the formula for sourcing success: learning the art of quality-first talent sourcing by: conni...

The Formula for Sourcing Success:

The Art of Quality-First Talent Sourcing October 18, 2012

Material Copyright 2012 1 C. LaDouceur, 410-667-8400, [email protected] October 2012

Conni LaDouceur Founder & Chief Sourcing Strategist

We deliver unsurpassed ROI for recruiting via original telephone research, and customized training: •  Demonstrated passion for the hunt since 1985 •  Customized, results-driven learning for recruiting teams •  Mastered ethical phone sourcing @ Heidrick & Struggles •  10 Research Professionals in Baltimore, MD •  From the largest French-speaking city in the US, Lewiston, Maine

Material Copyright 2012 2 C. LaDouceur, 410-667-8400, [email protected]

ExecuQuest Corp. Snapshot

October 2012

Agenda: our goals (today and every day) •  Increase candidate quality

•  Create talent-rich pipelines

•  Maximize our competitive intelligence

•  Build our reputations as Deliverers of Results

•  While spending a minimum amount of time managing the information overload

(it’s as much about time as it is about quality!)


Sourcing Defined The professional sourcing process does not depend on luck or shortcuts, but on a step-by-step process whereby a list of potentially suitable candidates is reduced to several uniquely qualified candidates.

The aim is not merely to produce qualified candidates

– which is easy – but the very best candidates available.

Primary Sourcing and Secondary Sourcing Material Copyright 2012 4 C. LaDouceur, 410-667-8400, [email protected] October 2012

Am I game?? Let’s “up the game”: A) If I commit to these techniques, + B) to efficiently identify the most qualified talent, = C) I will improve candidate quality and increase my brand as the “Deliverer of Results”.


What would you do if you knew you could not fail?

October 2012

Evolution of Recruiting and the Internet

Past •  Heidrick & Struggles

founded in 1953 •  Recruiters historically

qualified talent by telephone •  Identifying in organization

chart form, by responsibility and objective qualifiers

Present •  1970: DOD computer

scientists developed Internet •  1995: Monster began •  2003: LinkedIn •  2004: Facebook •  2006: Twitter

C. LaDouceur, 410-667-8400, [email protected] Material Copyright 2012 6

New* Rules of the Game: as more becomes available online, many Recruiters are becoming Data-Miners. *are new rules replacing tried-and-true methods?

October 2012

Is there still a War for Talent??

“Someone important is bound to see my

resume now!”


So who needs phone sourcing? 1) Everyone is on LinkedIn* 2) I can just network with contacts 3) Phone sourcing takes too long 4) What if they ask me why I’m calling?

5) What if they won’t give me the names?

* is everyone on LI?


LinkedIn Stats, 9/2012

•  180 mil members WW •  5.8 mil LI members in Canada •  13.6 mil WC employed (17.5 total) in Canada •  3 in 5 adults are using LI •  7.8 mil may be UN-findable online,

ALL PASSIVE 4% Tech/Media 7% Prof Svcs 10% Aero/Auto 13% Govt/Edu/NFP 6% Finl Svcs 12% HC/Pharma Material Copyright 2012 9 C. LaDouceur, 410-667-8400, [email protected] October 2012

Post and pray…or…

Be reactive and suffer the consequences…


Post and curse!

or be PROactive: what smarter/faster ways can we meet our clients’ needs?


The 7 Habits of Successful Sourcers ™

1.  Be Proactive: Narrow your Search 2.  The End in Mind: The Intake Meeting 3.  1st Things 1st: The Definitive Target Cos. 4.  Think Win-Win: Courage & Consideration 5.  Understanding: The Compelling Call 6.  Synergize: Creative Cooperation and

Competitive Intelligence 7.  Sharpen the Saw: Delivering Results!

Right First, Fast Second! Material Copyright 2012 12 C. LaDouceur, 410-667-8400, [email protected] October 2012

Time is $$$.

Less is more.

Quality,

not Quantity!

1. Be Proactive: Narrow your Search


1) What should I take TO the meeting?

2) What will I take FROM the meeting?

2. The End in Mind: The Intake Meeting


Strategic Checklist for Research: [email protected]

October 2012

What’s most important?

To set Clients’ expectation and calibrate success, ask to force-rank which two factors are most important. How will the weightings affect strategy and tactics?

