Strategic Sourcing & Talent Pipeline - ConnectIn Milano

download Strategic Sourcing & Talent Pipeline - ConnectIn Milano

If you can't read please download the document

Embed Size (px)

Transcript of Strategic Sourcing & Talent Pipeline - ConnectIn Milano

10 Keys to Success for Pipelining and Proactive Recruitment

Leonardo J. IntriagoCustomer Success OrganisationConsultant

Strategic Sourcing & Talent Pipeline


AgendaWhat is Talent Pipeline?Set your self up for success. Lay the foundation.Build a solid pipeline processFinding new leads and building long term relationshipBest Practices about Talent Pipeline: Piaggio Group, Luxottica GroupQ&A

What is Talent Pipeline?

Talent pipeline refers to an organizations ongoing need to have a pool of talent that is readily available to fill positions at all levels of management (as well as other key positions) as the company grows. At each level, different competencies, knowledge and experiences are required, and (to keep the pipeline filled) the organization must have programs designed to identify and develop appropriate skills sets.

Bersin by Deloitte empowers HR and learning leaders to drive bottom-line impact through our world-class WhatWorks research membership.

Recruiting/sourcing highly-skilled talent44%GermanyImproving quality of hire30%IndiaEmployer brand25%NordicsPipeline talent25%SE AsiaImproving sourcing techniques18%Australia

Research shows that Talent Acquisition Leaders are saying that pipelining talent is in their top 5 priority listThink about your talent acquisition organization's top priorities for 2014-2015. Which of the following choices would you consider to be the most important and least important areas of interest for your organization?2013 Top 5 PrioritiesPriority is #1

Set your self up for success

BrandBrandJobsKnow where your organisation is..




StrategicReactive, over-reliant on agencies Engage with strong pipeline of leads and silver medalistsTeam-wide pipelining with engaged talent pools of candidates Build internal capabilities to focus on passive talentPost-and-prayTargeted engagement to attract highly qualified candidatesTalent segmentation and prioritizationJobs on niche boards and social platforms

Defined employer brand strategyInfluential talent brand engaging employees and candidates Understanding of employee value proposition

Established metrics and benchmarksData driven decision making


Talent Acquisition is merely perceived as a Staff functionStrong collaboration with Marketing, PR, Communications Strategic business advisor to Senior level ExecutivesEngage HR counterparts and Hiring ManagersPartner-ship

Talent Acquisition Team Skills and Capabilities

In order to meet your key TA objectives [reference their specific objectives, which you should have already uncovered during discovery], we should first take a look at the evolution of recruiting and where your organization is today.

Many companies are moving toward a model where theyre developing sourcing expertise in-house, using automation to personalize their job opportunities, ensuring the right talent brand is in front of the right individuals and arming their recruiters with access to the right talent pools. They are moving away from a reactive, traditional model and towards a proactive, strategic approach (Note: From bottom to top, each row in the framework represents a recruiting capability):

SOURCING: From agency reliance to developing in-house sourcing and pipelining expertiseJOBS: From post-and-pray to targeted & personalized job matchingBRAND: From no consideration of talent brand to developing an employer branding strategyMETRICS: From no metrics established to using talent data to improve recruiting effectiveness and ultimately shape business strategy

Where do you think you are in this evolution? [Have a conversation with the client and calibrate where they think they are in this process vs. what you think and come to a mutual agreement. Anchor them so that you can create a vision of where they can go next.]:Many clients will start at the Developing stageThe LinkedIn Core Solution helps get them to Foundational. This is a necessary first step.Clients already using the LinkedIn Core products can then think about more advanced strategies to get to the Strategic stage in the longer term (e.g., through Student recruiting, Campaign media, Branding Accelerator, Followers, etc).


For what kind of roles can you recruit/pipeline for?

