Sourcing talent key recruiting differentiator part 1 B

Recruitment Workshop
Sourcing
in a global talent landscape
Part 1 B
What & How - A STEP process
1
Alexander Crépin
recruitment strategist, coach & trainer
freelance, interim recruiting & management
Alexander Crépin AC@Recruitmentcoach.nl

Recruitment Workshop
Sourcing in a global talent landscape
Part 1 A: What & How - A STEP process
Part 1 B: What & How - A STEP process
Part 2 A: Data Landscape Overview
Part 2 B: Sourcing Craftsmanship
Part 3: Sourcing Tools, Methods & Tech
2

Sourcing: A STEP Process
1. Analyse Need & Market, define / refine search
2. Search Leads, find people matching profile
Sourcing Talent
3

AttractStrategize
SAAA Corporate Recruitment Model
Analyse Search Trace Engage Present
AppointAssess
Talent
Acquisition
A STEP = Sourcing Talent
Outbound
Job Branding
4
Inbound

STEP Sourcing Funnel
Leads• Search
• Trace
• Engage
• Present
Sourcing Talent
300

Sourcing Search
• Find Target Talent
• Identify leads, potentially matching talent by
• Applying conclusions from Analysis +
Methods, Tools & Technology
(to be addressed later in this workshop)
Sourcing Talent
6

Sourcing Search
• Find Target Talent
• Identify leads, potentially matching talent
• Talent identification most critical step in
recruiting life cycle!
• No talent engagement & hiring when talent
isn’t found & pre-qualified in the first place!!
Sourcing Talent
7

Sourcing Search
• Internet is “The Data Base”! more (professional &
personal) data than ever before
• Both structured & unstructured
• Digital Footprints opportunity to find talent
• To make informed, data-based decisions
• Remember:
Internet was neither built nor intended for sourcing talent. So search
engines also have their limitations
Sourcing Talent
8

Sourcing Search
• Digital Footprint only as good as willingness &
discipline to share/update data/info
• Lot of database (CV/ATS) data frequently
lacking specificity & out of date!
• Additional investigative research and/or
advanced “profiling” techniques necessary
Sourcing Talent
9

Sourcing Search
• Adjust/refine search query or identify/develop
new/alternative ones
• Look for people in a broader sense, also outside
regular channels like Linkedin Don’t exclude job boards
• Use “deep” web human capital data
• Identify indicators of likelihood to switch!
• Almost impossible to filter out all irrelevant output
• Provide list of leads
Sourcing Talent
10

Sourcing Search Queries
Developing/Refining Query or Queries
• Query = Formal information need, a request for
information about something
• Translating profile input (skills, experience, qualifications,
etc.) into queries to use in search engine(s)
• No best way, search queries likely differ per
Sourcing specialist!!! (nor do they return same output)
(later more in Methods & Tools)
Sourcing Talent
11

Sourcing Search
Indicators of likelihood to be open to switch!
‒ How long in job? - Performance Bonus pay time
‒ Location? Travel time - Salary structure
‒ Career perspective?
• Analyse average period in job
• Analyse career advancement rate in type of jobs
Some tools (algorithms) trying to provide insight:
• Crystal social predictor
• Entelo Sonar
Sourcing Talent
12

Sourcing Search
NB
• Finding Target Talent based on best
match with keywords search string
• Not same as finding the best possible
talent !!!
Sourcing Talent
13

3. Trace Prospects, contact & exchange info
Sourcing Talent
14

Leads
Prospects
• Search
• Trace
• Engage
• Present
Sourcing Talent
300
90

Your questions ?

Sourcing Trace
from Leads to Prospects
• Pinpointing target talent
• Follow the digital trail of leads
• Collected data, Check value / up-to-date
• Use data to build/ refine profile of leads
• Match profile & search criteria
• Find out how to contact/connect prospect talent
Sourcing Talent
18

Sourcing Trace
from Leads to Prospects
• Develop longlist, shortlist & network list
• Discuss finding with hiring manager
• Explore (inside) network connections to reach
out smarter
Sourcing Talent
19

Sourcing Trace
Challenge: Matching imperfect resumes
• Average candidate is not professional resume writer
• Resumes by nature imperfect & poor representations
of a person’s experience & capabilities
• 100% match is not realistic
• Context information important as well
• Scan resumes If you can’t absolutely disqualify someone
consider them interesting to contact
Sourcing Talent
20

