copyright 2008 talent connections. all rights reserved. presented by tom darrow may 13, 2008...
TRANSCRIPT
Copyright 2008 Talent Connections. All Rights Reserved.
Presented ByPresented By
Tom DarrowTom DarrowMay 13, 2008May 13, 2008
Improving the Recruiting ProcessImproving the Recruiting ProcessSHRM – NW GeorgiaSHRM – NW Georgia
Copyright 2008 Talent Connections. All Rights Reserved.
Audience SurveyAudience Survey
• Who are you?– Corporate Recruiters– Contract Recruiters– HR Generalists– Agencies– Others
• What are your challenges in recruiting?
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AgendaAgenda
• How to elevate your recruiting program– Recruiting Infrastructure Models– Employee Referral Programs– Training your employees– Sourcing– Metrics– What doesn’t work well?
• Q&A
• Homework
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To PonderTo Ponder
“By showing a significant improvement in recruiting new talent, companies can achieve a 10.1 percent
increase in market value - the largest increase among areas linking human capital practices and shareholder
value creation.”Watson Wyatt Worldwide, 1999
“Talent will be the single most important strategic factor for the next 20 years.”
McKinsey & Company
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To PonderTo Ponder
“The average cost of losing a high-tech employee is $123,000.”
Corporate Leadership Council
“The top 10% of candidates accept jobs within 10 days.”
“A top performer produces 50% more than an average performer.”
Dr. John SullivanSan Francisco State University
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How to Elevate Your Recruiting ProgramHow to Elevate Your Recruiting ProgramStep 1 – Ensure Proper InfrastructureStep 1 – Ensure Proper Infrastructure
• Recruiting Infrastructure– Ensure recruiter alignment is best for
organization– Ensure recruiters recruit and
coordinators coordinate– Ensure recruiter headcount and
expertise is adequate– Sizing
• Based on level, support, geography, company lifecycle
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Recruiting Infrastructure Models - Recruiting Infrastructure Models - Centralized vs. DecentralizedCentralized vs. Decentralized
• Centralized - Most recruiters at corporate site
• Decentralized - Most recruiters in the field
• Combo - Administrative recruiting functions at corporate, recruiters at corporate and in field
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Recruiting Infrastructure Models - Recruiting Infrastructure Models - Recruiter AlignmentRecruiter Alignment
GeographyGeography BusinessBusinessUnitUnit
FunctionFunction
•Positions are very location dependent
•Skills very different between business units
•Each location has critical mass
•There is high volume within each function & activity is location independent
LevelLevel(Executive, (Executive,
Managerial, Support, Managerial, Support, Entry/Campus)Entry/Campus)
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How to Elevate Your Recruiting ProgramHow to Elevate Your Recruiting ProgramStep 2 – Employee Referral ProgramStep 2 – Employee Referral Program
World class employee referral program
How many recruiters do you have?
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Employee Referral Program — Why?Employee Referral Program — Why?
• Low cost• Higher caliber candidates
– Skills, behaviors, cultural fit can be referenced
• Empowers employees• Increases employee morale and loyalty• Candidate has positive pre-disposition about
company• Candidate is contacted proactively instead
of waiting for them to take the initiative• Limited competition for candidate
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Primary Weaknesses of Primary Weaknesses of Employee Referral Employee Referral ProgramsPrograms
• Program is out dated• Program is poorly designed• Program is too detailed• Program doesn’t vary reward with
urgency and importance of the position
• Program doesn’t INCENT• Program assumes employees know
how to recruit/find referrals
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Buy-In from ManagementBuy-In from Management
• Develop a business case– Collect sourcing and cost metrics
from prior two years– Estimate cost of employee referral
program• Marketing• Referral bonuses
– Estimate increased number of hires– Estimate cost savings– Anticipate management concerns
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Primary Management ConcernPrimary Management Concern
• Referring new hires and helping to build the company should be a part of the employee’s job
• Considerations:– Employees do what they’re evaluated on– If quality can be increased, cost reduced,
and employees rewarded, isn’t that a good thing?
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Management Concern #2Management Concern #2
• Employee referral candidates are hired more because of relationships and less because of skills and fit.
• Consideration: – Assessment process should be the same
for candidates from all sources
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Management Concern #3Management Concern #3
• Hiring too many employees from referrals will lead to an adverse impact problem.
• Considerations:– Assessment process should screen for job
related factors– Develop diversity initiatives to counter
tendency to refer “people just like us.”
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Referral Program OverviewReferral Program Overview
• Who is eligible?• What positions are eligible?• Communicating openings• Referral process and
documentation• Communicating candidate status• Incentives - Rewards and
Recognition
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Who is Eligible?Who is Eligible?
