Level the Playing. Presented by Elaine Orler Talent Function Group, LLC. Sponsored by Hodes iq

Transcription

1 Level the Playing Field: Recruiting Like Field: Recruiting Like the Big Guys Presented by Elaine Orler Talent Function Group, LLC Sponsored by Hodes iq

2 Talent Function Group Talent Function is a consultancy whose mission is to facilitate the evolution of the corporate staffing function. Talent Function helps staffing leaders and solution providers to deliver results for their clients. Talent Function combines project based consulting li with ih executive coaching services to address the people, practices, and software that make up the Talent Acquisition function.

3 Agenda Defining the Market Market Drivers Topic 1: Economy Topic 2: Culture Topic 3: Technology Mki Making the Case for Change Managing the Change

4 Mid Market Definitions A A medium sized company, usually one with 10 to M O employees Large-cap: $10 billion $20 and revenues of $10 million to $50 million. Mid-cap: $1 billion $10 They collectively employ Small-cap: p $30 million $1 more people p than large companies, and usually M have a less formal structure. N B 50 businessdictionary.com There is no specific definition of how many employees a midmarket company has, but, in general, experts say the number is between 50 and Midmarket companies are often subject to stricter regulations than small businesses; for example, some states exempt small businesses from minimum wage laws. For this reason, companies ought to be cautious when hiring their fiftieth or hundredth employee. thefreedictionary.com

5 Tween Definition Copyright 2004, 2005 Business Metamorphosis LLC. All rights reserved. Tween

6 Market Drivers Economy Economy Changed in the business sales Changed in business direction Changed the resources to your customers Changed the customers expectations around costs and experience Technology Culture Technology Changing how we communicate Changing how we position the business Changing the way we live Making it difficult to be on the cutting edge and stay ahead of everyone else Culture Changing what work needs to be done Changing how work is completed Changing where work is done More hours, less pay have become the norm Cost cutting vs. Revenue generating

7 History of Recruiting in a Down Economy Reactive: Slam on the Brakes Focus: Reducing cost vs. Increasing Revenue Investments: Delayed, or abandoned Budget: Rapidly decreasing Talent Market: Higher unqualified, lower qualified talent pool Responsibility: Support downsizing efforts and communication i

8 History of Recruiting in a Growth Economy Proactive: Pedal to the Metal Focus: Future Hires driving revenue Investments: Rapid changing technology Budget: Incremental increase for fix it projects Talent Market: Steady stream of unqualified, potential qualified now interested Responsibility: Support headcount planning, sourcing, and placements

9 Recruiter Role Changing Proactive Sourcing Talent Strategist Specialized, targeted Variable processes based on type of talent Few qualified active candidates stronger sourcing efforts Strong social networking, relationship building with external ltl talentt General area of disciplinei Consistent process for identifying talent Harvest candidates from broad categories of qualified resumes/ profiles Strong relationship with line mgmt for continuous recruiting Aligns the efforts within the overall business Understands broad resource objectives, needs and gaps Expert in pinpointing the need and the sourcing plan Strategic alignment of talent across the business

10 Recruiting Model Shift Centralized Outsourced Decentralized Generalist

11 Constant Change in Recruiting Models Centralized Dedicated staff Recruiter team work Standard processes Decentralized Various roles participating in recruiting Individualistic recruitment Localized processes Standard reports/metrics Varied reports/metrics Position volume shared across the team Direct line reporting structure Outsourced Multiple companies supported Recruiter team work Process ownership and accountability Standard reporting/ metrics Position volume varied Consensus voting with optional participation Generalist Multiple job responsibilities Employee Relations critical Limited recruiting experience Individualistic recruitment Varied reports/metrics Position volume varied

12 Polling Question Given the current recruiting model, how likely are you to consider a new model given a recovery year? A. Yes Considering all of the options B. Yes Already moving to a new model C. No Satisfied with how we arestructured today

13 2010 Recruiting Technology Landscape Talent Acquisition Systems (TAS) Candidate Relationship Management (CRM) Job Distribution Management Pre Screening and Assessment Program Management (ERP, College) Volume Recruiting (Event Management) Internal Mobility Onboarding Management Human Resource Mgmt Systems (HRMS) Benefits Payroll Employee Management Applicant Tracking Systems (ATS) Applicant/Resume Management Candidate Career Portals Talent Management Systems (TMS) Applicant Tracking Performance Management Succession Planning Learning Management Competency Management Compensation Management

14 Applicant Tracking

15 New Recruiting Technology for 2010

16 Talent Management HCM

17 Where are we today? Limited insight into what s needed to build for the future Constrained resources due to tight budgets Lack of continued attention on improving technology utilization and adoption Change inleadership, direction, business model We ve always done it this way. Every time we implement something new the Recruiters revert back to a manual process.

18 Redefine the Future Define YOUR new reality Economy What is the market temperature for your company Whatis the business doing to shift? (Line management) Step 1 How are the candidates/applicants changing Have the applicant expectation changed Know YOUR company What are the business competencies Whatarethe are the business strengths Step 2 Who are the recruiting resources What funds the recruiting efforts Reinvent for YOUR new reality Define a course for change Assess Optimization or Transformational projects Step 3 Measure impact and return on investment Manage partners/vendors

19 Optimization Or Transformation The design and operation of a system or process to make it as good as possible in a definitive method A marked change in appearance or action with an emphasis on drastic improvement and outcomes

20 Always consider: 1. Flexibility in thinking 2. Efficiency in delivery 3. Action oriented Increase Strategic/ Decrease Administrative 4. Innovation as the baseline 5. Peek around the corner (talk to others) 6. Differentiation everything is a commodity 7. Leverage resources (people, time, money) 8. Celebrate the opportunities and the victories 9. Focus on bottom line growth

21 Typical Vendor Selection Activities Selection Activities Requirements Gathering Discovery Workshop RFI: Request for Information Pre qualifying questions RFP: Request for Proposal Vendor Demonstrations Presentations Executive Briefings Usability Study Hands on testing Application Fit/Gap Contract Negotiations Documentation Goals/Objectives Process Flows Critical Criteria Knock out questions Formal RFP Demo Scripts Evaluation Forms Usability Testing Scrip Functionality Matrix

22 Vendor Management/Partnership Know your Vendor Manage the Vendor Relationship If you don t manage them, they WILL manage you. Only pay for measured performance Ensure your contract is: Enforceable Manageable Control information

23 Vendor Performance Criteria Price Financial Viability Attitude Training Resources Facility Location IT Resources Capacity Speed Delivery Performance Damages On Time Deliveries PO Correctness Product Availability Dependability Labor relations Quality Past History Warranties Costing Procedures Information Sharing Company Reputation Cycle Time Product Availability Flexibility Reliability Order Cycle Time Lead Time Quality control

24 THANK YOU! Elaine Orler Talent Function Group