Sourcing Trace
Challenge: Matching imperfect resumes
• “Old” resumes not worthless
• Get actionable data (phone + email)!
• If (slightly) out of date, Talent likely now more
experienced, so more interesting !!!
• Be cautious with internet info how to use it
legitimate, legally correct
Sourcing Talent
21

Sourcing Trace
Trace & “Art” of Matching
• How to match with non-perfect (or missing) data?
What if matching algorithm doesn’t recognize keywords as relevant?
• Can “algorithms” match the “personal click” factor?
• Can “algorithms” “read between the lines” somewhat
reliably infer experience & capability beyond text that is
present?
Sourcing Talent
22

Sourcing Trace
Trace & “Art” of Matching
• Impact of algorithms & big data: more leads
than ever can be matched
• Data driven Job Matching
• Algorithms lack bias (?), so more diverse talent
pool
Sourcing Talent
23

Sourcing Trace
Challenge: contacts details
• Find out how to contact/connect to prospect talent
• Email or (business) mobile number
Recruitment Spamming so many (STEM) talent
• turn off contact settings
• limited digital footprint
NB: Make it easy to interact on your career sites
Sourcing Talent
24

Sourcing Trace
Google to find contacts details
• Google for mail address or mobile number
• Search Skype & Social media profiles
• Google “email* * companyname.com” (company
url) for business mail structure
• A.Williams@ Awilliams@ A-Williams@
• A_Williams@ Andrew.Williams@ AndrewWilliams@ Etc.
Sourcing Talent
25

Sourcing Trace
Email Search & Check Tech & Tools
• Extracting email addresses
• Email validation technology to check whether
an email address exists or not
Some tools:
eGrabber Prophet
Zoominfo Netprospex
email hippo (https://tools.verifyemailaddress.io/)
emailextractorpro.com mailtester.com/
tools.email-checker.com/
Sourcing Talent
26

Sourcing Trace
Email Search & Check Tool example
• Prophet plugin for Chrome browser
• More about Target Talent on LinkedIn, Twitter etc.
• Displaying list of possible email addresses for a
person, based on info contained within their social
media accounts
• Email address guessing & verifying
•Alexander Crépin AC@Recruitmentcoach.nl
Sourcing Talent
27

Sourcing Trace
Contacts Tactics:
• Don’t go straight for the kill
• Never ask if someone would be interested in a
specific job!!!! & if they would be interested to talk
• First give, explain why an opportunity is compelling
& what would be able to achieve on the job
• Customize your outreach to the given candidate and
their past experience
Sourcing Talent
28

Sourcing Trace
Mail Overload STEM Talent (Engineers)
• 48% get recruiting messages once per week or
more! (Hacker News poll)
• 10% get messages each day! (Hacker News poll)
• 35% separate mailbox for recruiting spam &
LinkedIn inmail!!! (PropeliQ poll)
• “Mass-inmailing” nowadays is a recipe for failure!!
• STEM talent “diving under” stop /minimize social
media, Linkedin presence
Sourcing Talent
29

Sourcing Trace
Don’t Spam STEM Talent
• Send out 250 emails
• Get 5 responses
• Creating 445 spam victims!!
• What’s impact on company & personal reputation?
• Next time direct caught in spam filter?
Sourcing Talent
30

Sourcing Trace
Contacts ethics:
• “War for Talent” so “everything” allowed?
• Is it SPAMMING if a person doesn’t provide contact
details on the internet?
• Using work contact and/or private contact options?
• What is policy within own company, how open
about contact details of employees?
Sourcing Talent
31

Sourcing Trace
Challenge: avoiding Spam filters
• Longer signatures (first & last name, company logo, title, office
& cell phone nr, URL) less likely to fall in SPAM folder
• Some triggers to watch out for:
‒ Excessive exclamation points
‒ Including too many URLs
‒ Using words like career, job, call
• Test your messages before sending
Sourcing Talent
32

4. Engage Candidates, interest, pre-qualification
Sourcing Talent
33

Sourcing Engage
• Target Talent increasingly possible to find
But …..
• Notoriously difficult to engage!
‒ Getting them to return your messages!
‒ Getting to consider another opportunity they weren’t
previously considering
‒ Knowing what will make targets “Click”
Sourcing Talent
34

Leads
Prospects
Candidates
• Search
• Trace
• Engage
• Present
Sourcing Talent
300
90
15

Sourcing Engage
Engagement = seduction, romancing
• To be tailored to each target hire
• Requiring ability to
‒ analyse profile & define the spot to hit, the “connector”
‒ create interest
‒ craft a message that will get a response
‒ qualify prospects
‒ phone-source for more in depth contact
• + all nuances involved to make a successful hire!
Sourcing Talent
36