• Management?• HR/Recruiting?• Contractors/Temporaries?• Alumni?• Vendors?• Others?
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What Positions are Eligible?What Positions are Eligible?
ManagementManagement
AdministrativeAdministrative
Hi-TechHi-Tech
Entry LevelEntry LevelAllAll
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Communicating OpeningsCommunicating Openings
IntranetIntranetIntranetIntranet
WeeklyWeeklyE-mailE-mail
WeeklyWeeklyE-mailE-mail
NewsletterNewsletterNewsletterNewsletter
CompanyCompanyBulletinBulletinBoardsBoards
CompanyCompanyBulletinBulletinBoardsBoards
CompanyCompanyMeetingsMeetingsCompanyCompanyMeetingsMeetings
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Requirements & Requirements & DocumentationDocumentation
• Form to be completed by referrer• Resume required? (with advanced
consent of candidate) • Application completed?• Does the referrer need to know
and have contacted the referred candidate?
• Are clients/customers off limits?
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Requirements & Requirements & DocumentationDocumentation
• Does candidate need to have minimal requirements?
• Do referrals of alumni, contractors, temporaries qualify?
• Does the referrer get credit only if referral is hired?
• Duplicate referrals– split rewards between all referring employees– From different sources: resume that generates interest
gets credit
• Referrals do not qualify if they were discovered while attending company recruiting functions (i.e. job fairs, open houses)
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Recruiting Department To-Recruiting Department To-Do’sDo’s
• Treat referred candidates the same as candidates from other sources except…. move more quickly!
• Reject Candidate• Phone Interview• Office Interview• Referrer will not be involved in
the assessment process
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• Parking Privileges• Training course
reimbursement• Equipment
– Computer– Palm Pilot– Home office
• Exclusive tickets, restaurants, country clubs
Incentives — RewardsIncentives — Rewards
• Cash*• Car• Stock• Vacation• Frequent Flyer• Performance
Evaluation note• Drawing*• Logo
merchandise**More details on following
slides
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CashCash
• Set a level that will INCENT– Vary by position level and/or urgency
– Set short term additional incentives
– Increase incentives for multiple referrals in a year
• Gross up for taxes
• Pay out – On start date?
– After 90 days?
– More paid after length of service of referred employee?
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DrawingDrawing
• Hype!• Chances
– 10 for every referral hired– 1 for every referral
• Timing– Each company meeting?– Annually
• Prizes– Trips, Cars, Stock, Vacation
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Program SloganProgram Slogan
• Create special slogan for program:– Shaping Our Future– Bank$Shot– Bird Dog– PERSonnel (Personal Employee Referral
System)– Quest for the Best– Planes Trains and Automobiles ERP– Spotters
• Involve your Advertising Agency, Marketing and sampling of employees
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Program LogoProgram Logo
• Develop special Program Logo
• Give items that can be worn and seen around the office: t-shirts, polo shirts, pens, caps, gym bags, portfolio’s, coozies, etc.
• At a minimum, give company logo merchandise
• Give for referrals AND hires
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Incentives — RecognitionIncentives — Recognition
• Mention in new hire welcome e-mail
• Performance Evaluation
• $$$$$$/merchandise presented at company meeting– Or….hand delivered by CEO.
• Logo clothing for display in the office
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Marketing — HypeMarketing — Hype
IncentivesIncentives
SloganSloganKick offKick off
OpenOpenHousesHouses
RecruitingRecruitingProcessProcess
& Interview& InterviewSkills trainingSkills training
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Marketing — VisibilityMarketing — Visibility
• Logo• Regular Communication
– Cover openings, incentives, and payouts– Intranets, bulletin boards, program
brochures, benefits brochures, newsletters, banners, paycheck inserts
• Program letter to new hires (be careful of contracts with prior employers)
• Program letter to employees’ homes
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Buy-In from EmployeesBuy-In from Employees
• Create advisory team of employees to help develop program
• Develop training program that must be completed for employees to be eligible for employee referral program involvement – Get key leadership to first sessions!
