onrec webinar; recruiting smart
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Recruiting Smart: Optimal Recruiting Results and
Why a Little Strategy Pays Off
We would like to thank our sponsor
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Metrics are Easy! – Analytics? Now We’re Talkin’
Geoffrey Dubiski • April 29, 2009
SHRM Staffing Management Conference & Exposition
Recruiting Smart: Optimal Recruiting Results and Why a Little Strategy Pays Off
Carol Mahoney Founder Talent Acquisition On-Demand – a division of Live and Leap
Carmen Hudson CEO Tweetajob
Presented by:
SmartRecrui,ng:ALi2leStrategyPaysOff
Recrui,ngTrendsWebinarPresentedby
CarolMahoneyandCarmenHudson
It’sJune1,2010
• Yourrecrui,ngdepartmentisstaffedtocoverturnoverandmodestgrowth:100reqsperquarteratmost
• Youfindoutthat(pickone):• Turnoverinyoursalesgroupisthroughtheroof.• Yourcompanylandedahugedealandneeds100morepeopleaddedoverthenext3months.
• Yourcompany’sQ2profitmarginsarelookingsogoodthatallproductandsalesgroupswillbeabletoaddstaffinQ3(aWercuXngbacktodras,callyduringtherecession)
• TheCFOisholdingthelineonG&Aspending–sowhileyoumaygetali2lemorebudget,itwon’tcoverexpendituresrequiredtomeettherecrui,ngneedsofthecompany.
Chooseallthatapply
• You:a. Bringyourteamtogetherandtellthemtheyneedto
buckup.b. Whinetoyourmanagerthatyouneedmoremoney
todeliverrecrui,ngsupport.c. Holdyourclientshostage:nomoney,nosupport!d. UpdateyourLinkedInprofileandpray.
• Theansweris:noneoftheabove.InsteadyouwhipoutyourhandydandyTalentPlanningtoolandgettowork.
Rippedfromtheconsultant’splaybook
Auto-pilot Get good at this (process, process, process)
Outsource? Get creative Spend Time and $$
Talent is Abundant
Role is Critical to organization
Talentabundantandcri,cal
• Moderate dollars to produce flow of passive and active candidates
• Sourcing less important • Average Recruiter/Req ratios • Process management key
• Efficiently narrow the pool • Train recruiting teams (mgrs and recruiter) well
• Consider RPO
Auto-pilot
Outsource? Get creative Spend Time and $$
Talent is Abundant
Role is Critical to organization
Talentscarceandcri,cal
• Heavy Sourcing • Use research to find passive candidates and map out talent community
• Attract and Engage thru social networking (Twitter, Tweetajob, LinkedIn, FB, Ning, email campaigns/mixer events; Blogging)
• Low ratio of reqs to recruiter • Consider specialty agencies/search • No RPO
Auto-pilot
Talent is Abundant
Role is Critical to organization
Get good at this (process, process, process)
Outsource?
Talentabundant,notcri,cal
• Little specialized Sourcing • Promote through open jobs and job boards • High ratio of reqs to recruiter – recruiter manages process
• Greater involvement of hiring managers • Great for RPO
Get good at this (process, process, process)
Outsource? Get creative Spend Time and $$
Talent is Abundant
Role is Critical to organization
Talentscarce,notcri,cal
• If low critical mass of reqs, outsource • If enough like-reqs, hire a sourcer (or get the client to fund one)
• High ratio of reqs to recruiter – recruiter manages process
• Consider RPO
Auto-pilot
Get creative Spend Time and $$
Talent is Abundant
Role is Critical to organization
Get good at this (process, process, process)
Differen,a,ngrecrui,ngtalentandorganiza,onalstructure
• Experienced full-cycle recruiters • Strong attention to detail • Strong process and systems knowledge • Exceptional communication skills • Strong recruiting management needed for team • Moderate sourcing skills, high level candidate development skills
• Departmental alignment
Talent is Abundant
Role is Critical to organization
• Less experienced recruiters • Consider “pod” model to increase efficiency
• Structure team to include learning and development opportunities
• Project management, organization important skills
• Departmental or Functional alignment
• Sourcing skills important – perhaps a “junior sourcer”
• Business plays strong role in candidate development
• Ability to prioritize and manage volume • Vendor management
• Specialist Full-Cycle Recruiters • Independent, self-managed • Functional alignment
CatalystforConversa,onTruth#1 Alljobsarecri,cal.Ifit’snotcri,cal,it’sprobablynotfunded
(especiallytoday).
Truth#2 Alljobsarenotequalinimpact.Whatkeepsthelightsonforyourcompany?i.e.productdevelopmentandrevenuegenera,ngposi,onsareprobablykeytothebo2omline.
Truth#3 Althoughgreatpeoplearealwayshardtofind,therearedefinitelymoreengineersthanarchitects.Abundanceandscarcityoftalentisareality.
Truth#4 Ifweacceptthatalljobsarenotcreatedequal,weshouldbepreparedtodifferen,ateourrecrui,ngstrategiesaswell.
Truth#5 Thefolksrunningthebusinesstodayalreadygetthis…theyliveinaworldoftrade‐offsandpriori,za,on.
Truth#6 Eventhoughtheygetit,theydon’twanttotelltheCFOhisFinancepeoplearen’tbusinesscri,cal.
Truth#7 Wearen’tpaidthebigbuckstoavoidfacilita,ngthisdiscussion.
Adviceforfacilita,ngthediscussion
• Getaircover(HR)• Createastrawman
• Don’tuseopenreqs.Usejob,tles/departmentsinthecompany.
