Managing A Talent Acquisition Team In A Tough Final

Managing a "Talent Acquisition" Team In a Tough

Economy

Why it Matters

Managing a "Talent Acquisition" Team In a Tough

Economy

Why it Matters

IntroductionIntroductionLynn Arts

Lynn Arts, PHR has more than 20 years of staffing, recruiting, executive search, talent management and corporate human resources experience, with expertise in an extensive range of fields, including technology, marketing, financial, accounting, government, engineering, consulting, manufacturing, facility management, and service industries. She has positively impacted the staffing and recruiting functions of Fortune 500 and small companies alike, balancing the competing needs of various leaders, while delivering effective solutions to complex, multifaceted organizations. Her passionate commitment to diversity recruitment has manifested itself in the development of robust college internship programs, executive- and mid-level diversity management social networking systems, and community relationship outreach. Indeed, Lynn’s entire career has been focused on hiring key talent and developing relationships with stakeholders.

Maximizing worker productivity and new-hire quality is increasingly vital to the success of government agencies operating in today’s globally competitive market; Lynn has proven herself to be exceedingly adept in this regard. She is, in short, an expert at improving the functional efficiency so necessary for peak organizational achievement.

Lynn received her Bachelor of Business Administration degree in Human Resource Management from the University Wisconsin-Whitewater. In addition, she is certified from the Society of Human Resource Management. Lynn is serving on the Board of Directors for Milwaukee Metro SHRM and is past Board of Director for Wisconsin SHRM –chairing the Wisconsin Diversity Program Committee.

Lynn Arts

Lynn Arts, PHR has more than 20 years of staffing, recruiting, executive search, talent management and corporate human resources experience, with expertise in an extensive range of fields, including technology, marketing, financial, accounting, government, engineering, consulting, manufacturing, facility management, and service industries. She has positively impacted the staffing and recruiting functions of Fortune 500 and small companies alike, balancing the competing needs of various leaders, while delivering effective solutions to complex, multifaceted organizations. Her passionate commitment to diversity recruitment has manifested itself in the development of robust college internship programs, executive- and mid-level diversity management social networking systems, and community relationship outreach. Indeed, Lynn’s entire career has been focused on hiring key talent and developing relationships with stakeholders.

Maximizing worker productivity and new-hire quality is increasingly vital to the success of government agencies operating in today’s globally competitive market; Lynn has proven herself to be exceedingly adept in this regard. She is, in short, an expert at improving the functional efficiency so necessary for peak organizational achievement.

Lynn received her Bachelor of Business Administration degree in Human Resource Management from the University Wisconsin-Whitewater. In addition, she is certified from the Society of Human Resource Management. Lynn is serving on the Board of Directors for Milwaukee Metro SHRM and is past Board of Director for Wisconsin SHRM –chairing the Wisconsin Diversity Program Committee.

IntroductionIntroduction

Matt Severt

Matthew Severt is a highly experienced Executive Search Professional with nearly 15 years experience matching talented leadership with exceptional opportunities at leading companies.

His areas of expertise include all areas of Executive Search with special emphasis on target company identification, prospect identification, recruiting marketing, prospect interest generation and evaluation and client management. Industries that he has worked in and for include Manufacturing, Retail, IT Consulting, Brewing/Consumer Packaged Goods. Legal and Financial Services. He has worked with an equally broad range of professional verticals including Human Resources, Accounting & Audit, IT, Operations, Sales & Marketing, and Engineering.

Key value adds for Mr. Severt focus around his target company and prospect identification abilities. His business knowledge, intellectual curiosity, and research skills are key in allowing him to find and attract prospects that might not normally be available to his clients.

Matt Severt

Matthew Severt is a highly experienced Executive Search Professional with nearly 15 years experience matching talented leadership with exceptional opportunities at leading companies.

His areas of expertise include all areas of Executive Search with special emphasis on target company identification, prospect identification, recruiting marketing, prospect interest generation and evaluation and client management. Industries that he has worked in and for include Manufacturing, Retail, IT Consulting, Brewing/Consumer Packaged Goods. Legal and Financial Services. He has worked with an equally broad range of professional verticals including Human Resources, Accounting & Audit, IT, Operations, Sales & Marketing, and Engineering.

