things I learnt while building #rsrsrc... ...one of the best sourcing centres in Europe Balazs Paroczay

5

2 June 2015 Jan 2013

45,644 identified candidates

66 clients

74 trained Recruiters

53,450 files in 7,024 folders

28 languages, 18 nationalities

every 12th day a new Recruiter

has been given to the world

74 trained Recruiters

title

candidate relationship management –

job boards – matching technology -

resume building - college recruiting –

job marketing & distribution -

professional & social networking –

social sourcing - referral platforms

so what makes you different?

the core competitive advantage of a top sourcer is ultimately on his toolkit – would you agree??

there is no secret ingredient. it’s just you.

of course, tech is important but...

1. spend ten times more efforts and money on maximizing the power of your ATS (or CRM)

2. teach your sourcers the very bottom but the most profound basics of searching and they will become highly productive even with free tools, too

3. educate your sourcers that boring and old-school technology and search methods can simply be amazing and it is the quickest who wins the searching game

4. prove your sourcers that tools are basically nothing but the maximized usage of a tool is everything

5. if you provide a wide-ranged toolkit to your sourcers make sure they first get the right mindset and fully understand only when and for what purpose to use the tool

„you do not shoot with cannon to catch a single sparrow”

title

11

business case

standard production requires standard procedures

need for high quality control over each production step

production is automatized and repeatable and owned by the sourcer

injected by LEAN waste reduction

continuous process improvement

12

Creating sourcing microsteps 8 sourcing microsteps grouped into 4 action items Candidate Identification

1. Pipeline 2. To Be Contacted

Candidate Connection 3. Contacted

Candidate Engagement 4. Requested More Info 5. Candidate Not Interested 6. Application Received 7. Rejected by Sourcer

Screening & Submissions 8. Candidate Submitted

I

C

E

S

13

I C E S

14

I C E S

If C/I is lower... Too many non-contacted candidates

Building pipeline? Conduct talent mapping? Realized late mismatched profiles? Unsure about candidate profile? Misunderstanding/lack of clarity of the job profile? Need to recap on Vacancy Intake?

>95%

15

I C E S

If E/C is lower... Too many non-replied/non-engaged candidates

Contacted non-relevant profiles? Using not good enough email/phone content? Lack of call to action? Overdose? Credibility issue? Country specific? Other reasons (e.g. holiday season)?

>66%

16

I C E S

If S/E is lower... Too many non-submitted candidates

Can sell the position? Can close the deal (call)? Overqualify? Too many unknown info for the candidate? Was not precise enough in searching?

>15%

I C E S

standardized sourcing production control time spend and motion/activity made predict cost spend plan and forecast productivity

channels countries clients

bring in continuous delivery improvement

18

97% Pretty significant profile results Easy-to-connect

71% Good reply rate Common communication channel High no interest ratio (62% of all

engaged) 11% Very low submission rate Hard to sell Hard to close

13 1

I C E S

19

96% Pretty significant profile results* * Based on 60+ different sourcing channels

73% Exceptional reply rate

15% Standard submission rate

9 1

I C E S

20

94% Just OK 1st conversion rate Could find better quality

candidates

81% Excellent reply rate because

contact details are added

21% Semi-active candidates

6 1

I C E S

21

I

C

E

S

client 1 client 2 client 3

70% 99%

46%

35%

98%

82%

23%

The same technician job in 4 countries. A lot of talent pool building, strong employee referral channel. Similar, four Nordics countries.

New client, quite attractive brand but a rather special one. Only Luxembourg-based jobs but the sourcing scope is international.

Mature RPO client, serving some 20+ countries in EMEA. Widely diverse jobs (Engineering, R&D, IT, Sales etc.). Almost unknown brand.

72%

56%

22

I

C

E

S

client 1 client 2 client 3 4 7 6

1 submission

98%

82%

23%

72%

56%

99%

46%

35%

70%

L x

T = SP

# of qualified candidate leads

Quality C/I x E/C x S/E

(conversion rate)

Time spend SOURCING PRODUCTIVITY

Q

24

implementation Training, training, training, training, training, traini..... Give ownership to Sourcers on production Steering on output rather than input Bi-weekly sourcing performance reports Piñata Day

25

piñataday Boost the last conversion rate (S/E) No new leads, no new reqs –> calling only! S/E: 9,6% 15,6% over 10 weeks

title

27

what is not a selection requirement

28

digital connection/„geek”

<3 social media

somewhere to start...

analytical skills

talking

qualifying

consulting

searching communication

hard working/resilience

sales in the blood

learning

openness/360

responsible

diversity

be very smart

out of the box thinking

social

problem solver

29

psychometrical testing cognitive skills

behaviour

drivers

30

implementing into a sourcing world

1. Check what seems to be a general sourcing competency

2. Understand where the best of the best make a significant difference/peaks

3. Look for similarities in the bottom performers’ DNA

31

cognitive capabilities

learning index

verbal skill

verbal reasoning

numeric abality

numeric reasoning

32

12

34

56

78

910

entire Center (#rsrsrc)

top performers

bottom performers

learning index distribution

33

0%

5%

10%

15%

20%

25%

30%

35%

40%

12

34

56

78

910

verbal skill (vocabulary)