• Avoidtherat‐holeofcommiXngtoservicesforeachquadrant.Thatcomeslater.
• Don’tstriveforperfec,on.Thinkofitasadynamicprocessthatisongoing.
CaseStudy
• 200Reqs(doubledemandfrom100)• CurrentResources
– 4recruiters– 1sourcer– 1coordinator– Add:1recruiter(200K/hr).
• CurrentBudget– Pos,ngbudget– 1LinkedInmembership– Add:3LinkedInmemberships(20K/yr)– candidateleadgen.toolbudget(15K/yr)– HiringManagerTraining(5K)
CaseStudy
• Development Engineers, Sales, Product Marketers, Marketing (outbound, customer acquisition), Network Engineers
• Reqs: 100 • 2 recruiters • .5 coordinator
Talent is Abundant
Role is Critical to organization
• Sr. Manager and below: G&A, IT, Corporate Marketing, PR, Operations, Customer Support
• Reqs: 50 • .75 recruiter • .125 coordinator
• Director and above for all positions not deemed “high critical”; Legal, Tax, Government Affairs
• 20 Reqs • .25 recruiter • .125 coordinator
• Architects; Vertical Account Managers; Misc. Engineering Product and Sales Directors/VPs; C-Suite
• Reqs: 30 • 2 recruiters • 1 sourcer • .25 Coordinator
TheMath*
• Increaseinspend:– Annualized:40K(tools)+200K(recruiter)=240K– Perquarter:60K– Addi,onalquarterlycostperposi,on*:$600+costincurredbyclient(agency,sourcers,etc.)
*assuming100posi,onsfilledwithinthesamequarter
Thank you • CarolMahoney
Founder,TalentAcquisi,ononDemandwaslaunchedtodeliverrecrui,ngmanagementsolu,onstoorganiza,onsthatrelyontalenttocreatecompe,,veadvantage.MostrecentlyVPofTalentAcquisi,onatYahoo,Inc.from2003through2009,CarolhasenjoyedasuccessfulHRcareer,withafocusonTalentAcquisi,on.Sheisnowleveragingherexper,setocreateaconsul,ngprac,cefocusedondeliveringTalentAcquisi,onManagementsolu,ons.carolm@talentacquisi,onondemand.com
• CarmenHudsonCEO,Tweetajobaninnova,vesocialrecrui,ngplauorm.PriortofoundingTweetajob,CarmenwasSeniorManagerofTalentAcquisi,onforYahoo!.AtYahoo!,sheledanaward‐winningteamfocusedonthestrategicapplica,onofsourcingprograms,includingeventrecrui,ng,employeereferrals,employerbranding,andsourcingskilldevelopment.PriortoYahoo!,CarmenwasManager,GlobalStrategicSourcing,forStarbucksCoffeeCorpora,on,andhasheldseniorrecrui,ngposi,onsatotherFortune500companies,including:MicrosoW,Amazon.com,[email protected]
RecruitLadder.com| 21
The State of High Level Recruiting
RecruitLadder.com | 22
Value Not Volume The senior-level hire: • Is key to your company’s success • Represent half of your corporate salary expense line • Represents the majority of your executive search budget • Is your most visible internal barometer of success within your organization
10% of the Market
100% of Leadership
50% of Wages
80% of Recruitment Fees
10% of The Market
50% of Wages
100% of Leadership
80% of Recruitment Fees
Current State of the Market
Between 2007 and 2008 the economy lost 803,900 jobs.
Between December 2008 and August 2009 the economy lost 3.8 million jobs!
On top of this, 55% of the current workforce is unhappy.
RecruitLadder.com | 24
Economic Challenges Increase Recruiter Challenges
• Do more with less • Pressure to reduce contingent search budgets • Increased number of unqualified players in job market • Investment in job boards not yielding results • Best candidates making slower and more deliberate decisions
Budgets
In-House Expectations
Despite the Recession, Quality & Availability Remain the Top Challenges
RecruitLadder.com | 25
More than half of respondents cited “quality of candidates” and/or “availability of candidates” as their greatest challenges – despite the recession.
RecruitLadder.com | 26
TheLadders Difference
RecruitLadder.com | 27
Solving your Business Problems • Quality • Reduce time to hire • Serious candidates • Professional support • Lower cost
RecruitLadder.com | 28
Multi-Million Dollar Media Spend
RecruitLadder.com | 29
High-Quality, Invested Candidates Screening We hand-screen every job seeker and reject unqualified candidates (20% of submissions) to keep quality high.
Business Model Our candidates pay a $30 membership fee to apply to your jobs.
RecruitLadder.com | 30
Our Job Seekers: 3.6MM and Growing!
Note: Results from online survey conducted of 8,753 members between February 2 and March 31, 2009.
Metric TheLadders Job Seekers
Average earnings $172K
Graduate degrees 42%
15+ years of experience 87%
10+ years of experience 95%
Held jobs that are Director-level or above 72%
Held jobs that are VP-level or above 45%
Held jobs that are C-level 17%
Currently employed 67%
Earn $150K+ 43%
Earn $200K+ 21%
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Metrics are Easy! – Analytics? Now We’re
Geoffrey Dubiski • April 29, 2009
SHRM Staffing Management Conference & Exposition
Recruiting Smart: Optimal Recruiting Results and Why a Little Strategy Pays Off
Thank you for joining us!
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Metrics are Easy! – Analytics? Now, 2009
SHRM Staffing Management Conference & Exposition
Join us on June 8:
Employment Branding: Leveraging Your Corporate Culture for
Recruiting and Retention
Details on how to register will be in your post conference email or go to: http://www.recruitingtrends.com/category/events/webinars