Partner session: The next (r)evolution of the talent acquisition function. Martin Cerullo, Managing Director, Consulting – Asia Pacific, Alexander Mann Solutions. Claire Weekes, Senior Customer Success Consultant, LinkedIn
As the world's leading talent acquisition and management services company, Alexander Mann Solutions is continually tracking the latest thinking in terms of structuring the talent acquisition function to deliver the very best business outcomes. With the continued rise in importance of social and digital channels, the critical element for transformation in major corporates is the sourcing capability. In partnership with LinkedIn, this session will explore how the talent acquisition function is developing with new roles and models, with new organisational structures, career paths and training for sourcers, the addition of new subject matter roles from outside talent acquisition as well as the latest thinking on KPIs for the function. As well as sharing detail on this, the latest trends will be illustrated through real case studies, covering Australian companies as other companies across Asia Pacific.
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The Next (R)evolution of the Talent Acquisition Function -- Breakout Session Talent Connect Sydney 2015
1.
2. The next (r)evolution of the talent
acquisition function:
Restructuring for success
Claire Weekes
Senior Customer Success Consultant
LinkedIn Sydney
Martin Cerullo
Managing Director, Consulting - Asia Pacific
Alexander Mann Solutions
#intalent
4. • Why are we seeing this evolution?
• What’s changing and why?
• New subject matter roles from outside talent acquisition
• Competencies, behaviours and career paths
• Measuring success
The next (r)evolution of the talent acquisition function
#intalent
6. Context to the (r)evolution
The talent challenge is getting tougher
Talent as an asset and liability
Brand and experience win
Improved efficiency and effectiveness
cost per hire (effective channels, remove waste)
quality of hire (passive and active candidates)
time to shortlist (prequalified talent pools)
#intalent
7. 2015 Australian Recruiting Trends Report
• Critical element for transformation is the
sourcing capability
What’s led to the change?
24%
30%
38%
45%
23%
20%
34%
46%
4. Pipelining talent
3. Workforce planning
2. Improving quality of hire
1. Recruiting/sourcing highly skilled
talent
“Think about your talent acquisition organisation’s top priorities for 2014. Which of the following choices would you consider
to be the most important area of interest for your organisation?”
Australia
Global
#intalent
8. Digital, Social and Mobile in 2015
• Continued rise in importance of social and
digital channels
• Information held on potential hires found
across a multitude of channels
• Increased competition, and supply vs.
demand = having to search smarter
What’s led to the change?
Source: Simon Kemp, We Are Social (“Digital, Social and Mobile in 2015”)
#intalent
9. Wave 2
Rise of the
Recruiter
Recruiter
Administrator
Wave 1
HR
HR Generalist
Administrator
What does this (r)evolution look like?
Wave 3
Sourcer Specialism
Recruiter
Sourcer
Administrator
Wave 4
TA Mutation
Recruiter
Sourcer
Researcher
Administrator
Interview scheduler
Reporting specialist
Helpdesk specialist
Performance manager
Data analyst / scientist
Channel planner
Channel procurer
CRM specialist
Channel procurer
Brand manager
Experience designer
Talent community manager
#intalent
10. But the (r)evolution is challenging
Recruiter views:
Sourcer views:
Sourcers are a bit like researchers in a
headhunting firm
Sourcers are entry level
recruiters
We don’t have time to source
I’m only sourcing so I can become a recruiter
Recruiters treat me like an administrator
Our ATS just doesn’t support
sourcing…
Head of Recruiting
Recruitment Manager
Recruiter
Sourcer
Administrator
Dysfunctional traditional career pathChallenging working relationships
#intalent
11. Learning 1: specialisation of task is key
Recruitment
Director
Performance
Manager
Recruitment
Manager
Recruiter Sourcer
Talent
Community
Manager
Interview
Scheduler
Splitoftime(specialisedtasks)
#intalent
12. Learning 2: accurately profiling a sourcer
Early
adopter
Influencer Risk taker
Trustworthy
Adaptable Marketer
Insight
driven
Technophile
Expert
#intalent
13. Learning 3: career paths
Level
Volume
Sourcing
Professional
Sourcing
Niche/Executive
Sourcing
Sourcing Strategy Recruiting
1 Response handler Active search specialist N/A N/A N/A
2 Selection specialist
Passive search
specialist
N/A N/A N/A
3
Selection specialist
(functional)
Candidate acquisition specialist (functional) Channel buyer Junior recruiter
4
Selection Specialist
(whole business)
Candidate acquisition specialist (Whole
Business)
Channel planner Recruiter