Key value adds for Mr. Severt focus around his target company and prospect identification abilities. His business knowledge, intellectual curiosity, and research skills are key in allowing him to find and attract prospects that might not normally be available to his clients.

IntroductionsIntroductions

What Do You Want To Learn Today ?

What Do You Want To Learn Today ?

Your Backgrounds?

• Corporate Or Third Party?

• Generalist Or Specialist?

Current Needs?

• Still Hiring?

• Managing Internal Redeployments?

Your Backgrounds?

• Corporate Or Third Party?

• Generalist Or Specialist?

Current Needs?

• Still Hiring?

• Managing Internal Redeployments?

Keeping your Employment Brand attractive during a job freeze/layoffs.

Keeping your Employment Brand attractive during a job freeze/layoffs.WHY does this matter?

Keeping your Employment Brand attractive can serve two purposes:

• Attract (the best) new talent (in the short and long run).

• Retain the talent that has made your organization successful.

A motivated and loyal corps of quality employees can be the difference between an organization thriving or failing. In addition a team of motivated and enthused employees can be a magnet for outside top talent.

WHY does this matter?

Keeping your Employment Brand attractive can serve two purposes:

• Attract (the best) new talent (in the short and long run).

• Retain the talent that has made your organization successful.

A motivated and loyal corps of quality employees can be the difference between an organization thriving or failing. In addition a team of motivated and enthused employees can be a magnet for outside top talent.

Keeping your Employment Brand attractive during a necessary job

freeze and/or layoffs



HOW?

You need to:

Be Authentic (faking a brand always backfires)

Differentiate (be clear what gives you the advantage)

Be Compelling (motivate change for new hires and loyalty for existing employees)

Be Consistent (ensure all stakeholders stick to the brand and that it gets used)

HOW?

You need to:

Be Authentic (faking a brand always backfires)

Differentiate (be clear what gives you the advantage)

Be Compelling (motivate change for new hires and loyalty for existing employees)

Be Consistent (ensure all stakeholders stick to the brand and that it gets used)





For More Information:

ERE has some great articles at http://www.ere.net/tags/branding/

A standout article from ERE is at http://www.ere.net/2009/02/10/4-ways-to-look-at-the-strength-of-your-brand/

Keeping the Best When Times Are Tough http://www.ere.net/2009/01/22/i/


ERE has some great articles at http://www.ere.net/tags/branding/

A standout article from ERE is at http://www.ere.net/2009/02/10/4-ways-to-look-at-the-strength-of-your-brand/

Keeping the Best When Times Are Tough http://www.ere.net/2009/01/22/i/

http://www.ere.net/tags/branding/

http://www.ere.net/2009/02/10/4-ways-to-look-at-the-strength-of-your-brand/


http://www.ere.net/2009/01/22/i/

http://www.ere.net/tags/branding/



http://www.ere.net/2009/01/22/i/

All of your jobs have been canceled or put on hold....how do

you keep your purple squirrel engaged?


you keep your purple squirrel engaged?WHY does this matter?

•If you needed that hard-to-find skill set when times were good, you’ll need it again.....

•Maintaining Your brand integrity in a niche marketplace.

•Keeping your organizations options open.

• When the market turns that niche candidate will know quickly by the number of calls regarding open jobs. You want him/or her to think of your company first.


•If you needed that hard-to-find skill set when times were good, you’ll need it again.....

•Maintaining Your brand integrity in a niche marketplace.

•Keeping your organizations options open.

• When the market turns that niche candidate will know quickly by the number of calls regarding open jobs. You want him/or her to think of your company first.




you keep your purple squirrel engaged?HOW ?

•Over-communicate

•Keep in touch

• (Use a variety of tools, but always use the phone... other tools to use include Blogs, Twitter, Newsletters, emails, and social functions. Your choice of tools should be determined by your target audience and corporate culture.)

•Tell the truth (as much as you can..... )

HOW ?

•Over-communicate

•Keep in touch

• (Use a variety of tools, but always use the phone... other tools to use include Blogs, Twitter, Newsletters, emails, and social functions. Your choice of tools should be determined by your target audience and corporate culture.)

