source: Talent Management Systems 2010, Bersin & Associates, 2009.


Barriers to Value (IBM Study - 2008)


FROM: ERP-enabled HR cost savings, efficiency gains, process optimization

TO: Technology-enabled “ERP”

1990’s

2010/2011


What has the biggest financial impact?

a)40% cost savings in HR Service Delivery• $4 million

b)20% reduction in (undesirable) employee turnover• $12 million

c)4% improvement in employee productivity• $30 million

The “New ERP Acronym”Engagement, Retention, Productivity


Impact of Employee Engagement on Financial Performance

Towers Perrin 2009 Study -- 50 Global Companies


Top HR Metrics on HR ScorecardsBersin & Associates Survey

2010 Survey – Over 1,200 HR Practitioners

Bersin & AssociatesHIHR Research

Nov 2010 – 700+ co’s


2000 2003 2009

Evolution of HR Systems

2006

IntegratedTM Solutionse-Learning

Compensation

PerformanceTalent

2010+

PeopleMgmtSystems

Ma

rke

t G

row

th -

Ad

op

tio

n

HRIS

BenefitsAdministration

Compensation

HiringRecruiting

ApplicantTracking

RecruitingSourcing

LearningManagement

LCMS

PerformanceManagement

CompetencyMgt

SuccessionManagement

IntegratedTalent Management

Compensation

Next GenRecruiting

WorkforcePlanning

HR

MS

/co

re H

R d

ata

+ T

M


HR System Areas Driving HR Dept ImpactBersin & Associates Survey

2010 Survey – Over 1,200 HR Practitioners

Bersin & AssociatesHIHR Research

Nov 2010 – 700+ co’s


9-box on steroids!

Social collab - infused TM

Actionable reports, deep links

HRMS / TMS – 1 platform

Validated video interviews

Job eVites / using Linked-In

Open dev platform PaaS

Integrated succession mgt

Improved core platform attributes

Semantic search - CV’s

Mobile learningsnippets

Kudo’s & raves(recognition)

Coaching mgt optimization

3D Job simulations

Mobile candidate mgt

HR Technology Advances are Plentiful


Your TA System has Reduced the Cost and Time to Hire

45%

30%21%

4%

Bersin & AssociatesTMS Research

July 2010 - 220 co’s


Your TA System has Helped Screen for the Best Hires

47%

38%

9%

4%

2%

Bersin & AssociatesTMS Research

July 2010 - 220 co’s


1. Respondents on these questions either: Were apathetic / had no opinion

orHad no meaningful way to measure (45-60%)

Noticeable Business Impact:

2. TA (40-50%)

2 Take-away’s


Satisfaction By Talent Mgt Module

Bersin & AssociatesC-Sat Research

Sept 2010 – 700+ co’s


SaaS in Now the Preferred Model


How satisfied are you with your current talent acquisition system?

a) Very satisfiedb) Somewhat satisfiedc) Neutrald) Somewhat dissatisfiede) Very dissatisfied

Polling Question #1


Ranking resumes can be exclusionary if based on system determinations, ranking people based on people determinations is more inclusionary

• “False positives” not as detrimental as false “negatives”• Few companies change their ranking criteria job by job – nor do all recruiters

know exactly what the ranking criteria are• People try to game the system

Post and response can be considered an unnecessary expense in today’s networked and connected world

Something to Think About …


Second Generation Hiring Management Systems

Human factors based >>> works how today’s workers work (social) and how they approach the TM parts of their job

Very intuitive >>> drives adoption among diverse stakeholder groups and group members

Goes beyond last generation’s sole automation of what recruiters did

Integration with the rest of talent management

Social collaboration driven, inside & outside the enterprise!



Collaborative or “Social-Inside” Recruiting

Extended hiring team (recruiter, hiring manager, interviewers) and other relevant players within the organization (e.g., Staffing, Finance and/or Compensation Managers) function as one highly collaborative team

Team shares opinions on job success profile, discusses whether suitable internal talent candidates exist, formulates interview strategies, debriefs on interviews, compares candidates, review resumes and add comments directly on document (electronic post-it notes), etc.

Collect informal assessments of fit from employees & managers



4 C’s of Social Collaboration


Changes in the Use of Hiring Tools During the Recession (2009) Source: Monster, 2009


Jobvite Technology

Viral referrals … social network-based sourcing/recruiting (incl PASSIVES)

Auto delivers identifies passive candidates that match job description posted

Auto publishes fresh position./job info to the social networks

Send / forward Jobvite (personal job invitation via LinkedIn, Facebook, Twitter or email

Matching technology suggests matches for the job based on social profile information

Candidates referred by employees are highly qualified; come at lower cost

Auto collects web recruiting analytics



How important is it for you to have social networking / social collaboration capabilities embedded into your talent acquisition system?

a) Very satisfiedb) Somewhat satisfiedc) Neutrald) Somewhat dissatisfiede) Very dissatisfied

Polling Question #2


Improving Usability – Common Features


Team Visualization >> Take Action


Move Toward Strategic Workforce Planning

Right people, with right skills, appropriately deployed, and at right cost to meet both near-term and longer-term business demands

Critical questions … Which jobs / roles and skills are most critical to organizational success, and what related gaps exist today? What gaps might exist down the road given different business assumptions about talent supply and demand? Which jobs serve as ideal “feeder jobs” for critical roles – and average time it takes to be ready to move up? Which key talent are retention risks? What new skill sets are required given new business strategies or directions?

Talent acquisition systems should enable managers and recruiters to quantify potential gaps by projecting & analyzing external supply of talent over time – and linking supply / demand modeling into overall hiring management solution



Employee value indicators (EVI’s) are mined / identified through social platforms

Primary lens for evaluating HR technology: “What’s in it for me” factor -- drives user adoption which drives business value and impact

• Most important thing in real estate is location, location, location ---- Most important thing in HR technology is adoption, adoption, adoption!

Opportunity for Talent Management process and activity linkages are numerous --- including more subtle ones; e.g., PM process outcomes include competency gaps at enterprise level … link that back to workforce planning and recruiting strategies



Traditional Talent Acquisition Metrics• Time and cost-to-fill• % of candidates by sourcing channel• Source effectiveness• Employee retention rates• Total recruiting costs / size of workforce• Total hires or total concurrent req’s managed per recruiter• Internal customer (hiring manager) satisfaction

More Innovative Talent Acquisition Metrics• % of first choice candidates• % of top-rated performers• New employee productivity (e.g., rev / employee)• Time-to-productivity• Total recruiting costs / total compensation of new hires• Recruiting solution adoption rates• % of opt-outs during application process• Degree of process standardization – and related compliance• Number or % of recruiting process ‘defects’ … i.e., bad hires

Final Thoughts -- re Talent Acquisition Metrics


If you’ve already implemented a Talent Management System, which ONE ITEM of the following “HR technology - Business Value Drivers” do you wish you had placed a greater emphasis on …. based on your system adoption and “business impact” results to-date?

a) Change managementb) TM process and technology integrationc) System usabilityd) Leveraging social softwaree) HR-IT competenciesf) HR-IT relationshipg) Data integrityh) System implementation strategyi) None of the above

Polling Question #3

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