Post on 10-May-2015
description
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Workforce Strategy, Analytics & Acquisition
Lockheed Martin Proprietary Information
Talent Shortages Digital Era Social Expectations
Megatrends Impacting TA
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Workforce Strategy, Analytics & Acquisition
Lockheed Martin Proprietary Information
Talent Shortages Aberd
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Shortage of Required Skills
So unlike the talent war of the 1990s and 2000s, which was driven by a lack of supply of all talent, today’s war is all about a lack of supply of the right talent.--Gary Burnison Chief Executive Officer at Korn/Ferry International
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Workforce Strategy, Analytics & Acquisition
Lockheed Martin Proprietary Information
Digital Era
In 2014, the majority of job seekers begin their search on the web, not traditional job boards or sites.
In fact, more than two-thirds of job seekers list search engines as a primary source for initial job market research. --The Talent Equation-2014
More job key word searches are conducted in one month on Google that all year on Monster.com--Doug Berg, Founder Jobs2Web
Digital Era Media Shift
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Digital Era
In 2014, research tells us that job seekers use an average of 16 different sources in their job search
Digital Era Media: Sources
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Digital Era
2006 2009 2010 2011 2012 20130
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PassiveNeutralAcitve
©2013 Corporate Executive Board. All Rights Reserved.
In 2014, research tells us we have shifted from an active candidate market to a passive candidate marketplace.
Digital Era Audience: Passive
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Digital Era
70
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8277
80 79
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In 2014, research tells us that at least 75% of employed people are willing to listen to an offer.
Digital Era Job Seeker: Willing
Digital Advertising Disconnect
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Workforce Strategy, Analytics & Acquisition
Lockheed Martin Proprietary Information
Social Expectations
The social revolution has changed the
expectations of our target audiences.
If an employer fails to provide useful, attractive candidate information on his jobsite, he now pays a direct brand penalty.
--David Earle, Staffing.org 2012
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Social Realities
Talent Expects Us to Be Social
Talent Expects Us To Be Social Engaged
Talent Expects Us to Be on Social Platforms
Talent Expects Us To Provide Relevant Information
Talent Expect Us to Be Transparent
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Workforce Strategy, Analytics & Acquisition
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Web Trend 1
Deter Potential Prospects
“94% of customers trust word of mouth over recommendations over company advertising”
– Forrester Research, March 2013
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Web Trend 2
Decisions Are Made on Web Information
“today’s buyers might be anywhere from two-thirds to 90% of the way through their journey before they reach out”
-Forrester Research, October 2012
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Social Backlash to Bad Experience
86% of consumers quit doing business with a company because of a bad customer experience, up from 59% 4 years ago.
–Harris Interactive Feb 2012
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Social Expectations
Almost Half of All Respondents Use Glassdoor When Job Hunting
Software Advice polled a total of 4,633 respondents in the US to learn what impact Glassdoor reviews have on their decision to apply for, and accept, jobs.-Jan 8, 2014
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Of those candidates with a positive recruiting experience• 62.0% would be ‘extremely likely’ to re-apply in the
future• 61.5% would ‘actively encourage’ others to apply• 82.3% would share their positive experience with
their ‘inner circle”• 50.4% would share their positive experience
publicly [online, blogs, etc.]
Of those candidates with a negative experience• 24.7% would ‘definitely not’ re-apply in the future• 27.0% would ‘actively discourage someone else
from applying’• 65.0% would share their negative experience with
their ‘inner circle’• 32.0% would share their negative experience
publicly
Candidate Experience Awards 2013
(responses from 46,000+ candidates about from 90 firms by the Talent Board
Candidates Will Share a Negative Experience
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Questions?
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Workforce Strategy, Analytics & Acquisition
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Talent Sourcing
The proactive identification, engagement and assessment of talent focusing solely on non-applicants (typically passive talent) with the end goal of producing qualified, interested and available candidates.
– Glen Cathey
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Workforce Strategy, Analytics & Acquisition
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Strategic Talent Sourcing Lens
Strategic Sourcing—identifying and engaging the talent the organization will need over the next 3-5 years. Strategic talent sourcing has the following elements:
• Talent Identification-targeted sourcing
• Talent Data-aggregated sources• Talent Engagement• Talent Mapping-WFP• Talent Intelligence-Competitive Intell
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Workforce Strategy, Analytics & Acquisition
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Talent ShortagesSocial RevolutionDigital Era
Talent Pool Talent Pipeline Talent Community
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Workforce Strategy, Analytics & Acquisition
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Talent Pool
A Talent Pool is a target audience or segment that have been roughly qualified and will be part of an outreach initiative
Talent Pipeline
A Talent Pipeline is a pool or target audience that we are engaging and relationships are being cultivated (i.e. what the Strategic Sourcing team is currently doing)
Talent Community
A Talent Community is an interactive group of people joined together by a common interest or affinity that offers the ability for its members to communicate with each other. It is about them, not about us.