Sourcing Engage
Engage, from Prospect to Candidate
Candidate development
Sourcers like Marketers
• not only being a data mining ‘techspert’
• also being social, human interaction specialists
Opening the door to a conversation, rests not in being a data scientist, but a
behavioural scientist, instead
Sourcing Talent
37

Sourcing Engage
• Reach out & connect in purposeful manner
• Be aware of the essence of human interaction
• Stand out in presentation, content & process
• Edit & format so it’s easy to read & understand
• Prevent contacting same candidate twice!!!!
• Stay compliant with regulations & laws
• Ensure Employer & Job Branding go “hand-in-hand”
Sourcing Talent
38

Sourcing Engage
• Best (STEM) Target Talent could have more
job offers than they know what to do with!!!
• “Best of the best” have skills constantly in demand
• Ensure your candidate journey is making a
difference & outperforms competitors
Sourcing Talent
39

Sourcing Engage
Engage with a human touch!
• Successful talent engagement
• Be a person first & recruiter second!
• Helping prospects to feel like they’re actual people,
not just quotas that need to be filled!!!!
Sourcing Talent
40

Sourcing Engage
Some types of Prospects to be prepared for
• Amiable, friendly
• Open, curious, confident & outgoing
• Professional, driven, to the point
• Detail-oriented
• Quiet & shy
• Know how to deal with different personality types
• Develop Personas as a guide to be more effective
Sourcing Talent
43

Sourcing Engage
• Millennials & Tech Talent expect good, “personal”
experience at right touch points
• Online & offline, multi channel / device
• Commit to a timeline – tell about process, when
to communicate & stick to these commitments!!
Sourcing Talent
44

Sourcing Engage
Engage on a personal level
• Becoming personal in the approach
• more likely to get positive responses
• Getting the opportunity to
‒ listen & explore
‒ Share the company & job opportunity story
Sourcing Talent
45

Sourcing Engage
Engage: 6 reasons not to reply a recruiter
• Being sent irrelevant jobs
• Pressured to apply for roles not interested in
• Recruiter’s bad attitude during first call
• Feeling ignored by a recruiter in follow-up
• Receiving too many calls & mails in general
• User unfriendly, not informative website
Sourcing Talent
46

Sourcing Engage
Engage: Preparation key to success
• Analyse profile to personalize communication
• Define reason(s) for prospect for following-up
• How & why to improve current situation and/or
advance their career
• Uncover career pain points & what alternative
• Use tailored strategies for each channel
Sourcing Talent
47

Sourcing Engage
Engage: Personalize Communication
• Top Talent get headhunted too often & fed up
• Analyse profile (check social media??)
Figure out the selling point for each talent
Find out what makes them tick…..
‒ Professional, Technology interests (Professional memberships, forums)
‒ Career interest (Linkedin, career progression, type/size companies)
‒ Personal interests (Twitter, Facebook)
‒ Find a way to engage around the personal parts of a candidate
Sourcing Talent
48

Sourcing Engage
• Focus not only on professional part of career
• How engage around personal parts of a talent
• Not only about climbing the corporate ladder but
also offering development of the “whole person”
• NOT everyone fixed on a higher position with
overloaded hours & too many headaches!
Sourcing Talent
49

Sourcing Engage
Hello …..
Your resume/profile caught my eye today. I noticed that you
………. (your profile research!!!!!)
This sounds very interesting. Especially in view of the present & future
business challenges we are facing. I believe that our company and the
development opportunities we are offering could add a new
dimension to your career (in ….) For example we are presently
looking for a new colleague for our ……. department.
(Add Job specifics & Company specifics, add link to landing page)
I look forward to discussing the details of this opportunity with you or learning other ways that I
can be a resource to you in your career.
Please let me know the best time and phone number to reach you at.
Sincerely, …………………
Sourcing Talent

Sourcing Engage
Engage: Job-seeking Status Category
How to open discussion with candidates
• Very Active actively looking for a new job
• Semi-Active casually looking for job, beginning to test market
• Tiptoer thinking about changing jobs, not actively looking
• Explorer not looking for new job, but would discuss an
opportunity if job appeared meaningful
• Super Passive completely happy in job, not interested to discuss
new career opportunities
Sourcing Talent
51

Sourcing Engage
Using Tools & Tech
• People Aggregator Chrystal summarizes profile &
advises how to talk, mail, hire etc.
(using the correct data? Not mixing up profiles with same name?)
• eiTalent develops Tech/algorithms for identifying
core values & driving motivators using Linkedin
profiles
Sourcing Talent
52

