The document discusses trends in recruiting and talent acquisition. It advocates establishing small networks of talent through meaningful relationships rather than large candidate funnels. A case study shows how one company trained "talent coaches" to help managers build networks, improving attitudes towards networking. The presentation concludes by exploring how network analysis tools can measure network strength and quality of candidates.

1. ACHIEVE TALENT
MANAGEMENT SUCCESS
Beyond the Funnel Mentality: Transforming the
Way Companies Engage Quality Candidates
Copyright © 2008. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.

2. ACHIEVE TALENT
MANAGEMENT SUCCESS
Agenda
Evolution and trends in recruiting
A new role for Talent Acquisition
Case Study: Premera
The Science of Networking
Leveraging the tools
Q&A
Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.
.

3. ACHIEVE TALENT
MANAGEMENT SUCCESS
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
Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.
.

4. ACHIEVE TALENT
MANAGEMENT SUCCESS
The Fish Net Method
Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.
.

5. ACHIEVE TALENT
MANAGEMENT SUCCESS
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
Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.
.

6. ACHIEVE TALENT
MANAGEMENT SUCCESS
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!
Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.
.

7. ACHIEVE TALENT
MANAGEMENT SUCCESS
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
Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.
.

8. ACHIEVE TALENT
MANAGEMENT SUCCESS
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?
Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.
.

9. ACHIEVE TALENT
MANAGEMENT SUCCESS
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
Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.
.

10. ACHIEVE TALENT
MANAGEMENT SUCCESS
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
Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.
.

11. ACHIEVE TALENT
MANAGEMENT SUCCESS
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
Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.
.

12. ACHIEVE TALENT
MANAGEMENT SUCCESS
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
Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.
.

13. Talent Network Development Program
A Case Study
Better Health, Sustainable Costs

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
An Independent Licensee of the
Blue Cross Blue Shield Association
14 Better Health, Sustainable Costs

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
An Independent Licensee of the
Blue Cross Blue Shield Association
15 Better Health, Sustainable Costs

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
An Independent Licensee of the
Blue Cross Blue Shield Association
16 Better Health, Sustainable Costs

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
An Independent Licensee of the
Blue Cross Blue Shield Association
17 Better Health, Sustainable Costs

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.”
An Independent Licensee of the
Blue Cross Blue Shield Association
18 Better Health, Sustainable Costs

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
An Independent Licensee of the
Blue Cross Blue Shield Association
19 Better Health, Sustainable Costs

20. ACHIEVE TALENT
MANAGEMENT SUCCESS
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?
Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.
.

21. ACHIEVE TALENT
MANAGEMENT SUCCESS
Network Analysis
Closed Network
Open Network
Group 4
Group 1
Group 3
Group 2
Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.
.

22. ACHIEVE TALENT
MANAGEMENT SUCCESS
Filling structural holes
Group 4
Group 1
Group 3
Group 2
Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.
.

23. ACHIEVE TALENT
MANAGEMENT SUCCESS
Position in Network
Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.
The McKinsey Quarterly: Harnessing the .power of informal employee networks, 2007

24. ACHIEVE TALENT
MANAGEMENT SUCCESS
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
Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.
.

25. ACHIEVE TALENT
MANAGEMENT SUCCESS
Software Enabled Analysis is Coming
www.touchgraph.com
Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.
.

26. ACHIEVE TALENT
MANAGEMENT SUCCESS
Visualizing the Network
Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.
.

27. ACHIEVE TALENT
MANAGEMENT SUCCESS
Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.
.

28. ACHIEVE TALENT
MANAGEMENT SUCCESS
Twitalyzer
Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.
.

30. ACHIEVE TALENT
MANAGEMENT SUCCESS
Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.
.

31. ACHIEVE TALENT
MANAGEMENT SUCCESS
Custom Private Community Portal
Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.
.

32. ACHIEVE TALENT
MANAGEMENT SUCCESS
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
Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.
.

33. ACHIEVE TALENT
MANAGEMENT SUCCESS
Thank you!
Matt Dale
Head of Consulting Australia
Jeremy Paynter
Head of Consulting New Zealand
Copyright © 2010. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.
.