In this session, Jack Coapman, a Vice President at ADP specifically focused on talent acquisition, will present a thorough overview of best practices and new innovations in talent sourcing and screening. By explaining the various strategies, tools and resources available to employers today, attendees will come away better equipped to devise and deploy a more thorough, efficient hiring process, and in turn, help advance their organization’s goals. Mr. Coapman will explain how organizations can best align their strategies for acquiring and screening talent, take steps to streamline the entire hiring process and minimize process redundancies. He also will review best practices in pre-employment screening and highlight the many advantages to implementing a thorough screening process in order to effectively mitigate potential risks and liabilities.

1. Best Practices and New Innovations for Sourcing
and Screening Potential New Hires
Speaker: Jack Coapman
Vice President
ADP
Moderator: Kellye Whitney
Managing Editor
Talent Management magazine
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• Polling
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1. Will I receive a copy of the slides after the webinar?
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Please allow up to 2 business days to receive these materials.
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5. Best Practices and New Innovations for Sourcing
and Screening Potential New Hires
Kellye Whitney
Managing Editor
Talent Management magazine
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6. Best Practices and New Innovations for Sourcing
and Screening Potential New Hires
Jack Coapman
Vice President
ADP
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7. Best Practices & New
Innovations for
Sourcing &
Screening Potential
New Hires
Jack W. Coapman
ADP

8. About Jack Coapman
§ 20 years retail technology
focused
– TEC, GTE, Triversity
§ 10 years HR technology
– VirtualEdge, ADP
§ Sales, marketing,
business development
§ Motorcycling, cooking,
college basketball, and
the NY Giants!

9. Discussion Guide
§ The Business of Talent in the
NFL
§ Fundamental Changes in Talent
Acquisition
§ Best Practices and
Technologies
§ Questions & Answers
9 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information

10. Polling Question #1
Approximately how many employees are in your
organization worldwide?
§ 1-999
§ 1000-4999
§ 5000-9999
§ 10000-19999
§ Greater Than 20000
10
© Copyright 2011 ADP, Inc. Proprietary and Confidential Information

11. Polling Question #2
Describe Your Current Function?
§ Sourcing
§ Recruiting
§ HR (Non-Recruiting)
§ IT
§ Risk Management
§ Other - Manager
11
© Copyright 2011 ADP, Inc. Proprietary and Confidential Information

12. Business Objectives in the NFL
§ 2 Conferences
§ 8 Divisions
§ 32 Teams
1
§ 250+ Games
Goal
§ 200+ Coaches
§ 1000+ Players
12 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information

13. Talent Management in the NFL
§ Alignment
HIGH
§ Cultural Fit
§ Past Experience
POTENTIAL
MEDIUM
§ Compensation
§ Stage in Career
LOW
§ Coachable
LOW MEDIUM HIGH § Availability
PERFORMANCE
13 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information

14. Talent Management in the NFL
14 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information

15. Talent Management in the NFL
§ How do I match up against the competition?
§ What is my game plan this week?
§ What are the key positions?
§ How strong are my “A” players?
§ How ready are my “B” players?
§ How will this change next week? Next month? Next
Year?
15 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information

16. Talent Management in the NFL
Ready Talent
Demonstrated abilities
and ready to play
-my team, their team
Emerging Talent
Demonstrated abilities in
other venues and desire
to play
-NCAA, practice squads
Developing Talent
Potential long term
abilities
-NCAA, high school
16 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information

17. What Can We Learn From The NFL?
§ The power of a single,
Goal Alignment
understood goal
§ Know your team, today
Workforce Planning
and tomorrow
§ Talent must be ready at
Succession Management
all times
§ Recruiting is an on-going
Sourcing/Screening
effort
17 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information

18. Polling Question #3
Where does sourcing & screening rank in terms of key
business priorities?
§ Top – In the top 1/3 of business priorities
§ Middle – In the middle 1/3 of business priorities
§ Bottom – In the bottom 1/3 of business priorities
§ Not Sure
18
© Copyright 2011 ADP, Inc. Proprietary and Confidential Information

