How Peter Senge's 5 disciplines can be applied to recruiting and backed with data and analytics.

1. Presented by Kevin Wheeler
How 5 Disciplines & Analytics
Can Drive Recruiting
Excellence
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2. New Challenges for
Recruiting 2

3. We have to Deal with Ambiguity
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Solving problems & challenges never faced before.
Being asked to find people with skills we’re never
heard of, in unrealistic timeframes, in remote places.

4. …with Complexity
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Learning how to simplify, find the signal in the noise, reduce to
everything to a simpler level.

5. …with new, complicated Interdependencies
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Learning collaboration, forging alliances, nurturing networks.
Crowdsourcing. We can’t do it alone anymore

6. …And we have to be Creative
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“CEOs identify "creativity" as the most important
leadership competency for the successful enterprise of
the future.” -IBM's Institute for Business Value, May 2010
Thriving means being open to exploring,
experimenting, & building diversity

7. What is Recruiting Excellence?
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Efficient
Effective
Simple
Innovative
Minimum amount of expense, minimal staff
Fast time to present, high quality of candidates
Great user interface, easy to apply, clear status updates
Uses technology, pioneers tools that improve efficiency

8. The Model
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PERSONAL
MASTERY
MENTAL
MODELS
TEAM
LEARNING
SHARED
VISION
SYSTEMS
THINKING
RECRUITING
EXCELLENCE
ANALYTICS
Based on
Peter Senge’s
5 Disciplines

9. Memes, assumptions, beliefs we
hold unchallenged without data.
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MENTAL
MODELS
We need to understand our

10. Common Models/Assumptions
• Interviews are valid and necessary.
• Predictive ability of a carefully given & structured interview is barely
above chance. Of a normal interview – flipping a coin might be as
good.
• Length of tenure and time to promotion are solid indicators of
quality of hire.
• Or are they indicators of group think, old boys networks, and sucking
up?
• Hiring managers know best what they need.
• How can they anticipate broad organizational changes, strategic
shifts, or disruptive technologies? The old is not always what the
future needs.
• Fitting the corporate culture leads to better retention.
• What about the impact of negative factors in their current workplace,
ranging from subpar people management to poor corporate
performance?
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11. The idea/concept/vision of what a
perfect recruiting process would
look like that is shared by all team
members.
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SHARED
VISION
We need a

12. 1. Postulate:
• Shared visions create synergistic thinking and
work. Visions designed and driven by data are
most powerful.
2. Postulate:
• Virtually no recruiting functions have any solid,
data-driven visions or measureable goals for
continuous improvement.
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13. The ability/agility of a group to learn and
share together.
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TEAM
LEARNING
We have to foster

14. Teams vs. Groups
• Most recruiting functions are groups of disconnected
individuals, not a team.
• Teams have common goals, share rewards, and are dependent
on each other for success.
• What are the competencies, traits and behaviors that lead to
success? How are they distributed in the team?
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15. Teams
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Increasingly communication is across &
between online networks of like-minded
people as well as face-to-face.
Collaboration & cooperation are
how goals are achieved.
Feedback, learning are generative,
collective, peer-driven.

16. The ability/willingness of each person
to strive for mastery of their profession.
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PERSONAL
MASTERY
We need to focus on

17. Seek – Sense - Share
• Building networks
• Exploring/experimenting
• Constantly gaining new knowledge
• Adopting new work tools and technologies
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18. Seeing with a wide-angle lens rather
than a telephoto lens. The ability to
integrate the critical elements of an
organization and to understand how
each impacts the other.
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SYSTEMS
THINKING
And most of all, we need

19. Analytics is the core
• Dispels myths by confirming or refuting them
• Provides the backbone for a vision an d accountability
• Provides feedback by capturing individual & team performance
• Highlights areas for personal improvement
• Illustrates how pieces of an organization affect each other
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Technology is altering the roots of recruiting
Who do we
want to
attract?
Where are
they?
How do we
attract &
engage
Is the
person
qualified?
Competency analysis
Assessments
Social media analytics
Sourcing tools
Performance data
Performance data
U.S. & state statistics
Internet
Job listings

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THANKS
YOUR THOUGHTS & QUESTIONS
Follow me on Twitter: @kwheeler