Upload
geoff-webb
View
60
Download
0
Tags:
Embed Size (px)
Citation preview
A Roadmap to Building A Sustainable Sourcing Model
First there were Recruiters --- and it was good
Then Recruiter learned of this thing called the InternetSearch was Ready of an EvolutionRecruiter honed his/her skills – they became proficient at the Boolean and became Masters of the Hunt (for candidates)
Recruiter engaged with Potential Talent – learned their ways and their environments.
Sourcer was Born – and along with it Sourcing Teams.
Jen Hinkle Geoff Webb
Global Sourcing LeaderAon RPO
Global Digital Talent ManagerAon RPO
@jenhinkle @socialhrguy
#SourceCon #Empowerresults
Things to Cover
• Why a Sourcing Model?• Manage the Effort• Align the Effort• Find the Right People• Fund Your Plan• Manage the Change• Technology
Why A Sourcing Model?
SOURCING IS A FOUNDATION OF TALENT ACQUISITION
Recr
uitm
ent D
eliv
ery
Recr
uitm
ent O
pera
tions
RPO
Tale
nt T
echn
olog
ies
A Simplified Recruitment Process Map
• The National Average (US) for Time to Fill is currently at 25 days.
• 60% of companies surveyed said that they spent between 10-20 hours Sourcing Talent.
• Only 4% of companies surveyed indicated they were happy with their Sourcing efforts.
HOW DO YOU DELIVER EXCELLENT RESULTS WITHOUT
SOURCING SPECIALIZATION?
Comparison
The Comparison of Sourcing vs. Recruiting Core Skill Sets are like comparing Apples to Android.
To better ScaleWe took Specialization One Step Further
StrategicSourcing
PipelineSourcing
Research & Resume Mining
Sourcing
Managing the Effort
Capacity to Scale“When you stop chasing the wrong things…..You give a chance for the right things to catch you” - Anonymous
No Sourcing Organization can Scale to meet the demands of your clients if you are working on the “wrong” requirements.
In our estimation any given organization has approx 40-52% of requsitions that are either a) filled internally or b) cancelled or put on hold.
If you are expending effort on those requisitions you are losing the efficiency game….
Build Your Decision Tree
Line of Business Grade
Level HistoryCandidate flow after
X days
Tie Volumes to Team Size
Most Sourcers can work a maximum of 10 Requirements at a time.
Tying your team size to a Recruiter:Sourcer ratio is not scalable or sustainable.
In our experience the best practice is to Resource to the expected Workload.
1:10
Metrics for Success “Accept Responsibility for your Actions. Be Accountable for your Results. Take Ownership of your Mistakes” – LivingFearlessly.com
We felt it was important to assign Sourcing Metrics for organizational success aligned to individual roles/responsibilities in the team and then equally important to give each Sourcer ownership and ongoing visibility into their own metrics.
Quantity
Quality
SpeedData IntegrityEffort
Aligning the Effort
The Ideal Alignment
…..but is it realistic?
Or does it almost always look more like this?
Sourcer Recruiter
….with multiple reporting and client needs this model can be overly labor intensive and makes it impossible to organize and effectively manage the effort. As well it’s very communication intensive.
Sourcer
Recruiter
Recruiter
Recruiter
Recruiter
Recruiter
Our Best Practice Alignment
Sourcer
Line of Business
Recruiters
…but sometimes this makes more sense
Recruiter
Sourcers
Find the Right People
What Makes a Good Sourcer?
HONESTY
MOMENT LIFT &SHIFT
What Makes a Good Sourcer?
Sourcing Excellence
Hunter Personality
Creative Out of the
Box
Never Give Up -
Motivated
Excellent Consultant
Strong Data
Integrity
Exceptional Technology
Skills
Strong Internet Research
Cold Calling Guru
Networker
Fund Your Plan
Training
Technologies
Resources
Success
From a high level perspective the main buckets of funding for a successful, responsive and scalable sourcing team are: Resources, Technologies/Tools and Training. Without all these components your risk of failure increases.
Fund your Priorities
Measure the Outcomes
Forecast vs. Actual
ToolsCosts
FTE/StaffCosts
# PositionsSupported
# CandidatesSubmitted
# SourcingHires
=
Manage the Change
Over Communicate the Change
Town Halls Email Communication
TrainingReinforcement
Focus on Training (level up your skills)
Reinforce the
Learning
Global Team
Training
Skills Gap Training
Plan
Local Team
Training
A continuous learning and training program is vital to the success of the Aon RPO Sourcing group. Technologies and Tools and Techniques change every week, without continuous learning Sourcing teams run the risk of falling behind.
Put the Right Tools/Technologies in Place
TechnologyEND TO END MANAGEMENTAcross all People, Process &
Technology
Applicant Tracking System
Foundation
Jen Hinkle Geoff Webb
Global Sourcing LeaderAon RPO
Global Digital Talent ManagerAon RPO
@jenhinkle @socialhrguy
#SourceCon #Empowerresults