AdvisoryAdvisoryTeamTeam
AdvisoryAdvisoryTeamTeam
ERPERPTrainingTrainingProgramProgram
ERPERPTrainingTrainingProgramProgram
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How to Elevate Your Recruiting ProgramHow to Elevate Your Recruiting ProgramStep 3 - Training EmployeesStep 3 - Training Employees
• Prerequisite for employee referral program involvement– Recruiting Process workshop– Interview Skills workshop– Negotiation and Sales for Managers
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Teach EmployeesTeach Employees
• How and where to source/network
• How to build relationships• How to assess potential of
candidates• How to sell• Importance of confidentiality• How to work within the
corporate process
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Employee Referral Program Employee Referral Program ——
Sourcing ChannelsSourcing Channels
PriorEmployers
Conferences/Seminars
Professional Associations
Alma Mater
Family and Church
Children’s Friend’s Parents
Country Clubs/ Community
Organizations
Commuter Trains/Buse
s
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Recruiting Process Recruiting Process WorkshopWorkshop
• Develop a game– “Recruitopoly™”– “Recruit or Consequences”
• Teach the philosophy, techniques and tools for recruiting– Sourcing, assessing, selling– Employee referral program
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Interview Skills WorkshopInterview Skills Workshop
• Recruiting Process and Interview Preparation
• Types of Interviews– Screening– Skills– Behavioral– Confirming/Selling
• Managing the interview• Making the decision• Documentation• Legal Issues
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Other TrainingOther Training
• Negotiation– How to respond to the candidate– Who to get approval from for changes to the
offer– How to give a little but not give the farm
• Selling– Understanding the candidates key decision
factors– Promoting the company and position
accordingly– Combating the competition
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SellingSelling
Research has shown that people accept a job because of????
MoneyDevelop Skills
Peer GroupCompany Dynamics
Creative Challenge
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How to Elevate Your Recruiting ProgramHow to Elevate Your Recruiting ProgramStep 4 – Enhance Your Sourcing StrategyStep 4 – Enhance Your Sourcing Strategy
• Sourcing strategies– Internet
• Job Boards• Spiders• Research
– Creative strategies• What do candidates read?• Where do candidates hang out?• Skill challenge• Create your own user group• Social Networking
Strategies
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How to Elevate Your Recruiting ProgramHow to Elevate Your Recruiting ProgramStep 5 – Implement MetricsStep 5 – Implement Metrics
“What gets measured, gets improved.”
Qualityof Hire
Time to Fill
CostPer Hire
Process Efficiency
AcceptanceRate
RecruiterProduction
Source Channels
Recruiting Metrics
• Resumes• Screens• Interviews• Offers• Accepts
• Fills• Use of
system
• Efficiency• Cost by
source channel
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How to Elevate Your Recruiting ProgramHow to Elevate Your Recruiting ProgramStep 6 – Reference and Background ChecksStep 6 – Reference and Background Checks
• Must be done for ALL candidates who receive an offer
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How to Elevate Your Recruiting ProgramHow to Elevate Your Recruiting ProgramStep 7 – Candidate ManagementStep 7 – Candidate Management
• Candidate Management– Make it PERSONAL!– Communicate openly and often– Find our their needs and expectations– Ask them how to communicate with them
• Phone (Home/Work/Cell)• E-mail (Personal/Work)
– Treat them like a superstar during the process - they think they are!
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How to Elevate Your Recruiting ProgramHow to Elevate Your Recruiting ProgramStep 8 – AutomateStep 8 – Automate
• Applicant Tracking
• Employee Referrals
• Streamline communications
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How to Elevate Your Recruiting ProgramHow to Elevate Your Recruiting ProgramStep 9 – Assess Areas that Impact RecruitingStep 9 – Assess Areas that Impact Recruiting
• Compensation Program• Benefits• Training• Branding/Image• Morale
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How to Elevate Your Recruiting ProgramHow to Elevate Your Recruiting ProgramStep 10 – Turn Recruiting into a Business Step 10 – Turn Recruiting into a Business PartnerPartner
• Manage recruiting like a business unit• Have dotted line reporting relationship to
business units• Understand company financial statements• Attend industry/trade shows and training• Push to have lead recruiter (VP or Director)
attend Senior Management meetings• Utilize Contract Recruiters to flex up and down
with recruiting cycles• Volunteer for company initiatives outside of
recruiting– Community Contributions efforts– Company sponsored events– Employee Relations programs
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Q&A
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Homework Homework
• How many recruiters do you have?– Action steps to turn every employee into a recruiter
• What recruiting metrics are in place? How will you measure quality of hire?
• What percent of your interviewers have been trained by your company on how to interview?
• Develop a list of creative sourcing strategies
• Develop a communications plan
– Management, Hiring Managers, Candidates, Vendors
Copyright 2008 Talent Connections. All Rights Reserved.
Thank You!Thank You!
Tom DarrowTom Darrow
PrincipalPrincipal
Talent Connections, LLCTalent Connections, LLC
175 Inverness Approach175 Inverness Approach
Roswell, GA 30075Roswell, GA 30075
(770) 552-1550(770) 552-1550
[email protected]@talentconnections.net
www.talentconnections.netwww.talentconnections.net