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1MSC Software Confidential

Using Environmental Scanning for Talent Acquisition & Management Process

Stephanie Alvarez, M.S.Sarah Eggert

Sibylle Georgianna, Ph.D.Christopher Kupitz


What You Will Discover:

Different influences e.g.,

-Socio-demographic & educational trends;-Employment, economy & funding sources;-Technologyshape today’s workforce


What You Will Discover:

Different influences are our “lenses” for this presentation’s review of the hiring process

(i.e., from job postings to onboarding to talent management and talent succession).

Sibylle Georgianna

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Technology: Sarah


Public Policy & Economic Trends: Christopher


Demographics and Social Trends: Stephanie

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What You Will Get:

Upon completion of today’s incubator, you will be able to: -List different components of employees’ skills and desired qualifications. -Derive such components from an organization’s values and mission statement.


After Attending Today’s Incubator …:

-Create a Google survey based assessment reflecting the identified components. -Set up the assessment’s responses to(1) Enhance the hiring process and (2) Ensure value driven talent development upon hiring.


The Big Picture:

The Pyramid of Organizational Development

Flamholtz & Randle (2017). Growing Pains: Building Sustainably Successful Organizations (p.27 Figure 2.1). Wiley.

Corp. Culture

Mmgt. SystemsOp. Systems

Resource Mgmt.Products & Services

MarketsBusiness Foundation

VisionMission Values

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MSC Software Confidential

Four Phases of Talent Acquisition & Management:

Phase 0: Needs AssessmentPhase 1: Recruitment & OnboardingPhase 2: Talent DevelopmentPhase 3: Strategic Exit

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Phase 0: Needs Assessment

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O ut-of-the-box Top Talent

A com pelling story is m ade to a top technica l or business ta lent, w ho com e from outs ide of the industry or com m only assum ed backgrounds

C hange agents

Increm enta l im provem ent in staff ab ility levels

R eplacem ents

F ill or upgrade com petency gaps. C an be identified through system atic p lanning over long periods of business lifecycle

N ew group form ation

Build ing from scratch w ith the need to scale to vo lum e (i.e ., bring a group online in to production)

Executive / Key & C ritica l

F it based recru iting based on business needs

Phase 0: Needs Assessment

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MSC Software Confidential 13

Phase 0: Assessments Used for Talent Acquisition

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Phase 1: Recruitment & Onboarding of Top Talent


Phase 1: Recruitment & Onboarding: What Has Been Changing? TechnologyIn a short business cycle (2014 to 2017), changes are emerging on how we approach acquiring talent:• The approach of the Social recruiter to a Cognitive recruiter• Global skills supply chain• Overwhelmed employee wants smaller, more agile teams• Staffing for increasingly “open network” teams• Sourcing and selecting skills over credentials• Personalizing the candidate experience

2017 Deloitte Global Human Capital Trends2017 Recruiting Trends Point to Technology Driving Change, Society of Human Resource Management (SHRM) (February 2017)

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Phase 1: What Recruiters vs. Candidates Want:

2017 Recruiter Sentiment Study MRI Network


Phase 1: Where Candidates Are Recruited (Technology):

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Phase 1: Managing the Candidate Funnel (Technology)

Sourced

Suspects

Prospects

Qualified prospects

Candidate

Hire

High volume searchCultivate talent pool

Match to criteriaVerif

yValidate

Select

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Public Policies and Economy

Record -low unemployment rate:● More difficult time for employer to fill positions

Changes in digital literacy:● 85% of workforce with digital skills

2017-2018 Orange County Workforce Indicators Report


Phase 1: Recruiting is a real-time function (Technology)

• Top 3 concerns to adding value– Brand alignment (values represented in product/services)– Cost containment (asset allocation)– Scalable operations (e.g. trained recruiters) and Artificial Intelligence

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Phase 1: 4 Methods – Active & Semi-active candidates

1. On-Demand hiring– Fill need in production– Agency resources can be used

to reduce time-to-fill

*Include in any succession planning for all jobs to keep competencies and requirements as up to date as possible

2. Top-grading– Hiring for talent pools– Stack ranking talent – Consistent pipeline generation

*Best-in-class type of hiring based on extended time and resources (requires detailed planning)

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Phase 1: Methods – Passive & Semi-passive candidates

