leading by example: understanding the sourcing function from a leader's perspective
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Presentation from Sourcecon 2012 in Atlanta, presented by Charles Bretz.TRANSCRIPT
Leading By Example: Understanding the Sourcing Function from a Leader's Perspective
© 2011 Crowe Horwath LLP 2 Audit | Tax | Advisory | Risk | Performance
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1. Who’s Charles 2. Define structure & strategies
a) Objectives & goals b) Pain points/obstacles c) Sourcing structure d) Review current tool box e) Alignment
3. Process 4. Metrics that matter 5. Strategic Partnership 6. Staying Sharp as a Leader 7. Manage Differently 8. Final Thoughts
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About Me?
§ Been in Recruiting since 1996
§ Been in a Sourcing role since 2001
§ Sourcing Manager since 2011
§ 5 years full-lifecycle contingency recruiting experience
§ 10+ years contingency and corporate sourcing experience
§ Been a functional Sourcer in contingency search and Fortune 500. Currently a Sourcing Manager in Professional Services
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Objectives & Goals
§ Short Term § Find/engage active & passive talent § ROI
§ Long Term § Pipeline/talent community building § Employer branding/name recognition § Drip marketing campaigns § Resource reallocation § Social media § Metrics/ROI – both Sourcer’s and tools
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Pain Points & Obstacles
§ Budget
§ Candidate pool
§ Company name recognition
§ Leadership awareness & support
§ Limited channels
§ Recruiter/Sourcer req load
§ Resources
§ ROI on current channels
§ Social media strategy
§ Technology
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World Class Sourcing Structure
Sourcers
Coordinators
Researchers
Marketing & Social Media Strategists
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World Class Sourcing Structure
Attraction (Branding & Visibiliy)
Metrics and Reporting ROI
Pipeline Dev/Mgmt
Channel Management
Social Media
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Toolbox Diversification
§ ATS § Employment branding/marketing § ERBP § Events § Job boards § Niche sites § Research tools § SEO/SEM § Social media/networks § Vendors
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Alignment
§ Good – Sourcer responsible for all business units / locations /functions § Pipeline generation is difficult due to lack of
specialization and focus
§ Better – Align Sourcer to business unit / location covering multiple functions § Still allows for pipeline generation but speed
and quality may suffer due to potential lack of expertise in all areas
§ Best – Align Sourcer to 1-3 Recruiters by function § Allows for specialization and strongest pipeline
building
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Workbench
§ Sourcers source – limit project and non-productive work/tasks
§ Manage and set productivity expectations accordingly with Recruiters and Leadership
§ Understand that the more time spent developing and working passive channels the less roles the Sourcer can handle
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Sourcing Process
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Recruiter/Sourcer Relationship § Sourcers NEED to be involved in Recruiter intake sessions
§ Timely feedback from Recruiters and Hiring Manager is critical § The more time keeping people
warm due to lack of timely feedback from either the Recruiter or Hiring Manager limits sourcing time for potential talent
§ Just as timely feedback is required so the Sourcer can effectively target, they also need to provide marketplace updates to the Recruiter and Hiring Manager § What’s working/not working § Recalibration/redirection if required
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Sell the Steak not just the Sizzle § If Sourcers are pre-screening
people, do they really know: § The company/business unit § The role past the job description § The Hiring Managers background
(not just a bio/profile, but why someone would want to come and work for them)
§ Hiring Manager’s team and their dynamics
§ This all affects your company brand and reputation in the market
§ These are all potential questions that your World Class Sourcer needs to be able to answer
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Metrics That Matter
1. ROI by source
2. Sourcer performance
3. Sourcing/recruiting gap analysis
4. Engagement
a) Social media
b) Response rate
§ Join community
§ Marketing campaigns
5. Departmentalized
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ROI by Source - Visitors
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ROI by Source - Members
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ROI by Source– Application Starts
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Sourcer Metrics
§ Measure what a Sourcer has control over: § Number of candidates presented
to Recruiting § Number of candidates accepted
by Recruiting § Number of accepted candidates
presented to Hiring Managers
§ Measure but don’t hold Sourcers accountable for: § Number of candidates interviewed § Number of candidates hired
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Metrics – Sourcer Weekly Flash Report
Req ID # Role Location Recruiter Applicant
Recruiter Manager Hiring Manager Offer
Comments Date Presented
Date Accepted
Date Declined
Date Presented
Date Accepted
Date Declined
Interview Pending
Interview Date
Number Pending
Number Extended
Number Accepted
Number Turned Down
Req # Role
Location Recruiter
Applicant Name
Recruiting Manager • Date
Presented • Date
Accepted • Date
Declined
Hiring Manager • Date
Presented • Date
Accepted • Date
Declined • Interview
Pending • Interview
Date
Offer • Number
Pending • Number
Extended • Number
Accepted • Number
Turned Down • Comments
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Metrics That Matter – Leadership Role-Up
Submittal Week
# of Applicants Presented
# Accepted
by Recruiter
# Awaiting RM
Feedback
# Declined
Recruiter Acceptance %
# of Recruiter Accepted Prospects
Presented to HM
# Accepted by HM
# Awaiting HM
Feedback
# HM Declined
HM Acceptance
%
# of Interviews
to be Scheduled
# Interviewed
# of Interviews awaiting
HM Feedback
# of Offers
Extended
# Offers Pending # Hired
# Offers Turned down
% of Offers /
Applicant Presented
% of Hires / Applicant Presented
11/11/11
11/18/11
11/23/11
12/02/11
12/09/11
12/16/11
Total
Sourcer/Recruiter Connection
Recruiter/Hiring Manager
Connection
Ultimate ROI
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Sourcing/Recruiting Gap Analysis § Where are the disconnects?
