insight driven - candidate sourcing unbundled

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Strategic People Management & Talent Acquisition.

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The following material

on the subject of Key Talent Candidate Sourcing

is entirely original and is our own work.

It is based on our own practical experience as practitioners and consultants.


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It is important for an Organisation to understand the

Candidate Sourcing Challenge, which differs for each role,

as part of deciding whether to use direct, in-house Candidate Sourcing

or whether to use the services of an Intermediary.

The Key Talent Candidate Sourcing Challenge


495% ?

The Key Talent Candidate Sourcing Challenge……

Start = Approval to

Recruit • Degree of URGENCY• Degree of CONFIDENTIALITY• Degree of CANDIDATE SCARCITY• Degree of PACKAGE ATTRACTIVENESS• Degree of ROLE ATTRACTIVENESS• Degree of COMPANY ATTRACTIVENESS

• BUDGET AVAILABLE for eternal recruitment support:

o Consultant’s Feeo Channels Utilisation chargeso Other Expenses

Factors / Constraints

HOW exactly to locate and contactpotentially suitable,

potentially interestedand available Candidates?

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Candidate Categories

• Passives • Actives

• Resistants

Organisationslooking externally forsenior people

“Connection Facilitators”(Methods for getting connected)

ProfessionalIntermediaries

(Recruitment Consultants)

• via Print-media Advertisements - newspapers, professional magazines

• via Targeted Research - phone & directories-based

• via Personal Network(s) - phone-based

• via Direct Approaches to pre-known individual(s) - phone-based

Senior peopleactively looking for opportunities+ Senior peopleopen to opportunities

Demand side Supply side

Just a few years ago, connecting senior-level demand with senior-level supply was done via traditional, long-established methods.

Key Talent Candidate Sourcing - background

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Organisationslooking externally forsenior people

“Connection Facilitators”(Methods for getting connected)

ProfessionalIntermediaries

(Recruitment Consultants)

Senior peopleactively looking for opportunities+ Senior peopleopen to opportunities

Demand side Supply side• via Online professional Networking Sites

• via Online Job Board Adverts & Alerts

• via Online commercial CV Repositories

• via private Talent Bank (via SEO)

• via web-based Targeted Research

• via Personal Network(s) – email/phone

• via Print-media Adverts

Now, many more channels …..

Key Talent Candidate Sourcing - background

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Key Talent Candidate Supply Pool Online Sourcing - examples

....….. + very many specialist job boards 8

http://www.executivesontheweb.com/

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Using the internet as a key part of senior-level Candidate Sourcing is now well established practice.

But, the channels and solutions available are part of a dynamically changing area, with much innovation and “product development” ….

much of it being led from the USA.

The next slide provides an example of some publicity being given to a new product in this field. This new product is designed to help recruiters find Candidates, with the Candidates being “ranked” by the software.This is described in the article as a “new professional job search engine built on Facebook data”, and the product is called “Identified”. This was posted online on 19 Sept 2011.http://www.forbes.com/sites/tomiogeron/2011/09/19/identified-launches-its-people-ranking-professional-search-engine/

It is not clear at all what will be possible, or what will exist, even just 3 years from now.

Channel Types:

• Consultant’s Own Candidate Database • Consultant’s Own Personal/Professional Network • Research + Targeted Approaches (i.e. traditional executive search) • Professional Networking Sites • Executive-Level Job-Boards • Third-Party CV Repositories /Databases

The Key Talent Candidate Sourcing challenge………

Candidate Categories

• Actives • Passives • Resistants

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CUSTOMISED CANDIDATE SOURCING

STRATEGY - & DELIVERY

Key Talent Acquisition Specialist

• Degree of URGENCY• Degree of CONFIDENTIALITY• Degree of CANDIDATE SCARCITY• Degree of PACKAGE ATTRACTIVENESS• Degree of ROLE ATTRACTIVENESS• Degree of COMPANY ATTRACTIVENESS

• BUDGET AVAILABLE for eternal recruitment support:

o Consultant’s Feeo Channels Utilisation chargeso Other Expenses

Factors / Constraints


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We have identified 11 Factors that influence the success of a Key Talent Acquisition Project

(when using an external Intermediary)

We call these “The 11 KTA Factors”.


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But, our Clients get much more from us than “just” that, because our approach includeshelping them to understand the 11 KTA Factors, and helping them to act on the practical implications.

Through this approach, we give additional value to our Clients- when they work with us, they are helped, in a spirit of partnership, to better see the specific things that they themselves may also need to do, to help make sure that any particular Key Talent Acquisition project will have a successful end-result.

Of course, we ourselves do handle Candidate Sourcing activities for our Clients.

And, we do that work very effectively, with a modern, progressive approach.(In fact, this is often the only thing our Clients originally have in mind for us to contribute).


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If an Company does opt to use an Intermediary to help with a particular

Key Talent Acquisition Project, the Company then has to choose which Intermediary to use.

And, because there is much more to effective Key Talent Acquisition than “just”

the Candidate Sourcing activities, it makes sense to

choose an Intermediary that can help more broadly too.


Founding Partners:John Gemmill, MBA, MA (Hons)

Managing Director Mobile: 07983 [email protected]

Richard Palmer, MA

DirectorMobile: 07714 [email protected]


www.insightdriven.co.uk

insight driven - candidate sourcing unbundled

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