•Tell the truth (as much as you can..... )





For more information:

Good General Article with tips on recruiting during tough times: http://www.ere.net/2009/03/04/how-difficult-times-provide-both-challenges-and-opportunities/


Good General Article with tips on recruiting during tough times: http://www.ere.net/2009/03/04/how-difficult-times-provide-both-challenges-and-opportunities/

http://www.ere.net/2009/03/04/how-difficult-times-provide-both-challenges-and-opportunities/






Convincing Candidates to change jobs during a recession....

"It is better to dance with the devil I know than the one I don't"




•Most organizations still have some hiring needs.

•Keeping your talent pipeline going.

•Outsiders’ uncertainty as to organizational stability.

• (Employees already feel they can not trust their current employer, why should they trust one they don't know.)

• Last Hired First Fired -- is it reality?

•Brand reinforcement.


•Most organizations still have some hiring needs.

•Keeping your talent pipeline going.

•Outsiders’ uncertainty as to organizational stability.

• (Employees already feel they can not trust their current employer, why should they trust one they don't know.)

• Last Hired First Fired -- is it reality?

•Brand reinforcement.





HOW?

•Speak to new technology or products in the pipeline.

•Sell your corporate culture if your brand is still strong.

•Offer-Get prepared to be creative if relocation is needed.

•Over-communicate ! (Financials, Prospects, Goals, Narrative)

•Commitment Through Baby Steps (get small commitments along the way to build ‘yes momentum’)

•Leverage your employment brand through repetition throughout the process.

HOW?

•Speak to new technology or products in the pipeline.

•Sell your corporate culture if your brand is still strong.

•Offer-Get prepared to be creative if relocation is needed.

•Over-communicate ! (Financials, Prospects, Goals, Narrative)

•Commitment Through Baby Steps (get small commitments along the way to build ‘yes momentum’)

•Leverage your employment brand through repetition throughout the process.






Lynn’s Narrative: Part of your Value Add is expediting the process Client Side (Internal or External) and Candidate Side. Don’t be afraid to ask the hard questions.

•http://www.ere.net/2006/06/22/12-key-negotiating-techniques-for-success-inside-and-outside-of-recruiting/

•DUTCHMAN (Decision Criteria, Unique Situations, Time Frame, Competition, How To, Money, Authority, Need)


Lynn’s Narrative: Part of your Value Add is expediting the process Client Side (Internal or External) and Candidate Side. Don’t be afraid to ask the hard questions.

•http://www.ere.net/2006/06/22/12-key-negotiating-techniques-for-success-inside-and-outside-of-recruiting/

•DUTCHMAN (Decision Criteria, Unique Situations, Time Frame, Competition, How To, Money, Authority, Need)

Reinforcing the Business Case for Recruiting.



•If you and your team are not adding value to the organization you’ll be out of a job.

•Successful growing organizations need talent. (someday...)

•Keep the talent pipeline in place.

•Keep turnover from crippling the organization.


•If you and your team are not adding value to the organization you’ll be out of a job.

•Successful growing organizations need talent. (someday...)

•Keep the talent pipeline in place.

•Keep turnover from crippling the organization.



HOW?

•Metrics

•Show how you and your team can deliver the talent your organization needs or will need. Not only to HR VP but focus on you executive leadership. E.g. Sales or Finance

•Use your teams talents in related verticals (Outplacement)

•Show the impact of best practices that you are implementing (Improve Your TEAM’S Performance).

HOW?

•Metrics

•Show how you and your team can deliver the talent your organization needs or will need. Not only to HR VP but focus on you executive leadership. E.g. Sales or Finance

•Use your teams talents in related verticals (Outplacement)

•Show the impact of best practices that you are implementing (Improve Your TEAM’S Performance).

HOW?

•Begin to rack and stack your top performers.

•Make the case to hire because of the wealth of talent that is available.

•Improve your recruitment tools and conduct lots of research on best practices.

•Begin to develop workforce plans which show the upcoming needs for new hiring.

HOW?

•Begin to rack and stack your top performers.

•Make the case to hire because of the wealth of talent that is available.

•Improve your recruitment tools and conduct lots of research on best practices.

•Begin to develop workforce plans which show the upcoming needs for new hiring.






