Talent Acquisition 2008: Survey and Analysis of the Changing Recruiting Landscape
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Transcript of Talent Acquisition 2008: Survey and Analysis of the Changing Recruiting Landscape
Copyright © 2008. Korn/Ferry International and Korn/Ferry International Futurestep, Inc. All Rights Reserved.
ACHIEVE TALENTMANAGEMENT SUCCESS
Talent Acquisition 2008: Survey and Analysis of the Changing Recruiting Landscape
Sally Millick, SPHR
Consulting Director, The Newman Group
A Webinar by ERE
December 16, 2008
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ACHIEVE TALENTMANAGEMENT SUCCESS
Agenda
Introduction Survey and Analysis of the Changing Recruiting Landscape Q&A
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Why attend this session?
Explore survey results with some interpretation
View the trends. Are you attuned to them?
Learn what is working for other companies
Assess your operations. Where are you ahead? Where should you focus next?
Balance priorities for 2009
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The Annual Talent Acquisition Survey and Report
Initial years were focused on sourcing Talent Acquisition has become part of overall Talent Management Five core areas of questions:
– Sourcing– Recruiting Operations– Technology– Recruitment Strategy– Metrics
Approximately 500 respondents across recruiting function
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General Trends: Progress…not Revolution
Technology is an assumed part of process (this will vary by company size and hiring volume)
Companies recognizing importance of overall talent management strategy
– Questions are how and when to implement, not why
Most companies have areas they are doing well, and areas for improvement/optimization
“Results-Driven” vs. “Passive”
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Challenges: What are we concerned about?
Companies over 20,000
– “Knowing where to find the right people at the right time…getting away from the ‘post & pray’ approach”
– “Too many people involved in recruiting”
– “Lack of response by hiring managers”
– “Little succession planning leads to ‘fire drill’ recruiting”
– “We have a great process with SOPs, but it can get a little long..”
– “Too administrative…not internal candidate-friendly”
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Challenges…
10,000-20,000– “ The offer process is time consuming and causes us to lose candidates…”– “Our biggest challenge is that recruiting has been an administrative, rather
than a value-add, function”– “The process is too lengthy, and this is not a good candidate experience”
1,000 to 10,000– “Moving from a tactical transaction mode to a strategic talent mode”– “Recruiting ‘too late’, based on immediate need”– “Too many people involved in the offer process”– “Hiring manager feedback; needing to hire by consensus”– “We’ve been focused on managing paper, not talent”– “Our talent pools are getting scarcer. We need to become more aggressive”
Less than 1,000– “Hiring managers cannot decide what they want out of a position”– “Ability to maintain an ongoing sourcing effort”– “The large number of interviewers make scheduling difficult”– “Lack of interested candidates for particular positions at the company”
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Sourcing
43% report that sourcing is primary recruiting “pain point”
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Sourcing
Results-Driven
– Employee Referral Programs
– Networking with professional organizations
– Campus Recruiting
– Searching online databases
Passive
– Job board postings
– Waiting for candidates to find job postings
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Recruiting Operations
Results-Driven– Optimizing recruiters’ time– Improving hiring manager
engagement• “Each interviewer is responsible
for scheduling their own interviews, and hiring managers are not quick to act.”
– Balancing need for consistency with localized solutions
Passive– Static organizational structure and
practices– Recruiters doing administrative
work
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Technology
Results-Driven– Optimizing current technologies
– Understanding technology capability to drive new ideas for process change
– Continuous improvement of processes
Passive– Episodic review for improvements
– Adherence to old paradigms (filtering candidates) rather than active candidate outreach
– Lack of systems integration
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Technology
Survey Result: Talent Acquisition Functions Used Regularly Multiple answers possible.
Searches within the company database 64%Employee referral submittals 63%Reporting of staffing metrics to management 54%Conceptual search within the database 44%Pre-screening questions for Internet applicants 43%Integrated job posting mechanism to outside career Web sites 46%OFCCP compliance saved search tools 33%Agency/search firm direct submittals 31%Candidate score or ranking based on responses to pre-screening questions 34%Interview scheduling tools 35%Electronic interview feedback capture 24%Ability to allow candidates to check their status 23%Integrated third-party candidate assessment tools 19%
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Recruitment Strategy
Results-Driven– Workforce Planning– Results of planning linked to
sourcing and hiring forecasts– Recruitment as an improvement
initiative, rather than overhead process
Passive– Reactive recruiting and firefighting– Lack of realistic attrition metrics– Lack of connection between
external talent marketplace and internal talent requirements
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Metrics
Survey Result: Top Recruitment Metrics
• Open Requisitions by Recruiter 70%
• Aggregate Time-to-Fill 69%
• Number of Hires Per Period 60%
• Cost Per Hire 57%
• Functional Time-to-Fill 47%
• Internal Placement Percentage 47%
• Offer-to-Accept Ratio 45%
• Interview-to-Offer Ratio 44%
• Decline-to-Offer Ratio 35%
• Diversity 33%
• Time-to-Fill by Exempt and Non-exempt
• Requisitions 29%
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Metrics
Results-Driven– Actionable metrics
– Driving improvements through metrics
– Capturing trends and cycles
Passive– Too many or too granular metrics
– Measuring adherence to process, rather than results
– Focus on irrelevant metrics to drive behaviors
Link to business goals
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Conclusions
Sourcing is primary challenge, to be addressed increasingly by outreach activities Operations are optimized if they promote consistency yet allow flexibility to meet unique needs
Continuing need for right balance of people, process, and technology
Effective recruitment strategies begin with robust workforce planning
Linking impact of talent acquisition strategy to business outcomes is still a challenge
Do what will make the most impact on your particular marketplace
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Questions?
Thank You
Sally Millick, SPHR
Consulting Director, The Newman Group
To learn more or for a copy of this presentation
and the survey report, email: [email protected]
Also, visit www.tng.futurestep.com