As talent acquisition and management become more strategic and less reactive, companies increasingly seek intelligence to inform their decisions around recruitment and talent planning. Talent Mapping can provide valuable information on the ‘landscape’ of available talent ahead of any recruitment activity and is an important first stage in any meaningful talent pipeline programme. Join us on this 30 minute webinar to learn: - Why & when use Talent Mapping - Using mapping for strategic talent planning/ pipelining - It’s not just about people, what else can you use it for - Not everyone’s on LinkedIn, so how do you find them?

1. Talent Mapping – Intelligence
Supporting Your Recruitment Plan
Stephen Buchanan
Managing Director, Research Europe Ltd
12th February 2013

2. What is Talent Mapping?
Talent Mapping provides up-to-date intelligence on the
available talent within a given market.
Typically it involves the identification of individuals occupying
various positions within a business, their job titles, their
reporting lines and their position on the company org-chart.
Normally, career profiles of the individuals identified are
produced.
Sometimes it involves finding salary information for groups of
individuals.

3. Value of Talent Mapping
Provides competitor intelligence – people & structures
Shows you the potential candidates in the market
Can inform recruitment and headcount planning
Creates a talent “pipeline” or “pool” for future recruitment
Decreases time to hire
Improves employer branding & engagement levels

4. Pre-Recruitment Planning
Informs recruitment decisions ahead of committing
resources to headcount, retained search or recruitment
agencies
Example: Big 4 accountancy firm planned to establish a
new banking compliance advisory practice
Do our competitors have this practice?
Who works there?/who could we recruit?
What talent is within the banks?/who could we recruit?

5. Talent Pooling / Pipelining
First stage in creating a future talent ‘pool’ or ‘pipeline’
Researchers or talent managers can engage with highpotential candidates well in advance of any recruitment
activity, build relationships and promote the employer brand
Example: Global risk advisory business developing an
office in France
Who works at our competitors?
Who works at non-competitor business who would
have the right skills & cultural fit?
Engage with future candidates & build relationships

6. Outputs
Names, titles & contact details
Organograms (org-charts)
Career profiles

7. Org Charts
Universal
Jack Beer
Managing
Director
Steve Sales
Senior Director
Marketing,
International
Division
Tina Cooper
Head of Rock
Yan Hora
Product
Manager, Rock
James Thomson
Head of Pop
Sarah Carter
Product
Manger, Pop
Mike Poole
Product
Manger, Pop
Ulrekia Shade
Head of Urban
Gemma Baker
Product Manager,
Urban
Steph Grey
Product
Manager, Urban

8. Contact Details
John Lewis
Notes:
•Karen Shot, Head of Omni-Channel Development, has very recently left John Lewis. She has not yet
been replaced
•James Lewis is the Online Director – he has four reports, listed below
Name
Job Title
Reports to
Contact Details
James Lewis
Online Director
Andy Street, Managing Director
James_lewis@johnlewis.co.uk
sb: +44 20 7828 1000
Emma Simmonds
Head of Online Marketing and
Analytics
James Lewis
emma_simmonds@johnlewis.co.uk
sb: +44 20 7828 1000
James Shift
Head of Online Marketing
James Lewis
James_shift@johnlewis.co.uk
sb: +44 20 7828 1000
Lee Salmon
Head of Online – Commercial and
Category
James Lewis
Lee_salmon@johnlewis.co.uk
sb: +44 20 7828 1000
Sean North
Head of Online Customer
Experience
James Lewis
Sean_north@johnlewis.co.uk
sb: +44 20 7828 1000

9. Career Profiles
Kyle Boost – Asos.com
Career profile:
2011 – present: Head of Business Transformation, Asos.com
“ownership of the overall change programme”
2010 – 2011: Head of Programmes, Asos.com
“leadership of the change programme, including technology and people change”
2009 – 2010: Senior Manager, Sapient
“responsible for programme management”
2006 – 2009: eBusiness Manager, Tarmac
“defining the eBusiness strategy and running programmes to deliver against this strategy”
2002 – 2006: Engagement Director, Roundarch (Deloitte Consulting & WPP j/v)
1999 – 2002: Project Manager, Cambridge Technology Partners
1990 – 1998: CRM Consultant, IBM Global Services
Education:
1985 – 1989: Management Science degree, Loughborough University
•
Has managed transformation programmes within a pure play environment
•
Wider programme management experience
•
Has worked within a technology environment for much of her career
•
Spent first 16 years within consultancies – likely to be comfortable engaging with/influencing stakeholders at various levels

10. Salary information
Need to engage with individuals to get up-to-date salary information
Salary survey
Talent pipelining

11. Managing Data
How do you store and manage the data?
ATS? (who has access to the data?)
Executive search / research – specific software? e.g.
Filefinder
Invenias

12. Shift from Transactional to
Strategic Recruitment

13. Question & Answers
Contact
E-mail: stephen@researcheurope.co.uk
Tel: 020 3714 3881