3. Passive search– Engagement model is key– Sell the business story– Connect with compensation

and opportunity to accelerate career

*Strong WIIFM motivates candidates to seize opportunity to create personal brand

4. Brand recruiting – Narrating employer brand– Stories about culture– Create an emotional

connection during presentation

*Connection and purpose resonate strongly with brand conscious job-seekers

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Phase 1: Current benchmark staffing data

• All candidates = Total Available Market (TAM)

• Suspect candidates = Serviceable Available Market (SAM)

• Qualified candidates for hire = Service Obtainable Market (SOM)

• Skills

• Competencies & abilities

• “Fit”

• Knowledge (speed to knowledge acquisition)

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Phase 1: Leverage Available Tools (Technology)

• Applicant Tracking System (ATS)

• Customer Relationship Mmgt. (CRM)

• Referral tools

• Job boards• LinkedIn & other social media• Generic Internet X-ray search• Patent office• Dunns

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Phase 1: Continuous Improvement through Metrics (Tech.)

• Objectives & Key Results (OKR)– # Suspects sourced– # Calls per week– # Qualified candidates– # Interviews per position per

month– # Offer letters produced per

month– Pipeline velocity

• Knowledge Performance Indicators (KPI)– Average Time-to-Hire– Average Time-to-Fill– Turnover rate per job family– Competency levels (skills

matrix)– Referral network

• Net promoter Score (NPS)• Customer Effort Score (CES)

– *Cost-per-hire*requires standard cost model (e.g. benefits cost per hire)

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For Employees: Develop and Present Clear Persona

• Demographics• Psychometrics • Network connections (homophily vs. hetrophily)

We tend to shy away from “lifestyle employee” hires because the business is in constant production.

Phase 2: Talent Management Based on Brand Recruiting

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For Employers: Use Technology for Increasing Diversity and Controlling for Bias

• Initial screening of resumes by AI eliminates bias;• AI matches job descriptions with applicants’ resumes;• LinkedIn: 78% of organization desire to have diverse employees but struggle with sourcing diverse applicants

• Personality assessments are popular, but they are not predictive of successful job performance (ethical concerns).

2017 Recruiting Trends Point To Technology Driving Change (SHRM).

LinkedIn Global Recruiting Trends.

Phase 2: Talent Management and Bias (Technology)

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Phase 2&3: Talent Acquisition & Management Based onBrand Recruiting• Brand = Values*

– Narrating employer brand– Stories about culture– Create an emotional connection during presentation

*Connection and purpose resonate strongly with brand conscious job-seekers

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Phase 3: Create a Narrative

• Employer branding is really important – who are we, what do we want to be when we grow up

• Tell stories that reflect more than espoused values

• The right people will come to you when our message resonates


Phase 3: Talent Management & Succession/Exit

• Time to reach qualified candidates may continue to shorten → can scale of economies work for us?

• Succession planning continues to be a difficult goal → what’s the plan for career pathing?

• Candidates continue to ask for greater insight/transparency into organizations → do we give it to them?

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Drawing Board & Tools

• Assess Where You Are At with Your & Your Organization’s Brand:https://goo.gl/forms/Ko9GRn6SjUcE8I4J3 or scan:


Drawing Board & Tools

• Resource Allocation Form:

or scan:

https://s3-us-west-1.amazonaws.com/theleadershippractice/Strategic/Revised+2018+Strategic+Planning+Form+2.xls


What Are Your Questions? Tell Us Your Story

Thank you.

Stephanie Alvarez: RecruitmentSarah Eggert: Branding & TechnologyChristopher Kupitz: Funding (including grants) & Resource allocation Sibylle Georgianna: Organizational Development Assessment

https://goo.gl/forms/Ko9GRn6SjUcE8I4J3

https://s3-us-west-1.amazonaws.com/theleadershippractice/Strategic/Revised+2018+Strategic+Planning+Form+2.xls

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Contacts

Thank you.

Stephanie Alvarez: [email protected] Eggert: [email protected] Kupitz: [email protected] Sibylle Georgianna: [email protected]


References

Georgianna, S., Alvarez, S., Eggert, S., & Kupitz, C. (2018) The 2018 Student Led Environmental Scan Initiative at Vanguard University. Unpublished research report. Available athttps://theleadershippractice.biz/blog orhttps://theleadershippractice.biz/2018/10/strategic/

https://theleadershippractice.biz/blog

https://theleadershippractice.biz/?p=3649&preview=true

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