Extraordinary great sourcers seem to speak less... colorful

34

0%

5%

10%

15%

20%

25%

30%

35%

40%

12

34

56

78

910

verbal skill (vocabulary)

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

12

34

56

78

910

numeric reasoning (analysis)

Extraordinary great sourcers seem to speak less... colorful

Bottom-end performers may struggle more with data-driven analysis

35

behaviour traits

energy level/multitasking assertiveness

sociability manageability attitude/trust decisiveness

accomodating independance

objective judgement

36

0

1

2

3

4

5

6

7

8

energy level

assertiveness

sociability

manageability

attitudedecisiveness

accomodating

independance

objective judgement

first look on the average of the nine behaviour traits – top vs. bottom

37

12

34

56

78

910

12

34

56

78

910

energy level (multitasking)

decisiveness

Extraordinary great sourcers are faster and can well multitask

Bottom-end performers may need more time and info to make a decision

38

0

1

2

3

4

5

6

7

8

energy level

assertiveness

sociability

manageability

attitudedecisiveness

accomodating

independance

objective judgement

first look on the average of the nine behaviour traits – all sourcers

39

skills where you are good to have a wide range – build diversity!

Manageability

Attitude

Accomodating

Independance

12

34

56

78

910

40

12

34

56

78

910

objective judgement – strong middle value is the best!

Most top sourcers have middle-value objective judgement skill

41

drivers

42

driver mix – all sourcers

0

1

2

3

4

5

6

7

enterprising

financial/administrative

people service

scientific/technical

mechanical

creative

43

0

1

2

3

4

5

6

7

enterprising

financial/administrative

people service

scientific/technical

mechanical

creativecreative

enterprising

people services

driver mix +top performers

44

0

1

2

3

4

5

6

7

enterprising

financial/administrative

people service

scientific/technical

mechanical

creativecreative

enterprising

people services

driver mix +bottom performers

45

High learning capabilities that both require continuous and quick learning. Top sourcers with high learning will always be on the move to get new ways to recruit

Okay vocabulary is more than perfect. You do not need Shakespeares in this role but the ones that can communicate and negotiate well by using powerful patterns and simpler expressions

Very strong data-analysis skill set, feeling comfortable with numbers and making decisions based on data

Higher energy level will simultaneously run every portion of the wheel in the same time and look for and make quick wins

Strong decisiveness to not be afraid of making quick (and less sure) decisions

Middle objectivity will help constantly balance between the candidates’ story and the HMs’ strict requirements

Most ideally your sourcer have a driver of creativity (approaching problems in a new and colorful way), enterprising (keeping your colleagues in the lead who build and request commitment and dedication to their projects) and people services

sourcer DNA

46

re-fining #rsrsrc recruitment

Testing built into the regular selection procedure (early stage)

Data gathered on 400+ applicants/ employees Attrition is <8% Helped us build and experience competency-

based graph theory

title

what is the ultimate contribution

of a sourcer?

hire

submission

lead identified

HM interview

recruiter interview

offer

49

qualified interested

available

the only sourcing scope should be: making QIA candidates

50

sourcing recruiting

holistic sourcing at its best position

51

I

C

E

S

client 1 client 2 client 3

95%

72%

56%

H 24% 13% 13%

4 8 7

1 hire

11 50 41

98%

82%

23%

99%

46%

35%

*

* in case of real (not talent pooling) positions

sourcer productivity calculator 200+ shares | 1.000+ visitors

thebalazs.com here!

title

so tell me again you’re a sourcing wizard?!

be careful how you set the scene for sourcing!

1. avoid unclarity, avoid confusion!

2. set realistic expectations!

3. communicate, communicate, and communicate!

4. do not just source!

5. never get fulfilled!

try and explain everything what you do as simply and down-to-earth as possible

you may have a standard procedure on how you do things, maybe even SLAs in place – insist to them. you need time to deliver but also feedback once done. you are imperfect but will improve. and you and your client are both out there to make things happen – together

you are the one who gathers more intelligence about current markets, dynamics, candidate behaviors, interest or no-interest reasons and so forth. share it back!

sourcing is in constant change. it is ‘the’ change, itself. you cannot plan with long-term, well-established and robust wins but you can win every single day. a long chain of everyday small victories gives a happy life to a sourcer

sourcers tend to disappear. they often more enjoy their core job than the client-facing elements in that so be proactive in client communication, and always inform your stakeholders in advance, regularly, on where you are heading now and what you will do

to sum it up

managing a sourcing centre is a true business partner role

it’s still a hiring business

it’s all about technology! ...oh wait, it’s not!

sourcing is a standardized procedure...

...but only the very best can run that well!

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