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The Next (R)evolution of the Talent Acquisition Function -- Breakout Session Talent Connect Sydney 2015

Partner session: The next (r)evolution of the talent acquisition function. Martin Cerullo, Managing Director, Consulting – Asia Pacific, Alexander Mann Solutions. Claire Weekes, Senior Customer Success Consultant, LinkedIn

As the world's leading talent acquisition and management services company, Alexander Mann Solutions is continually tracking the latest thinking in terms of structuring the talent acquisition function to deliver the very best business outcomes. With the continued rise in importance of social and digital channels, the critical element for transformation in major corporates is the sourcing capability. In partnership with LinkedIn, this session will explore how the talent acquisition function is developing with new roles and models, with new organisational structures, career paths and training for sourcers, the addition of new subject matter roles from outside talent acquisition as well as the latest thinking on KPIs for the function. As well as sharing detail on this, the latest trends will be illustrated through real case studies, covering Australian companies as other companies across Asia Pacific.

Learn more about Talent Connect Sydney: http://linkd.in/1E9S7cN

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The Next (R)evolution of the Talent Acquisition Function -- Breakout Session Talent Connect Sydney 2015

  1. 1. The next (r)evolution of the talent acquisition function: Restructuring for success Claire Weekes Senior Customer Success Consultant LinkedIn Sydney Martin Cerullo Managing Director, Consulting - Asia Pacific Alexander Mann Solutions #intalent
  2. 2. >3000 talent acquisition professionals globally 700+ dedicated specialist sourcers 100+ corporate talent acquisition clients 6 dedicated client service centres on 3 continents with sourcing capability 19 years of sourcing using corporate brands 85 countries Alexander Mann Solutions and Sourcing #intalent
  3. 3. • Why are we seeing this evolution? • What’s changing and why? • New subject matter roles from outside talent acquisition • Competencies, behaviours and career paths • Measuring success The next (r)evolution of the talent acquisition function #intalent
  4. 4. #intalent
  5. 5. Context to the (r)evolution The talent challenge is getting tougher Talent as an asset and liability Brand and experience win Improved efficiency and effectiveness  cost per hire (effective channels, remove waste)  quality of hire (passive and active candidates)  time to shortlist (prequalified talent pools) #intalent
  6. 6. 2015 Australian Recruiting Trends Report • Critical element for transformation is the sourcing capability What’s led to the change? 24% 30% 38% 45% 23% 20% 34% 46% 4. Pipelining talent 3. Workforce planning 2. Improving quality of hire 1. Recruiting/sourcing highly skilled talent “Think about your talent acquisition organisation’s top priorities for 2014. Which of the following choices would you consider to be the most important area of interest for your organisation?” Australia Global #intalent
  7. 7. Digital, Social and Mobile in 2015 • Continued rise in importance of social and digital channels • Information held on potential hires found across a multitude of channels • Increased competition, and supply vs. demand = having to search smarter What’s led to the change? Source: Simon Kemp, We Are Social (“Digital, Social and Mobile in 2015”) #intalent
  8. 8. Wave 2 Rise of the Recruiter Recruiter Administrator Wave 1 HR HR Generalist Administrator What does this (r)evolution look like? Wave 3 Sourcer Specialism Recruiter Sourcer Administrator Wave 4 TA Mutation Recruiter Sourcer Researcher Administrator Interview scheduler Reporting specialist Helpdesk specialist Performance manager Data analyst / scientist Channel planner Channel procurer CRM specialist Channel procurer Brand manager Experience designer Talent community manager #intalent
  9. 9. But the (r)evolution is challenging Recruiter views: Sourcer views: Sourcers are a bit like researchers in a headhunting firm Sourcers are entry level recruiters We don’t have time to source I’m only sourcing so I can become a recruiter Recruiters treat me like an administrator Our ATS just doesn’t support sourcing… Head of Recruiting Recruitment Manager Recruiter Sourcer Administrator Dysfunctional traditional career pathChallenging working relationships #intalent
  10. 10. Learning 1: specialisation of task is key Recruitment Director Performance Manager Recruitment Manager Recruiter Sourcer Talent Community Manager Interview Scheduler Splitoftime(specialisedtasks) #intalent
  11. 11. Learning 2: accurately profiling a sourcer Early adopter Influencer Risk taker Trustworthy Adaptable Marketer Insight driven Technophile Expert #intalent
  12. 12. Learning 3: career paths Level Volume Sourcing Professional Sourcing Niche/Executive Sourcing Sourcing Strategy Recruiting 1 Response handler Active search specialist N/A N/A N/A 2 Selection specialist Passive search specialist N/A N/A N/A 3 Selection specialist (functional) Candidate acquisition specialist (functional) Channel buyer Junior recruiter 4 Selection Specialist (whole business) Candidate acquisition specialist (Whole Business) Channel planner Recruiter 5 Sourcing team leadership Channel manager Senior recruiter 6 SME or Managerial career path Brand/Talent Community Manager Recruitment Manager 7+ TA Leadership #intalent
  13. 13. Learning 4: relevant and evolving training What sourcers do today to approach passive candidates Source: Alexander Mann Solutions/Social Talent Global Sourcing Survey 2014 #intalent
  14. 14. Learning 4: relevant and evolving training Syllabus Objectives Technique Ensuring the sourcer is an expert in all sourcing techniques, including Boolean Channel Ensuring the sourcer understands the different sourcing channels. Leads to LinkedIn accreditation Process & Systems Ensuring the sourcer can compliantly use all processes and systems to support accurate reporting and hand offs Brand & Experience Ensuring the sourcer brings the employer brand to life in the right way, delivering an exquisite candidate experience Sales Ensuring the sourcer has the relevant verbal and written communication and influencing skills to convert prospects to candidates #intalent
  15. 15. Learning 5: create a community #intalent
  16. 16. Volume Sourcing Activity # of applications screened # of candidates submitted, at assessment centre # of assessment centres 100% filled Quality % of shows at assessment centres % of hires from assessment centres Demand fulfillment Experience delivered Professional/Niche Sourcing Activity # of searches per day # of prospects identified # of prospects contacted Use of paid for channels Quality % of prospects converted to candidates Time to long list % of candidates accepted by recruiter on shortlist % of candidates accepted by hiring manager Experience delivered Learning 6: relevant measures of individual success #intalent
  17. 17. Talent pool / community strength Candidate & stakeholder experience (NPS) Source mix Waste reduction 0 1 2 3 4 5 6 7 8 9 10 Time taken to present you with candidates to interview Overall quality of the candidates Time taken to assess the right candidate Selection tools available to you to help you select the right candidate Overall service provide to you to select the right candidate How well were you kept informed through process Likelihood of recommending service to another hiring manager Hiring Manager Net Promoter Score Learning 6: relevant measures of success (function) #intalent
  18. 18. Parting thoughts #intalent
  19. 19. Questions? #intalent