Sourcing Engage
Engage & Candidate Experience (CE)
Personal touch is key success factor
• Many human interactions can’t be communicated
or delivered by computers
• Algorithms not fully control recruitment processes
Risk of excluding best candidates is too high!!
• CE is a window to the organisational culture
• Avoid spamming!!!!
Sourcing Talent
53

Sourcing Engage
Engage & Candidate Experience
Personal touch is key success factor
• Many human interactions can’t be communicated
or delivered by computers
• Algorithms not fully control recruitment processes
Risk of excluding best candidates is too high!!
• Avoid spamming!!!!
Sourcing Talent
54

Sourcing Engage
Engage: Job-seeking yes, may be or not?
• Who more likely open to new opportunities?
• Near future ……
• Tools using people's online public footprint to help
predict when they might be ready to leave an
employer & be open to discuss a new job!!
Sourcing Talent
55

Sourcing Engage
Engage: Job-seeking When?
Sourcing Talent
56
Career site visits per month

Sourcing Engage
Engage & Connect to Explore 1.
• Fundamental shift in jobseeker expectations
• Initial message (email, SMS, chat, app etc.) will NOT
convince to apply
• Making aware about company & interest
• Trigger to seriously consider to follow-up,
start conversation that invites for making next step
• Objective is to set an appointment to talk further!
•
Sourcing Talent
57

Sourcing Engage
• Email multi-screen from desktop to mobile to tablet
• User experience easy & responsive
• Distinguished hyperlinks to link to full information
• Ensure emails open & images download across email
providers (Gmail, Outlook, etc.) browsers & devices
• Offer optional to contact direct the hiring manager
• Ideally a resume is returned for next step
Sourcing Talent
58

Sourcing Engage
• Smart subject line (grab attention, establish curiosity)
• Catching opening (1 chance for 1st positive impression)
Get interest. Be different!
• Keep your message around 500-600 characters
• Pitch “What’s in it for Them” realistically
• Call to action, specific question & time to act
• Provide multiple response options (mail phone, social media etc.)
• Optional: contact direct by hiring manager
Sourcing Talent
59

Sourcing Engage
• Don’t only focus on short term!!!!!
• May be now isn't the right time, but later!
('snoozing' a candidate)
• Think of outlook for something like a bonus coming up in a
couple months, or maybe reaching a vesting milestone ……
• Continuing conversation can help unearth what motivations
are, why & when they would make a move …..
Sourcing Talent
60

Sourcing Engage
Engage & Connect to Connect
• Every interaction is a door to new network of
2nd & 3rd degree connections!!
• Your leads could be knowing somebody who’s a
better fit for your open opportunities!!!
• Offering a great experience opens the door for
getting referrals
Sourcing Talent
61

Sourcing Engage
Engage Online, Website & App?
• Average persons have about 25 apps
• Will they download another form you ………
Better:
• Have a responsive website in HTML 5
• Offering a device specific experience!
• First class landing page
Sourcing Talent
62

Sourcing Engage
Engage & Employer Branding
• Update company online presence regularly,
representing your EVP & showing your EoC offer
• Offer top content, job profile, company info
• Great landing page, including video, photo
• Easy, multi screen navigation
• Multi device/browser download
Sourcing Talent
63

Sourcing Engage
Engage & Website Content
• Give applicants a better understanding on the
culture & core values of your organization
• Enable potential candidates to evaluate their fit
with your organization
• Use realistic job previews & “day-in-the-life” profiles
• Use your Employee Ambassadors to tell a story
about their employee experience
Sourcing Talent
64

Sourcing Engage
Engage & Website SEO
• Search engines develop "Quality Reputation" as
measuring the "Long Click“
• Capturing attention, keeping visitors occupied,
convert them to apply!!
• Impact relevance & ranking, telling the search
engine "this is or is not relevant & valuable" for
this query!!!!
Sourcing Talent
65

Sourcing Engage
Engage: Build Talent Relationship
• Gain trust, ensure you know what you say is OK
• Sell initial conversation, don’t start selling the job
• More open communication, more likely getting
to next level / phase
• Forget closed questions be answered by a ‘no’
• Establish, extend / maintain talent relationship
Sourcing Talent
66

Sourcing Engage
Engage: Uncover career drivers
• Talk to “passive” candidates about career growth
rather than what skills and qualifications are needed
• Ask to reveal why/when considering a career move
‒ What would you need from current employer to make you stay if you
had your dream job offer?
‒ What top 5 factors would make you consider a career move?
‒ Would you be open to exploring a job clearly superior to what you’re
doing today?
Sourcing Talent
67

