A Pareto And A Plan Will Change Your Career: How To Use Data To Build Sustainable Sourcing Teams

A Pareto And A Plan Will Change Your Career How To Use Data To Build Sustainable Sourcing Teams

@Tombecker VP, Recruiting ManpowerGroup

Manpower | Sept 3, 2014 2

ManpowerGroupTM is the world leader in innovative workforce solutions. We leverage our global reach and local expertise of tens of thousands of people across more than 80 countries, making it possible for businesses to access the talent they need when they need it.

ManpowerGroupTM Solutions provides clients with human resources outsourcing services primarily in the areas of large-scale recruiting and outcome-based workforce-intensive initiatives, thereby sharing in the risk and reward with our clients.

ExperisTM is the global leader in professional resourcing and project-based workforce solutions. With operations in more than 50 countries, we deliver 53 million hours of professional talent specializing in IT, Finance and Engineering to accelerate clients’ businesses each year.

Right Management® is the global leader in talent and career management workforce solutions. Through our innovative and proprietary process, we leverage our expertise to successfully increase productivity and optimize business performance.

Manpower® is the global leader in contingent and permanent recruitment workforce solutions. We provide the personal flexibility and agility businesses need with a continuum of staffing solutions.



Source: h*p://www.harpercollege.edu/mhealy/eco212i/lectures/ch9-‐18.htm


1948 2014



Watts and Strogatz model Six Degrees:

The Science of a Connected


•  4% of organizations surveyed believe they have the predictive talent analytics capabilities today.

•  Only 14% of companies have any form of talent analytics program in place,

•  yet more than 60% want to build a plan this year.



SCOPE and FOCUS

Data relationships and how to baseline

Graphically representing data

Anticipate hiring needs

1

2

3

4

1SCOPE and FOCUS



•  80% of a company's profits come from 20% of its customers

•  80% of a company's complaints come from 20% of its customers

•  80% of a company's profits come from 20% of the time its staff spend

•  80% of a company's sales come from 20% of its products

•  80% of a company's sales are made by 20% of its sales staff



Pareto chart of sourcing issues

Res

pons

es in

#

Perc

enta

ges

Don’t understand

ROI

Sourcing wrong skills

Lack of CRM

Training Wrong people

Other

count of issue 98 67 47 28 17 28Percent 34.4 23.5 16.5 9.8 6.0 9.8Cum % 34.4 57.9 74.4 84.2 90.2 100.0

Sourcing issuesOt

her

Wron

g peo

ple

Train

ing

Lack

of CR

M

Sourc

ing w

rong s

kills

Don't

unde

rstan

d ROI

300

250

200

150

100

50

0

100

80

60

40

20

0

coun

t of

issu

e

Perc

ent

Pareto Chart of Sourcing issues

50

100

150

200

250

300

0%

20%

40%

60%

80%

100%


Difficulty in filling – fill ratio

Volu

me

of p

ositi

ons

0 5

0

1

00

1

50

20

0

25

0

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

•  Java Developer

•  Call Center

•  Software developer

•  Adm assistance

•  Project Manager

•  Service technicians

•  Tellers

•  General labor


The survey revealed more than 1 in 3 U.S. employers report they are experiencing difficulty filling jobs due to a lack of available talent.

17

14% 19%

22%

41%

31% 30% 31% 34% 34%

40%

Global U.S.

44% 41%

52% 49%

39%

60%

40%

20%

0% 2006 2007 2008 2009 2010 2011 2012 2013 2014

Percentage of U.S. Employers Having Difficulty Filling Jobs

35%

40%

36%


10 Hardest Jobs to Fill

Source: ManpowerGroup 2014 U.S. Talent Shortage Survey


2014

Source: ManpowerGroup 2014 U.S. Talent Shortage Survey

2013

2data relationships and how to baseline


We offer 3 kinds of service:

1. GOOD 2. CHEAP 3. FAST


You pick any two:

GOOD recruiting CHEAP won’t be FAST GOOD recruiting FAST won’t be CHEAP FAST recruiting CHEAP won’t be GOOD