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Workforce Strategy, Analytics & Acquisition
Lockheed Martin Proprietary Information
Talent Pool
A Talent Pool is a target audience or segment that have been roughly qualified and will be part of an outreach initiative
Co
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Ch
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Co
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rsat
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Co
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ive
Co
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un
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Vision
Mission
Strategy
Tactics
Talent Landscape
Talent Mapping
Identify Talent
Talent Data Aggregation
Scrub Talent Data
Select Platforms or Tools
Content
Compelling Messages
Valuable Information
Engage
Share
Gage Interest
Nurture Relationship
Measure
Analyze
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369 Prospects
63 Screen/Vet
17 Presented
170 Responses
10 Interviewed
3 Hires
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Fast--1 Week Result:
Timing was critical for the business;
68% of the responses, 8 were presented and 3 were interviewed
Project Timeline: Multiple Software Engineering
positions. Sourced talent from 8 different sources. Start to finish of
the project was 7 weeksResults:
60% of the candidates presented-
interviewed; 30% of the candidates interviewed
received offers; 100% of the offers were
accepted Iterative Messaging:
Achieved 38% visitation rate by the target audience -- an improvement of 90% over
the 20% for the initial email
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Workforce Strategy, Analytics & Acquisition
Lockheed Martin Proprietary Information
Talent Pipeline
A Talent Pipeline is a pool or target audience that we are engaging and relationships are being cultivated (i.e. what the Strategic Sourcing team is currently doing)
Co
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icat
e
Ch
ann
el
Co
nve
rsat
ion
Co
nce
ive
Co
mm
un
ity
Vision
Mission
Strategy
Tactics
Talent Landscape
Talent Mapping
Identify Talent
Talent Data Aggregation
Scrub Talent Data
Select Platforms or Tools
Add Talent Pool
Content
Compelling Messages
Valuable Information
Engage
Share
Gage InterestNurture Relationship
Measure
Analyze
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Workforce Strategy, Analytics & Acquisition
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Peter Bugnatto-Cyber Pipeline
Built “street cred” in that cyber community through conversations
+ industry events
Became “trusted advisor” with
internal clients
Anticipated the need for cyber talent
Built 1:1 relationship with
cyber talent segment
Engaged people; recruiters, & hiring
managers
2013 cyber pipeline:1359 (900 provided resumes) targets in
conversation
Current internal clients: (30)
recruiters + hiring managers
2013 impact of cyber pipeline =
29% of expro cyber hires
(non-incumbent capture)
Took a strategic view: cyber needs over the next one to five years
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Workforce Strategy, Analytics & Acquisition
Lockheed Martin Proprietary Information
A Talent Community is an interactive group of people joined together by a common interest or affinity that offers the ability for its members to communicate with each other. It is about them, not about us.
Co
mm
un
icat
e
Ch
ann
el
Co
nve
rsat
ion
Co
nce
ive
Co
mm
un
ity
Vision
Mission
Strategy
Tactics
Talent Landscape
Talent Mapping
Identify Talent
Talent Data Aggregation
Scrub Talent Data
Select Platforms or Tools
Add Talent Pools/Pipelines
Content
Compelling Messages
Value Engage
Share
Gage Interest
Nurture Relationship
Measure
Analyze
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Workforce Strategy, Analytics & Acquisition
Lockheed Martin Proprietary Information
How Do You Improve On Award Winning Work?
Innovation: Live Chat for Veterans & Wounded Warriors
Pioneered: • Dedicated Military Recruiters• Nationwide in-person outreach to
transitioning military• Dedicated Military Hiring website• Separate brand/identity
Internal Community: Military Veterans Leadership Form, EEO/D&I, LM Military Philanthropy
Awards: Industry recognition
Evolution of great workstream
Industry Collaboration: US CofC, HoH, 100,000 Jobs Mission
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Workforce Strategy, Analytics & Acquisition
Lockheed Martin Proprietary Information
Veterans Transitions on the Rise
According to estimates from the Departments of Defense and Veterans Affairs, approximately 300,000 active-duty personnel will leave the armed services in the next few years and seek to transition into private-sector jobs.http://www.shrm.org/hrdisciplines/staffingmanagement/Articles/Pages/Hiring-Vets-the-Right-Way.aspx
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Workforce Strategy, Analytics & Acquisition
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Rationale
Create a community that taps into the Lockheed Martin
ecosystem-employees, customers and alumni
Military experience is important to
Lockheed Martin—nearly 30% of
employees have served
Former military are key talent sector for short and long term
Lockheed Martin goals Lockheed Martin is committed to giving back to this talent
segment
10-12% of Lockheed Martin external hires are
from transitioning military
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Workforce Strategy, Analytics & Acquisition
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Formula: Connections + Content + Comments + Conversations = Community
Connections: the growth of the community
Community: measure and analyze the health of the community
Content: the value add to the community
Comments: the conversation starters or sparks to drive discussions
Conversations: engaging the community
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Target Audiences (Personas)
Veterans Pre-
transition
Veterans Post
Transition
Veterans In
Transition
Content Aimedat How to Transition
to a Civilian Job
Content Aimed at Planning a Transition to Civilian Life
Content Aimed at Career
Management
Messages = Personal & Contextual
• Veteran Transition to Civilian Work
• Civilian Job Market Realities
• Lifetime Learning
• Job/Career Research
• Career Networking
• Career Management
• Resume Prep• Interview Tips• Job Search
Management
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Content Stream
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Talent Community: Direct Benefits
• Talent is in control of the frequency of the interaction
• The conversations are on topics that are of interest to the talent
• Iterative compelling interactions allows talent to build relationships and trust
• Allows talent to draw conclusions about the internal team
• Allows talent to be top of mind when they decide to make a career move
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• Maintaining Relationships with Passive Candidates
• Keeping in Touch with Qualified Peers• Keeping in Touch with Organization
Alumni• Mentoring Interns/Students• Encouraging Members of a
Professional Community to Join Organization
• Presenting Work at Professional Organizations
Talent Community: Indirect Benefits
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Questions?
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Workforce Strategy, Analytics & Acquisition
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Teri MatzkinMarvin Smith
www.linkedin.com/in/terimatzkin www.linkedin.com/in/marvsmith
@talentcommunity