C. LaDouceur, 410-667-8400, [email protected] Material Copyright 2012 15 October 2012

3. 1st Things 1st: The Definitive Target Cos. Start narrow and remember the goal: Who are the most qualified candidates vs. the most available candidates? •  Where are the experts/who does this best? •  Panel symposiums (OOPSLA, ASQ, etc.) •  Do the TCs meet the qualifications??? Many a search goes awry: too many TCs and the most qualified, prospective candidates go UN-identified and UN-considered. Material Copyright 2012 16 C. LaDouceur, 410-667-8400, [email protected] October 2012

Where do I start? It can take as little as 10 minutes!!

1.  Previous research: do not reinvent the wheel! 2.  Secondary research: ATS, LinkedIn, smart search strings, conference attendee lists, assoc. members, etc. 3.  Our forgotten AWESOME employees: 613-996-5115, ext. 8, 416-393-7650 4. And value-added, direct, telephone research


The 4 components of smart search strings:

1. Job Titles: • “SAP Consultant” • “Account Executive” • “Senior * Manager” • (“Software Engineer” OR Programmer)

2. Locations: • (Atlanta OR Marietta OR Alpharetta) ,.GA • (770 OR 678 OR 404) ,.GA • Sydney 61 Australia

3. Company Names:

• (“Hewlett Packard” OR HP OR @hp.com) • (IBM OR @ibm.com OR @us.ibm.com)

4. Skills, Licenses, Degrees or Certifications:

• (“, RN” OR “, CNA” OR “, LPN”) • (“, CPA” OR “, CFA”) • (BSCS OR MSCS) or also try “, MBA” • (“, CCIE” OR “, CCNA”)


To find lists of people, search Google, Yahoo, Bing: filetype:XLS or filetype:XLSX

September 2012

Identify Talent Online

Notable Websites Google, Bing, Yahoo, Ask and AOL 1. http://websearch.recruiting.com/ 2. http://www.exalead.com/search 3. http://icerocket.com/ 4. http://duckduckgo.com 5. http://clusty.com/

Material Copyright 2012 19 C. LaDouceur, 410-667-8400, [email protected] September 2012

How can I most efficiently identify and place the most qualified talent, not the most available talent?

What challenging or long-standing search would benefit from direct phone sourcing??

4. Win-Win: Courage & Consideration


Ethics and Direct Phone Sourcing If we’ll call individuals whom we find on (the new monster), who apply online or are referred to us, shouldn’t we also ID the entire teams so we can recruit the best-performers on those teams?

Isn’t this what our Clients expect of us? Don’t be shy…our competitors aren’t!

This is our strategic imperative.

ID of on-target, qualified talent will ensure efficient CD. Material Copyright 2012 21 C. LaDouceur, 410-667-8400, [email protected] October 2012

What do I want to know?

Push the envelope! Get as MUCH as you can: names, titles, reporting relationships, direct dial and cell phone numbers, email addresses and previous incumbent, # of reports, etc.


Our Secret to Direct Phone Sourcing Select the responsibilities & objective qualifiers from the position profile: 1.  “WHO is responsible for (highlighted OQs) …?” 2. “Could I trouble you for their titles please?”

3. “…and who do they report to please?”

4.  “What are their email addresses & direct dial #s?”

Breathe, relax and practice efficient professionalism!


Search: Market Risk Executive, IB Target Company: OQs: “Measuring and monitoring risk exposures, providing

risk analytics & related reporting, enterprise-wide” Advanced Search: “market risk”, 10001 zip, Director, JP Morgan Chase current: 10 results: Tom Lochtefeld, Head of Market Risk Reporting at JP Morgan

Vice President, Executive Director Market Risk Reporting at J.P. Morgan Advanced Search: ”credit risk”, 10001 zip, Director, JP Morgan Chase current: 17 results: John Gehebe, Vice President, Executive Director, Credit Risk Reporting,

Business Manager IB-Americas Risk Management at JP MORGAN

We called John Gehebe whose VM said he was on vacation and offered XXX’s name.