19. Fundamental Changes
§ Economic Conditions
§ Do More With Less
§ Alignment of Talent REACTIVE
§ Workforce
Demographics
§ Regulatory PROACTIVE
Compliance
19 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information

20. The Talent Pipeline Has Shifted
THEN NOW
More Candidates
More Filters
More Stringent
Processes
Fewer Hires
20 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information

21. Improve The Quality of Your Talent Pipeline
§ Marketing
§ Sourcing
§ Relationship Building
21 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information

22. Strengthen Your Marketing Presence
§ What’s your ‘employment
brand’ – message and
value proposition?
§ Where does your target
audience hang out?
§ How do you stack up
against your
competitors?
§ What vehicles will you
use?
22 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information

23. Expand Your Sourcing Efforts
§ Leverage proven search
tools to optimize your
recruitment marketing
initiatives
§ Capitalize on social
networks to increase
brand awareness and
optimize employee
referrals
§ Embed social tools into
career center
23 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information

24. Focus on Relationship Building
Succession Planning Tools
§ Internal
§ Drive engagement
§ Develop talent
§ External
§ Keep aware
§ Push message
Passive Candidate Relationship Management
and value proposition
§ Get candidate
community ready for new
opportunities
24 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information

25. Innovative Technologies
§ Survey Tools to determine candidate and employee
value propositions
§ Social software expands your community of interest
virally (passive candidates, alumni, referrals)
§ Search Engine Optimization & Job Board Distribution
tools enable you to be found
§ Candidate Relationship Management tools support the
dialogue you want to have with your target candidate
audience
§ Mobile Technology is rapidly becoming the
“communication” norm

26. Integrate “Quality of Hire Tools” Throughout the
Process
§ Identify and Assess
§ Integrate
§ Improve On-Boarding
26 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information

27. Identify Competencies and Assess
2011 SHL Business Outcomes Report
speaks to how high scoring store
managers drive $60 million more in
sales or how contact center agents in
healthcare sector make 17% fewer
errors and are far more efficient.
27 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information

28. Identify Competencies and Assess
§ What does success
look like and how can
we predict it?
– Skills
– Behaviors
– Behavioral
interviewing
– Reference Checking
28 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information

29. Integrate Complex Screening & Compliance Tasks
2011 ADP Screening Index Report,
46% of candidates processed through
reference checking came back with
information indifference; 36% had at
least 1 driving violation; and 45% had
a record on their credit
29 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information

30. Integrate Complex Screening & Compliance Tasks
§ Background
screening
§ Skills and/or
Behaviors
§ Electronic I-9
/E-Verify
§ Employment
Tax Credits
§ Reference Checking
30 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information

31. Improve Quality of On-Boarding Experience
2010 Aberdeen Report “Onboarding:
First Line Of Engagement”, formal on-
boarding process drives greater results,
including high engagement scores,
ability to attain first performance
milestone on-time and receives
exceeds expectations.

32. Improve Quality of On-Boarding Experience
§ More than just
completion
of “HR” forms
§ Will be more
important as “war for
talent” gets more
serious
§ Connect to “like”
employees
§ Measurement tools
32 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information

33. Innovative Technologies
§ Competency Models & Assessment tools assist in
predicting quality of hire
§ Reference Checking tools leveraging “crowdsourcing”
practices provide greater insight into candidate quality
§ Integration of the screening tools assure compliance
and security of your workforce
§ On-Boarding bridge the recruiting and hiring processes

34. Keys to Success
§ Identify key positions and define what success
criteria
§ Proactively engage talent outside your
organization-continuous effort
§ Evaluate tools that drive quality of hire metrics
§ Integration disparate tools-technology and
process
§ Extend recruiting through on-boarding
§ Seek opportunities to educate your company on
“talented” practices

35. For more information:
www.ADP.com/talent_management
35 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information

36. Questions?
36 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information

37. Thank You
37 © Copyright 2011 ADP, Inc. Proprietary and Confidential Information

38. Join Our Next TM Webinar
From Orientation to On-Boarding:
Transforming the New Hire Process
Tuesday, Nov. 15, 2011
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