Creating Stronger HR Pillars - “Talent Acquisition”

Presenter: Jeff Dahlberg

What we hope you will achieve

I. The ability to quickly identify the three

most basic talent acquisition methods

II. More in-depth officer / management-level

understanding of talent acquisition

III. The ability to implement the

most cost effective and efficient talent

acquisition program which delivers the

highest ROI.

Section I

The key to excellent talent acquisition is basic structuring

Poor talent acquisition is constantly at the top of the list for companies not meeting expectations.

This includes employee and investor confidence.

All types of talent acquisition fall under one of three (3) basic methods

Direct-hire (white, grey and blue)

Staffing (professional, admin. Technical)

Temp-to-hire ( professional, admin. technical

HRO

HR Generalist

HR Generalist

HR Generalist

External Agencies

Director

Organizational structure is critical. Below is one of the most common human resource structure.

Show of Hands: How many of you are in a business that utilizes this organizational structure?

If you said yes:

o Good new is; you are among the majority.o Bad new is; it typically produces some of the worst

talent acquisition results.

Does your organization’s have the internal capabilities to go it alone or should you opt. to

seek third-party talent assistance?

Corporate

Only

Corporate & Third-party

Talent acquisition requires excellent communication, synergy and accountability.

Notice how all positions over lap.

HRO

Director

HR Generalist

Third-Party /

Agencies

On-site Off-site

Most effective location(s) for talent acquisition operation?

Section II

Beyond the basics of talent acquisition

Terms often confused with outsourcing

1. Direct- hire (search only) or staffing agency

2. Business Process

Outsourcing (BPO)

3. Recruitment Process

Outsourcing (RPO)

4. Recruiter or human resource

on-demand

5. Hybrid-Recruit™ and other hybrids

6. Professional Employer

Organization (PEO)

Outsourced services associated with talent acquisition

Show of Hands: Does your organization currently outsource any of its human resource operations?

1. Average number of requisitions to completed hires per year / month

2. Number of dedicated recruiters or HR generalist performing recruiting duties

3. Average time of recruitment cycle (from requisition to on-boarding)

4. Fall-out / number of open positions which were not filled

5. Number of third-party vendors involved in the process

Size and scope considerations

1. Database management (resumes, applications and compliance)

2. Impact on the company (training, resources needed, etc.)

3. Impact on cash flow & department budgets

4. Impact on over all processes and efficiencies

5. Impact on ROI

6. Budgets

7. Impact on security (will providing access to third-party vendor cause holes in IT security)

Technologies (ATS / HRMS / HRIS)

Geography areas of concerns

1. Legal compliance

2. Cultural and language impact on the business’ bottom line or brand

3. Ratio of open positions to number of qualified applicants / candidates

4. Number of work locations and HR departments

5. On-boarding process and locations

Disciplines

1. Diversity of positions and job descriptions (white, gray and blue collar)

2 Educational levels / experience levels

3. Location of positions

4. Competition

5. Security clearance requirements

6. Assessment testing and background results

7. References

Disciplines (continued)

8. Employee total compensation packages

9. Employee payroll costs

10. Fixed and variable office costs per employee

11. Employment and labor laws

12. Employee administration (current and future)

13. Post-employment costs

1. Single industry or multiple industries

2. Even the same positions in one industry can be totally different than another industry

Industry

1. Draft a plan based on the unique needs of your organization

2. Make sure the plan will provide a complete solution

3. Seeking out inexpensive third-party solutions may provide you with much more than financial savings

4. Read any third-party vendor agreements and ask detailed questions. Know the limitations of the agreement and do not assume anything

5. Cooperate fully with any vendors. They are representing you

6. Work with the vendor to create an almost seamless process between client and vendor

Healthy levels of control

7. Make sure to provide internal and vendor employees with written expectations up front and stick to it

8. While competition can be healthy, pitting vendors against each other is harmful to you vendor relations

9. Make time to pick the brain of your vendors. They meet with your competition on a regular basis and see more in one day then you might be exposed to in a month.

Healthy levels of control (Continued)

Creating Stronger HR Pillars - “Talent Acquisition”

Presenter: Jeff Dahlberg