Case Study 1: Bottom-Up


Sourcing Success: Recorded Calls Listen carefully: what are my observations? •  What was said first, next… •  How were questions to me answered? •  What tone is implied? •  What did the call yield? The lost art of original, ethical, efficient on-target phone research

(3:32)


Fantastic Telephone Sourcing Results MD, Head of Market Risk: well-guarded talent pool:

212-XXX-XXXX XXX Barry Zubrow, Chief Risk Officer (manages c.750, 17 directly)

212-XXX-XXXX XXX MD, Investment Bank Market Risk (17 direct)

212-XXX-XXXX XXX MD, IB Market Risk

212-XXX-XXXX XXX MD, IB Risk



011-44-XXXXX XXX MD, IB Risk




011-44-XXXXX XXX MD, IB Risk


Phone research may be the answer… MD, Head of Market Risk: 212-XXX-XXXX XXX MD, Investment Bank Risk

011-44-XXXXX XXX MD, IB Market Risk

212-XXX-XXXX XXX MD, IB Market Risk (LI profile)





011-44-XXXXX XXX MD, IB Risk Reporting

212-XXX-XXXX XXX Executive Director, IB Credit Risk

212-XXX-XXXX XXX Exec Director and VP, IB Credit Risk 212-XXX-XXXX (obtained names from:) XXX, Assoc, IB Credit Risk Reporting


Observations?

•  Is it surprising that we could get all this information in this way?

•  Did this phone research take too long? •  Could we have found these otherwise?

Yield for Research Investment/YFRI: 1. 17 on-target names in 30 minutes 2. from client’s most desirable TC 3. virtually none on LinkedIn

4. and fantastic organizational data Material Copyright 2012 28 C. LaDouceur, 410-667-8400, [email protected] October 2012

Case Study 2: Peer/Lateral

One of the Team Members: Middleware Engineers Staples, Inc, Framingham, MA, [email protected] LinkedIn Adv’d Search: middleware, 01702, Staples current: 12 results (4:19) Called Dan Jacques, Sr IT Engineering Manager and was connected with a Systems Engineering Cons: asked who Dan managed re: “middleware engineering and WAS installation, configuration and monitoring” He provided all 12 names who report to XXX without asking who I was.

YFRI: 8 of the on-target 12 were UN-findable on LI nor could be identified via smartest search strings.


Search: Financial Planners, RBC, Sudbury, ON Quick LinkedIn Advanced search: Keywords: CSC (Canadian Securities Course) Title: Financial Planner Company: Bank Postal Code: M4B 1V4 (0 results for Sudbury) Results: 17, incl’g Jason Nelson who returned my call Objective qualifier: “Expanding existing relationships by consolidating the investible assets of mass affluent customers to increase share of wallet”

Case Study 3: Top-down

Listen carefully: what are my observations? •  What was said first, next… •  How were questions from the person we called answered? •  What did the call yield? The lost art of original, ethical, efficient on-target phone research

Sourcing Success: Recorded Calls

Case Study 3: Deliverer of Results! Search: RBC Financial Planners

Combination of top-down and bottom-up, well-guarded talent pool; one call (14 mins: 40 secs) yielded all 44 members of the team.

Case Study 3 (Cont’d): Search: RBC Financial Planners

Combination of top-down and bottom-up, well-guarded talent pool; one call (14 mins: 40 secs) yielded all 44 members of the team.

Impressive!

Yield for research investment/YFRI: 1. 44 OT names in < 60 minutes 2. from a most desirable Target Co. 3. including value-added competitive data

Case Study 4: Another Department Search: Flight Test Engineers, Patuxent River NAS, MD Quick LinkedIn Advanced search: Keywords: flight + test + engineer Company: Boeing (current) Postal Code: 20670 Results: 23, incl’g M. Spencer and R. Mourad Objective qualifier: “Aircraft configuration with regards to

testing sequence, test configuration, risks, etc.”


Not every call is a success: BUSTED!

Keep cool! (2:23) What’s the worst that can happen?? •  Every obstacle is a stepping stone to success! •  Roadblocks are temporary!! (It’s not that I can’t get it, it’s just that I can’t get it from THAT person) •  Practice creativity!


Case Study 4: Human Resources?! The Boeing Co., Patuxent River NAS, MD 301-342-3000 480-891-3000 XX XX Manager, Out Plants 301-757-XXXX XX XX Manager, P-8A Poseidon Testing

301-757-XXXX XX XX Manager II (mgs 20 Flight Test & Eval Engineers thru 3

Managers) 301-757-XXXX XX XX Manager II (mgs 7 FT&E

Engineers) 301-757-XXXX XX XX Manager (mgs 7 FT&E Engineers) 301-757-XXXX XX XX Manager (mgs 6 FT&E Engineers)

Obtained the names, direct dial numbers and email addresses for all 20 Flight Test and Evaluation Engineers for the P-8A Poseidon from Human Resources.