•Recruiting Costs http://www.ere.net/2008/08/12/recruiting-costs-a-managers-opportunity/

•Advise for individual recruiters http://www.ere.net/2008/07/14/how-individual-recruiters-can-avoid-being-laid-off/


•Recruiting Costs http://www.ere.net/2008/08/12/recruiting-costs-a-managers-opportunity/

•Advise for individual recruiters http://www.ere.net/2008/07/14/how-individual-recruiters-can-avoid-being-laid-off/

Renew Focus on Quality Hires.Renew Focus on Quality Hires.


•Quality Talent makes the difference between failure and success.

•Opportunistic Talent Acquisition (Get the talent that will differentiate your organization when it is ‘easy’ competition is distracted.)

•Position your organization to ‘run with the rebound’.


•Quality Talent makes the difference between failure and success.

•Opportunistic Talent Acquisition (Get the talent that will differentiate your organization when it is ‘easy’ competition is distracted.)

•Position your organization to ‘run with the rebound’.


HOW?

•Use the ‘slow times’ to train managers assessment skills.

• Build your interview guides the one’s that you never had time to create.

•Assess to determine the attributes that ‘make the difference’.

•Use your business case to show the difference Quality makes.

HOW?

•Use the ‘slow times’ to train managers assessment skills.

• Build your interview guides the one’s that you never had time to create.

•Assess to determine the attributes that ‘make the difference’.

•Use your business case to show the difference Quality makes.



•Good Talent Management Primer: http://www.drjohnsullivan.com/content/view/114/27/

•Primer on Going after the Best Talent: http://www.ere.net/2006/04/26/what-is-talent-and-how-do-we-measure-it/

•Intro On Selection Process Improvements: http://www.drjohnsullivan.com/content/view/139/27/


•Good Talent Management Primer: http://www.drjohnsullivan.com/content/view/114/27/

•Primer on Going after the Best Talent: http://www.ere.net/2006/04/26/what-is-talent-and-how-do-we-measure-it/

•Intro On Selection Process Improvements: http://www.drjohnsullivan.com/content/view/139/27/

Retooling with New Search and Recruiting Marketing Techniques.Retooling with New Search and

Recruiting Marketing Techniques.


•Demographic trends mean that talent acquisition is going to be even more competitive when things rebound.

•Learn low cost techniques to improve metrics to reinforce your business case.

•We never have enough time to learn anything when times are good.


•Demographic trends mean that talent acquisition is going to be even more competitive when things rebound.

•Learn low cost techniques to improve metrics to reinforce your business case.

•We never have enough time to learn anything when times are good.


Recruiting Marketing Techniques.HOW?

•Do it in a way that works with your target audience and you corporate culture.

•Blogs (People Visit or RSS for Updates)

•Twitter (Broadcast short ‘updates’ using Phone Texting)

•Key Word Marketing (make your career site more visible)

•Enhanced Email Marketing (multiple pieces for multiple audiences)

•LinkedIN (Networking and Prospect Sourcing)

HOW?

•Do it in a way that works with your target audience and you corporate culture.

•Blogs (People Visit or RSS for Updates)

•Twitter (Broadcast short ‘updates’ using Phone Texting)

•Key Word Marketing (make your career site more visible)

•Enhanced Email Marketing (multiple pieces for multiple audiences)

•LinkedIN (Networking and Prospect Sourcing)


Recruiting Marketing Techniques.

HOW?

ZoomInfo

Branding

CRM tools

Microsites

Newsletters

HOW?

ZoomInfo

Branding

CRM tools

Microsites

Newsletters

Mobile Marketing Strategy

Contests

Games

Voting/ Polling

Wallpaper

Proximity Marketing

Mobile Marketing Strategy

Contests

Games

Voting/ Polling

Wallpaper

Proximity Marketing


Recruiting Marketing Techniques.For more information:

Applying to a Corporate Environment http://www.ere.net/2009/03/20/how-to-do-twice-as-much-with-half-the-recruiting-team/#more-7027

Applying to Passive Candidates: http://www.ere.net/2005/04/29/are-passive-candidates-becoming-more-passive/

Using Blogs: http://www.ere.net/2009/02/12/engaging-your-candidates-with-blogs/

Info On Tools Like PeopleToucher, StartUpHire, Twitter Job Search http://www.ere.net/2009/03/19/three-tools-you-should-know-about/


Applying to a Corporate Environment http://www.ere.net/2009/03/20/how-to-do-twice-as-much-with-half-the-recruiting-team/#more-7027

Applying to Passive Candidates: http://www.ere.net/2005/04/29/are-passive-candidates-becoming-more-passive/

Using Blogs: http://www.ere.net/2009/02/12/engaging-your-candidates-with-blogs/

Info On Tools Like PeopleToucher, StartUpHire, Twitter Job Search http://www.ere.net/2009/03/19/three-tools-you-should-know-about/

My (recruiting or HR) job has just been eliminated now what do I do

next?


next?


