talent acquisition systems 2010: an update on trends and best practices
DESCRIPTION
ERE Webinar from 4/28/2010, presented by Ed Newman.TRANSCRIPT
ACHIEVE TALENT MANAGEMENT SUCCESS
Talent Acquisition Technology Industry Trends
Ed Newman Leader, Futurestep U.S.
President, The Newman Group
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Agenda
Talent Management Technology Market Evolution & Trends
Review of some of the new categories
Where is it all going?
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What’s Driving The Need For Integrated Talent Management
Agriculture Age
Industrial Age
Knowledge Age
Talent Age
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Talent Management Technology Market Evolution
ATS
HRMS/ERP
LMS PM/ SP
Comp WFP
CRM
TM Suite
Social Media
SEO/ Micro
Video Intvw
Ref Check
On- Board
SMS Text
Proliferation
Consolidation
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Key Differentiators When Selecting a Talent Acquisition Systems Vendor
Line item functionality is less and less of differentiator Usability should be a key driver when making a decision
about a vendor Integration between modules is becoming more critical
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Evolution of the solutions market
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Applicant Tracking Focus – ADP/Virtual Edge (Cornerstone Partner) – Peopleclick (Authoria) – iCIMS – Mr. Ted (Workday partner)
Talent Management Focus – Cornerstone (ADP Partner) – Halogen – Plateau – SuccessFactors – SumTotal
Talent Management Suite – Authoria (Peopleclick) – HRSmart – Kenexa – SuccessFactors (InfoHRM) – Taleo – iCIMS – Softscape – PageUp
CRM – AIRS Sourcepoint – Salesforce.com – Avature
Workforce Planning/Analytics – Aruspex – Vemo – InfoHRM (SuccessFactors)
Reference Checking – Checkster – SkillSurvey
Search Engine Optimization/Microsite – Jobs2Web – SEO4Jobs – Climber.com
Video Interviewing – Green Job Interview – HireVue – Interview Stream
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Some Definite Trends
More seamless integrations and open API’s
Mobile device applications
It’s no longer about building your own database
Branding content
New categories continue to emerge
Social Media – Literally “out of control”
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e-Reference Checking - Pre-Hire 360
Incredibly fast with no investment of time
Feedback more objective Pre-interview intelligence to
focus interview guide Sourcing channel development Post-hire quality of hire surveys Pays for itself
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Video Interviewing
Reduce candidate travel costs Cover wide geographical spread Recorded or Live Reduce the Halo effect Use for performance feedback
and/or customer testimonials Pays for itself
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Jobs2Web
A new space is emerging that will bring all of the pieces together in a single architecture
– Career Site
– Job boards
– Search engines
– Social networks
– Micro site/Talent community
– Mobile device/SMS Text
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Climber.com
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Where is it all going?
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Whale Watching
More aggressive recruiting tactics are being used in the corporate environment
Sometimes referred to as predatory recruiting
Poaching There is no value exchange,
only taking This is not a sustainable form of
networking
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The Quality Challenge
The tools and technologies offer the promise of higher quality
The speed of the competitive talent market is shortening the time we have to get to know a candidate
Assessments help, but we still do not know the true quality until after we see the person in action
Quality of hire measures can only take place post hire
– Engagement survey
– Manager survey, performance review
– Peer review
Definition of High Quality Candidate:
– Someone about whom we have more intimate knowledge
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Stepping up to the challenge
Rather than attempting to improve the filtering process to increase the quality of the output
We should focus on putting higher quality candidates into the funnel
How?
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Get to “Know” more candidates through networking
Managers should be engaged in maintaining a network of talent
True networking is not aggressive
It is about establishing and leveraging relationships
There is value exchange in a relationship
A value based network becomes a sustainable source
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New Role for Talent Acquisition
Become a Talent Coach
Assist the Hiring Manager in developing and maintaining a network of ~ 20 – 35.
– Identify prospects to be introduced to the Manager
– Provide the tools (e.g. LinkedIn, CRM, Twitter, Ning, etc.)
– Attend industry events and organize social events
– Assist the manager maintain periodic, systematic communication with network members
Create a Talent minded culture
TC
Talent Coach
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Network Analysis
Closed Network Open Network
Group 1
Group 2
Group 3
Group 4
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Filling structural holes
Group 1
Group 2
Group 3
Group 4
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Position in Network
Source: The McKinsey Quarterly: Harnessing the power of informal employee networks, 2007
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Visualizing the Network
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Twitalyzer
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Custom Private Community Portal
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Q & A
Thank You
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