0.90

0.84

0.78

0.960.880.80

642 4.03.53.0

6

4

25.6

4.8

4.04.0

3.5

3.0

0.900.840.78

0.96

0.88

0.80

5.64.84.0

Fill Ratio

Time to first submit days

S2I

I2H

Percent completed intake

Matrix Plot of Fill Ratio, Time to firs, S2I, I2H, Percent comp


0.950.900.850.800.75

0.95

0.90

0.85

0.80

0.75

Percent completed intake

Fill

Rat

io

Scatterplot of Fill Ratio vs Percent completed intake


Fill Ratio by month

0%10%20%30%40%50%60%70%80%90%100%

Jan08Feb08

March08

April08

May08

June08July08Aug08

Sept08Oct08Nov08Dec08Jan09Feb09

March09

April09

May09

June09July09Aug09

Sept09Oct09Nov09Dec09


Average

NovSepJulMayMarJanNovSepJulMayMarJan

0.95

0.90

0.85

0.80

0.75

Fil

l R

ati

o

_X=0.8579

UC L=0.9620

LC L=0.7538

NovSepJulMayMarJanNovSepJulMayMarJan

0.12

0.09

0.06

0.03

0.00

Mo

vin

g R

an

ge

__MR=0.0391

UC L=0.1279

LC L=0

1

1

Fill Ratio CONTROL CHART with MOVING RANGEUpper Control

Limit

Lower Control

Limit

Out of control point

3Understand how to graphically represent data



Fill Ratios

The data represents all of September fill ratios based on closed job activity. Data source: Taleo.

September fill ratios by line of business.

96% 71% 94% 82%

Marketing Finance IT High Volume

$12,729

$5,610

$4,298

$3,193

$941

Executive

Marketing

Finance

IT

High volume

Cost per hire

81.5% NPS Net promoter score is an index score which measures the number of people who would would refer (9-10) our services minus the numnber of hirinh managers who would not. (1-3). The number excludes thos who are neither a promoter or a detracter. (4-8)

Hiring Satisfaction

Opening Volume (2014 YTD)

Marketing Finance IT High

Volume

67% 89% 92% 78%

September enterprise opening volume per month. Source: Taleo


0

10

20

30

40

50

60

70

80

Executive Marketing Sales Manufacturing Technology

Time to fill


Goals Actuals

Metric & Definition 2008 Avg. 2009 GoalImprovement

Goal Current Status October November DecemberDecember% to goal

>90 goal GREEN80-90% goal YELLOW

<80% RED

Primary MetricsHiring Manager Satisfaction 82% 90% 9% GREEN 79% 82% 90% 100%Time to fill (days) 42 36 6 RED 42 38 47 77%Turn over 28% 21% 33% GREEN 26% 29% 20% 95%I9 collection 95% 100% 5% GREEN 91% 94% 98% 98%

Supporting Metrics Fill Ratio 87% 90% 3% YELLOW 86% 89% 79% 88%Time to first candidate presented to hiring manager (days) 3 2 1 GREEN 2.9 2.3 1.4 143%Cost Per Hire (CPH). ** 1,300.00$ 1,000.00$ 300.00$ GREEN 1200 1100 980 102%Quality of candidate slate (candidates to interview) 3 2 1 GREEN 3.4 2.9 2.3 115%

SAMPLE Recruiting Performance Dashboard

4Understand how to anticipate hiring needs


HR is now expected to be

the de facto advisor to drive

the strategic workforce plan

SUPPLY & DEMAND EXPERT

1

HR must design different work models to

drive time to value

DESIGNER

3

HR needs to use consumer marketing

principles and expertise since talent is now a

savvy & sophisticated consumer

MARKETER

2

Talent Leader


The Allure of BIG DATA in sourcing & recruiting


Byte of data

Megabyte of data

Terabyte One terabyte is one trillion bytes

The byte was the number of bits used to encode a single character of text in a computer

One million bytes of information



Y = .32333 X = + 13412


• Internal Data – Extrapolation

• External data – Market Data


• U.S. employers are taking longer—25 working days, on average—to fill vacant positions.

•  That is a 13-year high, according to the Dice-DFH Vacancy Duration Measure, an index created by University of Chicago economist Steven Davis.

•  At companies with 5,000 or more workers, the time to hire is even longer, at 58.1 working days


June:4.8 million

Sourced: http://online.wsj.com/articles/job-openings-hit-13-year-high-1407874551


Survey of Economists (Wall Street Journal)


Understand how to focus & SCOPE

Understand data relationships and how to baseline

Understand how to graphically represent data

Understand how to anticipate hiring needs

1

2

3

4



Data Driven

Understand how to manage a processManage change, complexity and chaosFLEXIBLE

Leverage network capital

THANK YOU!

@Tombecker

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A Pareto And A Plan Will Change Your Career: How To Use Data To Build Sustainable Sourcing Teams