Do not dismiss telephone research

Yield for Research Investment/YFRI: 1. 20 OT*, 7 VA names in < 60 minutes 2. from a most desirable TC 3. including value-added competitive data

50% of the Flight Test Engineers identified by phone were unknown to the client.

These results are original research and reliable.


Individual Auditors from NYC <Name>, listed as VP, Corporate Audit, Corporate Yellow Leadership Directory, called his office and asked to speak with another individual in corporate audit (3:01): <Name> VP, Corporate Audit [email protected] (mgs 17 thru 4 directly)

Associate Director, CAD Financial Operations [email protected] (co-manages 11; working in teams of 5 on most projects)

Associate Director, CAD Fin’l Opns [email protected] (co-mgs 11) Associate Director, CAD Fin’l Opns [email protected] m (co-mgs 11) Associate Director, IT 212-XXX-2138 Sr. Auditor, CAD [email protected]

212-XXX-2798 Sr. Auditor, CAD [email protected] 212-XXX-2488 Sr. Auditor, CAD [email protected]

212-XXX-3655 Sr. Auditor, CAD [email protected] London Sr. Auditor, CAD [email protected]

Case Study 5: Peer-to-Peer


, Medical Affairs: a limited talent pool: VP, Medical Affairs’ name from Corporate Yellow Book, Dr. XXX, who answered his own phone and provided name responsible for medical affairs, specific to “protocol development for smoking cessation”: (1:39)

Name: Dr. XXX

Title: Assoc. Director, Global Medical Affairs Who she reported to: XXX

How many she manages: 1 person Confirmed the qualifier: “smoking cessation”

How long in the role: new to the company And that there was no predecessor.

Subsequent call obtained direct dial and email.

Case Study 6: Top-Down


Case Study 7: ID the most qualified

Search: Senior UX Design Leaders Target Company: OQs: “Delivering the user persona identification, experience

vision, UI architecture and interaction design”

Advanced Search: “user experience “, Title: Design, eBay current, 25 miles/95125

32 results: Daniela Jorge, Director, User Experience Design

Andreas Woelk, Manager, User Experience Design Karlyn Neel, Senior Design Manager, eBay and ex-Lead UX Designer

We called repeatedly, while we conducted searches online, until we reached an employee who provided the information we needed.


Case Study 7: Identify the most qualified Senior UX Design Leader: Random and bottom-up, a well-guarded talent pool (6:28 & 3:43):


Case Study 8: Ask for an email! Email from the target company, efficient and reliable: (1:17)

, District Supervisors, Puerto Rico: (5:06)

From: <Name> On Behalf Of <Name> Sent: <Date and Time> To: EQC Subject: e-mail information

Connie Attached info requested: 787-XXX-XXXX [email protected] District Supervisor, manages 9 stores 787-XXX-XXXX [email protected] DS, manages 1 SC and 8 stores 787-XXX-XXXX [email protected] DS, manages 10 stores 787-XXX-XXXX [email protected] DS, manages 7 stores 787-XXX-XXXX [email protected] DS, manages 1 SC and 7 stores I hope this information helps you. Thanks. <Name> Senior Director of Operation's Asst., Phone 787-XXX-XXXX Fax 1-479-XXX-XXXX [email protected] 5 on-target names, titles, # of stores, District Supervisors’ names, direct dial phone

numbers and email addresses for a long-standing, “troubled” opening. Material Copyright 2012 43 C. LaDouceur, 410-667-8400, [email protected] October 2012

Some require phone-sourcing…

Director, NDE: is the on-target talent easily- identifiable or deeply embedded/highly protected, i.e. 75%?

…An “impossible” search? Or a critical step omitted?


•  The Operator or Reception •  The mailroom •  HR: “Would you to check the org chart please?” •  Another regional office •  The President’s AA •  Accounts Payable/Receivable •  Investor Relations •  800 customer service # •  After-hours Security

It’s amazing what’s available for the asking!

Who else can help me?


How can I save one week per year?

“You can save 8 minutes per day,

40 mins. per week,

by simply…

Using Redial!!


We miss 100% of the shots we don’t take!

We may get the information if we just ask!!


Be polite, professional, persistent and ASK!

Prioritize Candidate Calls: Time is $$

•  Call priority prospective candidates first thing each morning: THEY are my most important calls •  After leaving VM, 0#, ask if he/she is in today and ask for his/her cell phone number •  How many VM messages do I leave?

•  What impression am I creating via my professional persistence? Quality not quantity!