Sourcing Engage
Engage & Connect to Explore
Top Rules for candidate experience:
• Timely follow-up with candidates
– Also when no reply is received
– Use Tools like free service like FollowupThen
• Be investigative, listen more than talk!!
• Have a personalised story & use candidate input
• Think & Talk in her/his interest, “You” not “I”
• Be honest
Sourcing Talent
68

Sourcing Engage
Inviting to apply, provide CV
• Keep it simple! Offer application experience
• Use mobile responsive web pages
• Ensure ATS, application user friendliness
‒ Never asks for too much information that is not really needed
‒ Eliminate the need to create an account to apply
• Don´t get target talent discouraged, lose interest, run out
of time, feeling bad about the bureaucratic process
Sourcing Talent
69

Sourcing Criteria
Current state of tech & tools:
• Search & Match on “hard” criteria
• Engage & Select on “soft” criteria
NB.
• In future new Big Data & Ai technologies to use both hard &
soft criteria in all phases of the sourcing/recruiting process
Sourcing Talent
70

4. Engage Candidates, interest, pre-qualification
5. Present Finalists, shortlisted, best candidates
Sourcing Talent
71

Leads
Prospects
Candidates
Applicants
• Search
• Trace
• Engage
• Present
Sourcing Talent
300
90
15
4

A* STEP Sourcing Funnel
Leads
Prospects
Candidates
Applicants
• Search
• Trace
• Engage
• Present
Sourcing Talent
Talent
Pool
*Analytics for
Targeted Sourcing
Less & Better Leads
*

A STEP Sourcing Funnel
Leads
Prospects
Candidates
Applicants
• Search
• Trace
• Engage
• Present
Sourcing Talent
90
25
10
3
5
Talent Pool

Sourcing Present
Present Who? The first or the Best?
• Finding qualified candidates quickly isn’t the goal
• Best possible candidates, might taking longer!
• Statistically speaking, there’s no chance the 1st/2/3
people found, will be best possible candidates
• Dilemma: Short list after closing search OR ongoing
real time, during sourcing process, 1 by 1?
Sourcing Talent
77

Sourcing Present
Following up Timely
• Don’t wait for more candidates, this may take too
much time, if possible at all!!
• Risk that candidates may lose interest & withdraw
• In connected world candidates talk to each other
which might cause disturbance of hiring process
Sourcing Talent
78

Sourcing Present
Shortlist
• Introduce pre-screened candidates to recruiter
and/or hiring manager
• Advice for current position or talent pipeline
• Explain match, given the search profile
• Ensure timely follow-up
Sourcing Talent
79

Sourcing Present
Talent Community or Pool
• Connected, networked world
• Continuous process of strategic engagement
• Target Talent Relationship Management
– Talent Pool
– Talent Community
– Talent Pipleline
Sourcing Talent
80

Sourcing Present
Present & next ?
• What happens after sourcing?
• Who is responsible for candidate journey
follow-up?
• How to monitor follow-up?
• How to evaluate quality of shortlisted talent?
Sourcing Talent
81

Sourcing Pillars of Success
• (Data/Digital) Technology, systems & tools
• Craftsmanship of recruitment team, training
• Lean Processes, make and/or buy
• Transparent models & methods
• Integrated HR strategy
• Clear recruitment direction & goals
• Stakeholder cooperation & collaboration
• Hiring Management buy-in
• Offering positive experience & engagement
• Talent landscape insight, target talent intelligence
• Budget
• etc. etc.
Sourcing Talent
82

Sourcing A STEP by A STEP
• A STEP process looks overwhelming
• Too much to get in place at once
• Building a successful sourcing unit takes time
• As soon as processes are in place, optimizing
starts, metrics will improve!
• No longer requiring to re-invent the wheel
• Share, Re-use, Refine & have Fun, Enjoy
working (together) very professionally
Sourcing Talent
83

Sourcing End of Part 1:
What & How (A STEP process)
Next:
Part 2: Data Landscape Overview &
Sourcing Craftsmanship
Part 3: Sourcing Tools, Methods & Tech
Sourcing Talent
84

Next
Sourcing
in a global talent landscape
Part 2 A
(Big) Data Landscape Overview
87
Alexander Crépin
recruitment strategist, coach & trainer
freelance, interim recruiting & management

Interested in
Data Driven Sourcing ?
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