•It can happen to the best of us.

•You’ll panic if does happen to you (for at least 30 seconds)

•Bouncing back can be hard in this economy and job market.


•It can happen to the best of us.

•You’ll panic if does happen to you (for at least 30 seconds)

•Bouncing back can be hard in this economy and job market.


next?


next?

HOW (or actually... WHAT)?

•Network-Use your expert skills.

•Be open to contract opportunities.

•E-mail your resume to [email protected]

•Leverage the tools available to you (outplacement, LinkedIn, Etc).

•Prepare (just in case). Get to know your CFO well.


•Network-Use your expert skills.

•Be open to contract opportunities.

•E-mail your resume to [email protected]

•Leverage the tools available to you (outplacement, LinkedIn, Etc).

•Prepare (just in case). Get to know your CFO well.


next?


next? HOW (or actually... WHAT)?

•Start to research firms or companies that will be growing…eg stimulus money. Start reaching out to senior leaders in the organizations that excite you for the future.

•Begin to blog and write articles.

•Become a metrics expert. Performance management is what companies will be targeting in the next phase.

•Retrain your skills.

•Join groups (informal and formal).

•Take a Vacation you deserve it!


•Start to research firms or companies that will be growing…eg stimulus money. Start reaching out to senior leaders in the organizations that excite you for the future.

•Begin to blog and write articles.

•Become a metrics expert. Performance management is what companies will be targeting in the next phase.

•Retrain your skills.

•Join groups (informal and formal).

•Take a Vacation you deserve it!


next?


next?


Rethink and Refocus your Career http://www.ere.net/2009/02/26/a-time-for-rebirth-rethink-and-refocus-your-career/


Rethink and Refocus your Career http://www.ere.net/2009/02/26/a-time-for-rebirth-rethink-and-refocus-your-career/

Forecast and be ready for a fast shift when the economy changes.Forecast and be ready for a fast

shift when the economy changes.


•Cuts have been so extreme in many organizations that when hiring returns the need for talent will be ferocious. Being one step ahead of the pack will get you the talent you need for the long run for less.

•Talent Makes the Difference.


•Cuts have been so extreme in many organizations that when hiring returns the need for talent will be ferocious. Being one step ahead of the pack will get you the talent you need for the long run for less.

•Talent Makes the Difference.



HOW?

•Keep in touch with managers at all level to get a sense of where in the organization the pent-up need for talent is greatest.

•Have contingency plans, personnel and/or vendors lined up to allow a fast response to meet those needs when you get the opportunity.

•Build your corporate alumni program now.

HOW?

•Keep in touch with managers at all level to get a sense of where in the organization the pent-up need for talent is greatest.

•Have contingency plans, personnel and/or vendors lined up to allow a fast response to meet those needs when you get the opportunity.

•Build your corporate alumni program now.




General “Big Picture” Comments http://www.therecruiterslounge.com/2008/09/03/recruiting-in-down-times/


General “Big Picture” Comments http://www.therecruiterslounge.com/2008/09/03/recruiting-in-down-times/

Conclusion and QuestionsConclusion and Questions

If you have questions feel free to ask them now, or to contact us at [email protected] or [email protected].

(414-870-9896) Lynn’s Cell

(414-559-9687) Matt’s Cell

www.triohrsolutions.com www.triogovernmentsolutions.com

If you have questions feel free to ask them now, or to contact us at [email protected] or [email protected].

(414-870-9896) Lynn’s Cell

(414-559-9687) Matt’s Cell

www.triohrsolutions.com www.triogovernmentsolutions.com

Education

Managing A Talent Acquisition Team In A Tough Final