Succession planning gapsNew ProjectsRoles with high employee turnover Hard to fill rolesInternal Mobility

Campus Recruitment (early identification of top graduates)

How to build a solid & easy pipelining process with Linkedin

Three phases for an efficient pipeline workflow

SearchRefineOrganiseReachInterestCloseBuildInterestCloseReduction in Time to HireSourcing

Projects, Tags, Sources, Status, Custom Fields


Create uniformity.Use naming conventions:

Jobtitle Country City Recruiter InitialsFinancial Controller UK London - JPTags are used to easily identify skillsets of candidatesHave the recruiters create tagsNo more than five per roleKeep track of the source of every candidateUse existing sourcesShows you where the candidate is in your pipelineThis determines the overall workflow of your team. Take your time to determine all the steps in the process before you implementCustom FieldsCustomise your own fields: salary expectation, work autorisation, availability date, office location, aptitute & skills

Create a clear and open processDirect SourcingSourcing within the databaseShort-listCall/InMailAdd Project Folder

Linkedin DatabaseCV Management ToolDefine all the steps in the pipeline process. From search to closing the candidateGet involvement from your team. Ask them to help determine the correct flow in RecruiterCommunicate not only with your team, but also with the business and clearly explain their role in the process

Manage the relationship with your candidateCandidate Relationship Management

Interested(i.e. career page visitors)

Different types of candidates require different rules of engagementHot leads(i.e. followers)

Pipeline Candidates

Short listed applicants, silver medalist, alumni, employees

High level of engagement: Keep contacts warm, by not only using targeted social media, InMails, corporate newsletters and but also reaching out them personally. Medium level of engagement: Besides first level activities, shared relevant information via targeted social media updates, InMails from Recruiter, invite to join your corporate newsletters.Low level of engagement: Keep your linkedin company page updated with relevant information social media updates.


Key messages

Set yourself up for success. Lay the foundation.Build a solid pipeline process. Make all the HR team/business aware of it. Dont forget to find continuously new leads and build a long term relationship

Key messages to Success


So in step 2, we advised you to listen to and learn from your target talent, whether thats your current employees or future candidates. That gives you a picture of what people actually think today.

Now consider what you WANT people to think about your organization. Is it feasible based on the reality?How does your communications team position the company?What does the company aspire to be as an employer?What does your research tell you talent actually thinks?Based on that you can refine your message.

As you do so, be real, be consistent, be personal, and be brave.

BE REAL: What you say about your company must be true foryour employees. If not, theyll see through you and so willthe marketplace. Divide your desired messages intothree buckets: what you can definitely back up, whats truein some circumstances, and what youd like to say butcant just yet.

BE CONSISTENT:Think about how to align this messaging with yourcompanys overall brand. There should be strongconsistency between the two.

BE PERSONAL:Go back to the individual stories gathered duringthe research phase. Stories are more easily rememberedand are motivational for employees. Those you featurewill be proud to participate.

BE BRAVE.Its not all roses. Sometimes what you wish you could say is just too far from reality to run with. If you want to claim a message that you just cant say yet, identify a related onethats still enticing but can be delivered without eye-rolling.Brainstorm options with your marketing team.

(CLICK) So I think a great example of facing up to the truth, being brave and still setting up a strong talent brand is from one of our clients in Australia, Aurecon. [details on slide]


Best Practices sharing

Davide GugliottaHR / Project Manager Global Linkedin ProjectEnrico BazzaliGroup Head of Resourcing and Training

Germano ButtazzoSales ManagerItaly


From Head Hunting to LinkedIn

The entire Sourcing, Talent Pipeline & CV Management process is managed with Linkedin Recruiter. A customised work-flow was designed to achieve this. Profiles / ResumesSOURCESACTIONSRESULTS123

Job posted on LinkedInInternal ReferralDirect SourcingReal Time recruitingMapping the entire processBuild Talent PipelineTalk with and engage Talents


Reduce time to hire & external costs, focus on quality, efficiency, process in-house, qualified HR team

Career Day



Strategic Project sponsored by the Piaggio Group BoardPipelining for Succession planning gaps

Identify key roles for pipeline activities

Time to hireHigh cost savingsHR became a trusted Advisor


Early identification of potential candidatesStart Building a solid pipelineEarly conversation to engage Talent

Senior Recruiter / VPHR Activities



Milano, 28 maggio 2014 #ConnectInItalia