Qualify First

Vet before interest, our first priority: •  Are you qualified for this position? •  Why would this be an ideal next step for you? •  What would motivate you to make a change?

CONTROL the interview!


6. Synergize: Creative Cooperation and Competitive Intelligence

When a potential candidate is too $$: “So that I can understand more about your role and responsibilities, can you tell me how many people you manage directly and in total? What are their titles and what differentiates them?”

Then call and reel them in!


Candidate Development: Source Call MD, IT Strategy & Optimization

Mr. XYZ Managing Director, Education Industry, Globally Top 5 WW Management Consulting Firm 1997 – Present XYZ manages 500 consultants worldwide, through a dozen Partners, for the XYZ Education Industry practice, organized by regions/industry teams: He began by saying he would not suggest anyone and subsequently provided 9 new, on-target recommendations by the end of the 34 minute call.


What about diversity candidates? In the US, we are allowed by law to ask:

“We are looking to present the most diversified roster of talent we can, specifically to increase our clients’ representation of ________. Who can you suggest who would meet that need?”


Manage Your Time Wisely

•  If I’m online, who can I be calling? •  When I’m on the phone, what can I be researching online? •  Measure time vs. yield, critical to measuring performance and repeating success (can I simultask??) •  How can I improve my results and productivity?


I.D. Recap: Who, What, Where? •  Who is responsible for (objective qualifier)? •  How long in the role? •  Who did s/he replace? •  Where is s/he now? •  Who does Name report to please? •  How many people does he/she manage, directly and in total? •  What is direct dial #, mobile, email address? •  May I call you back if I have add’l questions? •  Who else should I copy?

Thank you!

ROADBLOCKS ARE TEMPORARY – BUT YOU GOTTA ASK! Material Copyright 2012 54 C. LaDouceur, 410-667-8400, [email protected] October 2012

What Differentiates Good from GREAT? •  Take responsibility for improving your performance, YOUR BRAND: the “Deliverers of Results” •  COMMIT to learning something new! •  Hire most qualified talent, not the most available talent •  Increase your overall versatility and value!

PERSEVERANCE


Take the challenge and up your game!

*Audacious: courageous, creative, enterprising, tenacious, undaunted!!


7. Sharpen the Saw: Delivering Results!

October 2012

Control the process to control the outcome


•  Are we seeking the most qualified talent or the most available talent? •  Would we rather call 5 highly targeted prospects or 50 people to network with? •  How will this competitive intelligence increase our reputation as the go-to experts in recruiting?

•  How are our competitors recruiting for this talent?

October 2012

The 7 Habits of Successful Sourcers ™

1.  Be Proactive: Narrow your Search 2.  The End in Mind: The Intake Meeting 3.  1st Things 1st: The Definitive Target Cos. 4.  Think Win-Win: Courage & Consideration 5.  Understanding: The Compelling Call 6.  Synergize: Creative Cooperation and

Competitive Intelligence 7.  Sharpen the Saw: Delivering Results!

Right First, Fast Second! Material Copyright 2012 58 C. LaDouceur, 410-667-8400, [email protected] October 2012

Qualify external research providers: •  How do you develop your research? (search strings, subscription databases, original telephone ID, etc.) •  Is your staff employee or contract? •  How do you measure the quality of your work? •  If you have developed research similar

to the position I am seeking to fill, can I purchase that research?

(do you resell your research?) •  Will you come onsite and demonstrate your

original phone techniques? (or do you ruse??)


Challenges?

What challenging positions am I recruiting for that would benefit from direct phone sourcing??

Is it really an “impossible” search

or have I omitted this critical step?



Thank You and RIS!

Conni LaDouceur, [email protected]

ExecuQuest Corp., 410-667-8400

I welcome your comments and questions. October 2012

ExecuQuest Corp. Value Proposition

Our mission is to provide outstanding search/research solutions, truly passive candidates, expeditiously. Be assured that as hourly research providers, we endeavor to impress you with our on-target talent mapping and insight and will be careful stewards of the research investment. We develop the information as efficiently as possible each and every time, for each and every client, with each and every phone call. We are relied upon for our on-target sourcing expertise, taking great pride in our work. And call us to train you in these results-driven techniques.

Conni LaDouceur, Chief Sourcing Strategist and Trainer

ExecuQuest Corporation, 410-667-8400, [email protected]

EXECUTION • QUALITY • CAPACITY GLOBAL TALENT SOURCING


the formula for sourcing success: learning the art of quality-first talent sourcing by: conni...

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