§ Ratios § Contacts to conversations § Conversations to screens § Screens to recruiter presentation § Recruiter acceptance to recruiter screens § Recruiter screens to HM interview § HM interviews to offers § Offers to accepts § Accepts to hires
§ Recruiter Acceptance ratio 80%+ § HM Acceptance ratio 60%+
§ Reveals obstacles that need addressing
Sourcer/Recruiter disconnect on target profile
Recruiter/HM disconnect
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Strategic Partnerships
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Strategic Business Partner
Select ambassadors
Resources Budget
Gain buy-in Business Unit Collaboration
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Talent community/pipeline building process Strategic Business Partner
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Talent community/pipeline building process Strategic Business Partner
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Business Unit Collaboration § Gain leaders to champion program
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Response Rate § Track all marketing campaigns
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Gaining Buy-in
AFA TAX RISK PERF MDS ES PS FW/FRM
Employee Relations
Job Boards
Other
Referrals
SEO/SEM/Job Aggregators
Social Networks
Talent Pipeline/Research
Vendor
Departmentalize Metrics
Want their time, assistance and MONEY…. ….give them special attention
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Staying Sharp as a Sourcing Leader
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Remember the Basics § Reading
§ SourceCon Blog § Business section of local paper § Business publications (Crain’s,
Fortune, Bizjournals.com, etc.) § Professional/Association newsletters § Sourcing/Recruiting blogs via RSS § Recruiting/HR related association/
group articles § BLS unemployment numbers
§ Scheduled Knowledge Sharing § Sourcing leaders § Practitioners
§ Vendors § Product webinars § Networking
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Skill Enhancement - Education/Training
§ Tips & Tricks § Have your team share tips and tricks not only with the other Sourcers but with
the Recruiters as well to enhance their skills but to also to learn more about what a Sourcer does
§ Trainings § Bi-weekly trainings – include the Recruiters as well
(examples of past trainings)
People Search Engines Blogs & RSS Feeds
LinkedIn Advanced Twitter – 101 & 401
Google Custom Search Engines Facebook
FireFox I, II & III How to recruit from blogs
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What Makes a Sourcer “Geek Out” (Tick) § Being valued - appreciation/
recognition
§ Partnerships with Recruiters and Hiring Managers
§ Tools to aid in their performance such as: § CRM or other searchable database § Quick capture/download tools § Mass mail capability with campaign
tracking
§ Time to experiment with tools – Sourcers like to experiment with tools in ways they were not initially designed to work – let them “play around” you may be surprised at what they dream up
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Manage Differently
§ Recruiters focus on today’s needs – Sourcer’s need to balance needs of today & tomorrow which can be vastly different
§ Strategic Planning – Sourcer’s should build a plan for each search & not dive right whereas Recruiters “post & pray”
§ Active vs. passive talent – understand & realize time differences each has on the process and the additional courting passive talent requires
§ Communications - one size does not fit all – approach & message needs to change by channel
A Sourcer’s Perspective
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A Few Benefits of a World Class Sourcing Function
§ Attraction of higher quality talent
§ Increase in company name recognition
§ Decrease Time-to-Fill & Cost of Hire due to pipeline development
§ ROI of past investments continues to increase
§ Potential to increase engagement & employee tenure due to strong hires
© 2011 Crowe Horwath LLP 35 Audit | Tax | Advisory | Risk | Performance
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Final Thoughts § If you have a Sourcing function, the majority of interaction people will have with your
organization is the Sourcing team so hiring the right people for the right role is critical
§ Sourcing is a highly skilled and potentially a critical function to your organizations continued growth and/or existence so give it the attention and time it deserves, don’t treat is like an afterthought
§ When hiring a Sourcer, really understand what you need and how to evaluate those skills. Buzz word bingo is easy in an interview, dig to see if they really have the skills to back it up
§ Think about your employer brand & reputation – can they deliver a compelling message and assess top talent.
§ Don’t treat your Sourcers as junior or wanna-be recruiters when they grow up, they LOVE this piece of the process….nurture their growth & curiosity and reap the rewards
© 2011 Crowe Horwath LLP 36 Audit | Tax | Advisory | Risk | Performance
The Unique Alternative to the Big Four®
Charles Bretz Sourcing Manager Crowe Horwath LLP
630.586.5111 [email protected] www.linkedin.com/in/charlesbretz www.twitter.com/charlesbretz