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Presentation from Sourcecon 2011 Fall, presented by Tito Magobet.
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Developing An Actionable Intelligence Framework
Tito Magobet Director, Recruiting Operations & Strategic Programs
¡ Intro ¡ Video ¡ Definition: What ¡ Why
§ Context & Key Objectives ¡ How ¡ Supply and Demand Analysis ¡ Scenario ¡ Setting up a successful Client Discussion ¡ Integration ¡ Q&A
¡ Have you ever felt like this guy?
………I know that I have!!
¡ “Competitive Intelligence: A systematic and ethical program for gathering, analyzing, and managing external information that can affect your company's plans, decisions, and operations” (SCIP)
¡ “Competitive intelligence is the gathering and analysis of information from
human and published sources about market trends and industry developments that allows for advanced identification of risks and opportunities in the competitive arena.” (Ben Gilad, PhD )
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Competitive Intelligence is a process which gives insights into what might happen in the near future to
support business decisions
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What is Competitive Intelligence?
¡ Military intelligence practices Sun Tzu (Chinese military strategist -‐ 500 BC) the Art of War / Von Clausewitz, “On War” (Prussian General 1852) ¡ National Intelligence activity : national security as a policy
issue after War II and link to linked to political science.
¡ More Business oriented around 1980 “Industry and Competitor Analysis” (Porter,)
¡ Now “Competitive Intelligence for Strategic Decision Making.” (SCIP)
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¡ Proactive and systematic process for gathering, managing, analyzing and using insightful people and workforce data and analytics results to help organizations achieve strategic talent and operations objectives.
¡ Workforce Intelligence is an emerging capability offering executives talent insights into the supply and demand situations impacting their critical positions.
¡ Competition for top talent if fierce and those who invest in this capability will advance their competitive advantage.
¡ Strategic support of clients & recruitment initiatives by delivering targeted information used by recruiters to effectively hire the right people at the right time.
¡ Improve Short & Long Term Forecasting. Develop predictive models for supporting short & long-‐term staffing needs and align sourcing with future requirements. .
¡ Decrease Days-‐To-‐Fill. Gain a more thorough understanding of supply and demand by skill set to place the right person in less time.
¡ Continue to up-‐level the sourcing function as a strategic solutions provider and an integral component to talent strategy.
¡ Produce value streams that go beyond talent acquisition: § Global Rewards § Talent Management § Strategic Programs
Strategic Pillars
Simplicity Integration Coordination
¡ Recruiting and HR Leadership Team ¡ Recruiters and Sourcers ¡ Internal Product Marketing ¡ Corporate BI or CI if such teams exist ¡ Communications ¡ Clients and Hiring Managers ¡ Employees ¡ And of course…..candidates
¡ Requires a dedicated resource (‘s) ¡ Buy in from the leadership team and stake holders ¡ Establish an Intelligence Development Lifecycle (IDL) ¡ Identify key sources & systems
§ Internal Ecosystem development § External Ecosystem development
¡ Select a central database or system § Share Point, Access, SQL, other
¡ Build some simple tools/templates ¡ Establish strategic joint partnerships ¡ Develop your intelligence cycle/rhythm
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Needs assessment
• Project Management
Data Collection
• Publicly available data • Intellectual Property data
Analysis of Data
• Industry • Competitors
Delivering intelligence
• Report • Action
ATS
HRIS
Intranet
CRM
Shared Drives
Personnel New Hires
Shared Drives
Interview Notes/Doc
Focus Groups
Bench Marks
Phone Interviews & Informationals
New Hire Interviews & Intake Sessions
Surveys
¡ Client Intake Sessions ¡ Phone Screens ¡ Interviews ¡ New Hire orientation ¡ Surveys ¡ Benchmarking ¡ Focus Groups ¡ ERP Campaigns
Think web forms, InfoPath, even word docs.
Data Grids
DNA • Employees • Titles • Previous Employers • Previous Projects • Previous Titles • Previous Division • School/degree
Demand • Open Reqs • Pending Reqs • Closed Reqs • Posted Reqs • WFP • Succession
Supply • ATS • CRM • Lists/Directories • Research • ERP • Wanted
Determining which jobs high impact and hard to fill
Impact
Difficulty
• The position has been posted for 90+ days yet is still unfilled.
• You have exhausted your typical search paths and still not short list or slate developed.
• The hiring manager has not been happy with the quality of candidates that you have presented.
People in the Workforce Employers
Learn in Advance Which Jobs will Be Hard-‐To-‐Fill
→ Any position that is to the left on the scale is hard-‐to-‐fill. • Talent Demand is larger than Talent Supply.
→ Any position that is to the right on the scale is easy-‐to-‐fill. • Talent Supply is larger than Talent Demand.
¡ Computer Software Engineers
¡ Web Developers
¡ Network & Computer Systems Administrators
¡ Bookkeeping, Accounting and Auditing Clerks
¡ Law Clerks
¡ Office Clerks
→ Job Title: Senior Software Engineer – Cloud Platform
→ Originally posted: 7/10/2011
→ Location: Palo Alto, CA
→ Keywords: • Cloud Computing • Distributed Systems • Software Engineer
This posiBon is expected to be difficult to fill. It should not be a surprise that the posiBon is sBll open aIer 3 months.
An esBmated count of the talent pool in your local market. These are people who are currently employed with different organizaBons in your area.
These are the companies who are recruiBng for similar talent in your area. Review their job descripBons.
1: Expand Your Target Tittles
Review the list of companies that have previously hired for this role, passive candidates may sBll be working at these companies. In addiBon, you may find addiBonal keywords to be used when searching your database for candidates.
Data Mash Ups
People • Employees • Applicants • Prospects • Sources
Companies • Top Competitors • Sectors • Industries • Universities
Demand • Open Reqs • Pending Reqs • Closed Reqs • Posted Reqs • WFP • Succession
¡ Companies ¡ Locations ¡ Key Words/Skills ¡ Ranked Records (sliver medalists/runner ups) ¡ Review Search Strategy/Short List with Client ¡ Launch Network /Engagement Campaign
Go into your launch discussion with your client with the following:
¡ Analysis of target sources & Orgs ¡ Alternate titles and locations to discuss ¡ Ranked Records (sliver medalists/runner ups) ¡ Review Search Strategy with supply & demand analysis
¡ Short list of Ranked Profiles/Candidates (A’s) ¡ Launch Network /Engagement Campaign ready to go.
………………………
Req Intake Market Analysis
Search Strategy Slate
Closure Survey