Components of a Successful, Sustainable Sourcing Function

Components of a Successful, Sustainable Sourcing Func6on ‐ Evolu&on of Dell’s Sourcing Team

Presented by: Scarle< Jazesf, Sr. Researcher/Sourcer, Dell Americas Talent Acquisi6on

Global Marketing

About the Speaker

• Aus6n na6ve •  10+ years at Dell

– 7 yrs in Talent Acquisi6on – 3 yrs as an on‐site vendor reloca6ng Dell new hires cross‐country

– In 2007, moved from a full life‐cycle recrui6ng role over to a new sourcing team; designed to address Dell’s hiring needs.

• Passionate about finding the right candidate for the job!

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Se#ng the Stage

Currently… 182 Staffing Resources

12,000 posi6ons filled YTD 3,800 open Americas posi6ons

Transforma>on + Acquisi>ons = ShiD in hiring focus

 SoDware  Solu>ons  Services

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to 2003 Confidential 4 2/4/11

… REWIND

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Centralized Sourcing Team

•  Large Team •  Supported all recruiters •  Supported all levels •  Supported all requisi6ons •  Took orders from recruiters •  Not engaged w/ business leaders •  Surfed job boards •  Forwarded resumes •  No consistency around candidate screening/qualifying

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… to today

FAST FORWARD

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Specialized Sourcing Team

•  Focus on niche, hard‐to‐fill, roles •  Business Cri6cal Need •  High Level (Strategist/Mgmt) •  Deliver fully qualified candidates •  Foster on‐going candidate rela6onships •  Business Consultants •  Build out Recruitment Strategies •  Provide recommenda6ons •  Focus on passive talent •  Provide training as needed


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Meet the Sourcing Team

Professional Level Recruitment (Sr. Consultants/Strategists/Sr. Managers):

 Scarle< Jazesf – All disciplines across Americas  Nancy Marshall – All disciplines across Americas  Mary O’Reilly – West Coast Acquisi6ons

Execu>ve Level Recruitment (Director, VP, SVP):  Kelly Boatright – All disciplines across execu6ve Americas

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3 Year Evolu6on

Year 1   Global focus   75% of time spent on talent landscape research and white papers.  Presentations to business leaders; recommendations for expanding business in BRIC countries.  Built sourcing toolkits  5 changes in management/ reporting structure  Struggle to gain buy-in and support from recruiters

Year 2  Americas focus (US, Brazil, Canada)  Developing/Delivering Training to recruiters  2 more changes in management/reporting structure  75% of time spent on sourcing for specific projects  Define clear direction on the types of projects we work Year 3  Narrowed Focus/Clear direction  90% of time devoted to qualifying candidates/building specialized sourcing strategies  Regular Marketing and Communications to recruitment community  Attend quarterly staff meetings – “road show”  Sourcing Subject Matter Experts

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Recruiter/Sourcer Partnership

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What’s the value‐add for Recruiters?

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•  Receiving candidates that have been qualified and are interested •  Receiving top performers (conver6ng “passive” candidates to “warm” leads) •  Happy Hiring Managers •  Focus on Diversity •  Building Talent Pipelines •  Receiving Developed/Established Sourcing Strategy

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What Dell recruiters say about their sourcing team… “As our recrui>ng partners, the sourcing team members are a highly respected “special task force” that is tapped to help search for high‐profile, hard to fill posi6ons. Their exper6se in online networking/research and in the field enable them to reach a diverse pool of candidates that would otherwise be untapped. They are an invaluable resource to our team and to hiring managers and have saved Dell thousands of dollars in external agency fees .” ‐ Ellen Davalos, Dell Americas Recruiter

The Dell sourcing team is an invaluable resource for my clients and myself. The team partners with us in understanding the requirements of a role, and the goals of our organiza6on. They are ambassadors of the Dell brand, and are ogen the first Dell rela6onship for our candidates. They go beyond job boards, and are true sourcers, a[rac>ng top passive talent to our organiza6on. Their value to our company is tremendous, saving significant dollars in search agency fees. I could not do my job without their assistance. ‐ Amber Hayes, Talent Acquisi6on, Dell CSMB Marke6ng

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What Dell recruiters say about their sourcing team… “Dell’s Sourcing team is one of the most valuable func>ons in the Talent Acquisi>on organiza>on. The knowledge of Dell’s culture, work environment, skill sets, and success measures gives this team an advantage to sourcing and a<rac6ng talent over other recrui6ng resources, such as external agencies. By u6lizing the internal team for my sourcing needs, there is a comfort level knowing that each candidate engaged is being treated with the utmost respect and integrity. The members of this team understand what is required to successfully partner with recruiters and hiring managers and provide excellent long term customer experience for those candidates they engage, all while saving the company countless search firm fees.”

“Our internal sourcing team has a track record of delivering outstanding candidate pools and hires. I am very thankful for our in house sourcing team and know I can lean on them for specialized sourcing when I need it.” Ryan Stephens, Sr. Recruiter



Happy Hiring Managers

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What’s the value‐ add for Hiring Managers?

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•  Dedicated Resource •  Market Research related to their line of business •  Tailored Recruitment Strategy •  Targeted Candidate Pipeline •  Receiving Fully‐Qualified, Top Performing Candidates •  Cost Savings

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What Dell Hiring Managers say about their sourcing team…

“Dell’s investment in internal candidate Sourcing capability has been one of the best strategic moves we could have made. Overall, candidate volume has increased significantly and the quality of candidates presented is up 5x. I’m now staffing key roles in ¼ the 6me it has tradi6onally taken, which is having a direct impact on our ability to get candidates on boarded and contribu6ng quickly” Dale Strange, Dell | Services, Educa6on, State & Local Government

“The Talent Acquisi6on Sourcing Team offers the ability to work with a qualified sourcing professional in what is the smoothest process I’ve seen as a hiring manager. Within six days of requisi6on submission, we had over 20 candidates iden6fied, and nine were worthy of interviews. Ager only a couple discussions, the Sourcing Partner helped me narrow the focus down to 5, supplying CV’s and pre‐interviews. It was a valuable and rewarding flow.” Lohn Gartner, Senior Director, Sales East

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$$$ BIG COST SAVINGS $$$

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Sourcing Strategy Documents At the on‐set of a search, our sourcer will put together a strategy detailing resources they’ll use to iden6fy talent. The purpose of this document is to outline sourcing strategies related to key hiring ini6a6ves within a given space. Document includes; conferences, blogs, forums, user groups, addi6onal websites and sources to assist with candidate iden6fica6on.

Example:  Account Execu6ves

Results:  Ins6lls confidence with hiring manager  Opens dialogue; We’re educa6ng and encouraging managers to get involved in the specified groups to begin building future pipeline and engaging in conversa6ons related to their business.


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Market Research

Consultative Approach

Building Sourcing Strategies

Strategic Minded

Brand Ambassadors

Building Talent Communities

Delivering Qualified

Candidates

Focus on Diversity

Engaged w/ business leaders

Only support Business

Critical, High Level Needs

Recruiter Partnership

Candidate Relationship Management

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Find a Sourcing Formula That Works for You


 Where can you make the greatest impact to your business?  How can you make contribu6ons that will directly affect business objec6ves?  For Dell, the answer is working directly with business leaders, providing market research along with qualified candidates. What’s your formula look like?

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Q&A

2/4/11

Contact Informa>on: Scarle< Jazesf, Sr. Sourcer, Dell Americas Talent Acquisi6on Email: Scarle<[email protected], Phone: 512‐426‐6542