5 Sourcing team leadership Channel manager Senior recruiter
6 SME or Managerial career path
Brand/Talent
Community Manager
Recruitment Manager
7+ TA Leadership
#intalent
14. Learning 4: relevant and evolving training
What sourcers do today to approach passive candidates
Source: Alexander Mann Solutions/Social Talent Global Sourcing Survey 2014 #intalent
15. Learning 4: relevant and evolving training
Syllabus Objectives
Technique
Ensuring the sourcer is an expert in all sourcing
techniques, including Boolean
Channel
Ensuring the sourcer understands the different sourcing
channels. Leads to LinkedIn accreditation
Process & Systems
Ensuring the sourcer can compliantly use all processes and
systems to support accurate reporting and hand offs
Brand & Experience
Ensuring the sourcer brings the employer brand to life in
the right way, delivering an exquisite candidate experience
Sales
Ensuring the sourcer has the relevant verbal and written
communication and influencing skills to convert prospects
to candidates
#intalent
17. Volume Sourcing
Activity
# of applications screened
# of candidates submitted, at assessment centre
# of assessment centres 100% filled
Quality
% of shows at assessment centres
% of hires from assessment centres
Demand fulfillment
Experience delivered
Professional/Niche Sourcing
Activity
# of searches per day
# of prospects identified
# of prospects contacted
Use of paid for channels
Quality
% of prospects converted to candidates
Time to long list
% of candidates accepted by recruiter on shortlist
% of candidates accepted by hiring manager
Experience delivered
Learning 6: relevant measures of individual success
#intalent
18. Talent pool / community strength
Candidate & stakeholder experience (NPS)
Source mix
Waste reduction
0 1 2 3 4 5 6 7 8 9 10
Time taken to present you with candidates to interview
Overall quality of the candidates
Time taken to assess the right candidate
Selection tools available to you to help you select the right candidate
Overall service provide to you to select the right candidate
How well were you kept informed through process
Likelihood of recommending service to another hiring manager
Hiring Manager Net Promoter Score
Learning 6: relevant measures of success (function)
#intalent
Claire to intro session, herself and Martin
Housekeeping – time for Q&A, #intalent etc.
Martin to intro AMS
Claire to outline Agenda
Claire - In order to transform, you need to get smarter at sourcing talent. A recent LI study showed little difference between large (44%) and small (47%) companies when it comes to prioritising highly skilled talent. We’re also now sourcing for skillsets not seen before and need that talent to innovate and succeed
Two hugely disruptive innovations in the past 15 years have fundamentally impacted every aspect of society - Internet and Mobile. As per BCG’s 2015 “Regional Workforce Crisis”, labour supply isn’t pacing at the same rate as labour demand, plus we’re hiring for new skill sets that aren’t readily or widely available
New roles from outside TA have joined this BU:
1. Brand – in order to present the right EVP and employer brand to market, we are seeing this being owned by the TA function. This ensures that any interaction with the market (both passive and active candidates) is consistent and the success of the new hire isn’t affected by source of hire
2. Comms – when brand is owned by TA, it makes sense that Comms should also follow. As a strong EVP is developed, there is consistency in the message to market through job ads and advertising material, and the onboarding process is naturally managed by TA as a continuation of this process
3. Procurement – purchasing decisions. Agency monitoring/PSAs
4. Risk & Compliance
5. Analytics team – need to show continuous ROI so access to data and insights are key to drive accurate decision making capabilities.
Sourcer role – not just the technical ability to mine talent. Selling and engaging is key, and need to be an early adopter, adviser, expert miner, industry expert, influencer, flexible, risk taker, tenacious, trustworthy, likeable
Recruitment = marketing
Talk to regional differences, e.g. Sourcers based in the Asia Pacific market (including those in China, India, Australia and beyond) scored considerably higher than their contemporaries in EMEA or the Americas in the AM2014 Global Sourcing Survey
Talk to past success stories – Martin has seen success with technologists with specialisations in a certain sector moving into sourcing for those roles, and less success with HR generalists who see sourcing as a backward step e.g. headhunter vs. researcher mindset
How will these continue to develop?? All about selling and engaging, collaboration and community – the knowledge exchange, LI groups etc.