The Formula for Sourcing Success: Learning the Art of Quality-First Talent Sourcing By: Conni LaDouceur- Founder and Chief Sourcing Strategist, ExecuQuest Corporation

The Formula for Sourcing Success:
The Art of Quality-First Talent Sourcing
October 18, 2012

October 2012 C. LaDouceur, 410-667-8400, conni@eqcadvisors.com Material Copyright 2012 1

ExecuQuest Corp. Snapshot

Conni LaDouceur

Founder & Chief Sourcing Strategist

We deliver unsurpassed ROI for recruiting via original
telephone research, and customized training:

•  Demonstrated passion for the hunt since 1985
•  Customized, results-driven learning for recruiting teams
•  Mastered ethical phone sourcing @ Heidrick & Struggles
•  10 Research Professionals in Baltimore, MD
•  From the largest French-speaking
city in the US, Lewiston, Maine

Agenda: our goals (today and every day)
•  Increase candidate quality

•  Create talent-rich pipelines

•  Maximize our competitive intelligence

•  Build our reputations as Deliverers of Results

•  While spending a minimum amount of time
managing the information overload
(it’s as much about time as it is about quality!)

Sourcing Defined

The professional sourcing process does not depend
on luck or shortcuts, but on a step-by-step process
whereby a list of potentially suitable candidates is
reduced to several uniquely qualified candidates.

The aim is not merely to produce qualified candidates
– which is easy –
but the very best candidates available.

Primary Sourcing and Secondary Sourcing

Am I game??

Let’s “up the game”:

A) If I commit to these techniques,
+ B) to efficiently identify the most qualified talent,
= C) I will improve candidate quality and increase
my brand as the “Deliverer of Results”.

What would you do if you knew you could not fail?


Evolution of Recruiting and the Internet

Past Present
•  Heidrick & Struggles •  1970: DOD computer
founded in 1953 scientists developed Internet
•  Recruiters historically •  1995: Monster began
qualified talent by telephone •  2003: LinkedIn
•  Identifying in organization •  2004: Facebook
chart form, by responsibility •  2006: Twitter
and objective qualifiers

New* Rules of the Game: as more becomes available
online, many Recruiters are becoming Data-Miners.

*are new rules replacing tried-and-true methods?

Is there still a War for Talent??

“Someone important is
bound to see my
resume now!”


So who needs phone sourcing?

1) Everyone is on LinkedIn*
2) I can just network with contacts
3) Phone sourcing takes too long
4) What if they ask me why I’m calling?
5) What if they won’t give me the names?

* is everyone on LI?


LinkedIn Stats, 9/2012
•  180 mil members WW
•  5.8 mil LI members in Canada
•  13.6 mil WC employed (17.5 total) in Canada
•  3 in 5 adults are using LI
•  7.8 mil may be UN-findable online,
ALL PASSIVE

4% Tech/Media 7% Prof Svcs
10% Aero/Auto 13% Govt/Edu/NFP
6% Finl Svcs 12% HC/Pharma

Post and pray…or…

Be reactive and suffer the consequences…


Post and curse!

or be PROactive: what smarter/faster
ways can we meet our clients’ needs?


The 7 Habits of Successful Sourcers ™

1.  Be Proactive: Narrow your Search
2.  The End in Mind: The Intake Meeting
3.  1st Things 1st: The Definitive Target Cos.
4.  Think Win-Win: Courage & Consideration
5.  Understanding: The Compelling Call
6.  Synergize: Creative Cooperation and
Competitive Intelligence
7.  Sharpen the Saw: Delivering Results!

Right First, Fast Second!

1. Be Proactive: Narrow your Search

Time is $$$.

Less is more.

Quality,

not Quantity!


2. The End in Mind: The Intake Meeting

1) What should I take TO the meeting?

2) What will I take FROM the meeting?

Strategic Checklist for Research:
conni@eqcadvisors.com

What’s most important?

To set Clients’ expectation
and calibrate success, ask
to force-rank which two
factors are most important.

How will the weightings
affect strategy and tactics?


3. 1st Things 1st: The Definitive Target Cos.
Start narrow and remember the goal:

Who are the most qualified candidates
vs. the most available candidates?

•  Where are the experts/who does this best?
•  Panel symposiums (OOPSLA, ASQ, etc.)
•  Do the TCs meet the qualifications???

Many a search goes awry: too many TCs and
the most qualified, prospective candidates go
UN-identified and UN-considered.


Where do I start?
It can take as little as 10 minutes!!

1.  Previous research:
do not reinvent the wheel!

2.  Secondary research:
ATS, LinkedIn, smart search strings,
conference attendee lists, assoc. members, etc.

3.  Our forgotten AWESOME employees:
613-996-5115, ext. 8, 416-393-7650

4. And value-added, direct, telephone research

Identify Talent Online
The 4 components of smart search strings:
1. Job Titles: 2. Locations:
• “SAP Consultant” • (Atlanta OR Marietta OR
• “Account Executive” Alpharetta) ,.GA
• “Senior * Manager” • (770 OR 678 OR 404) ,.GA
• (“Software Engineer” OR • Sydney 61 Australia
Programmer)

3. Company Names: 4. Skills, Licenses, Degrees or
• (“Hewlett Packard” OR HP OR Certifications:
@hp.com) • (“, RN” OR “, CNA” OR “, LPN”)
• (IBM OR @ibm.com OR • (“, CPA” OR “, CFA”)
@us.ibm.com) • (BSCS OR MSCS) or also try “,
MBA”

• (“, CCIE” OR “, CCNA”)

To find lists of people, search Google, Yahoo, Bing: filetype:XLS or filetype:XLSX

September 2012 C. LaDouceur, 410-667-8400, conni@eqcadvisors.com Material Copyright 2012 18

Notable Websites
Google, Bing, Yahoo, Ask and AOL

1. http://websearch.recruiting.com/
2. http://www.exalead.com/search
3. http://icerocket.com/
4. http://duckduckgo.com
5. http://clusty.com/

September 2012 C. LaDouceur, 410-667-8400, conni@eqcadvisors.com Material Copyright 2012 19

4. Win-Win: Courage & Consideration

How can I most efficiently identify and
place the most qualified talent,
not the most available talent?

What challenging or long-standing search
would benefit from direct phone sourcing??


Ethics and Direct Phone Sourcing

If we’ll call individuals whom we find on
(the new monster), who apply online or are referred
to us, shouldn’t we also ID the entire teams so we
can recruit the best-performers on those teams?

Isn’t this what our Clients expect of us?
Don’t be shy…our competitors aren’t!
This is our strategic imperative.

ID of on-target, qualified talent will ensure efficient CD.

What do I want to know?

Push the envelope! Get as MUCH as you can:
names, titles, reporting relationships, direct dial
and cell phone numbers, email addresses and
previous incumbent, # of reports, etc.


Our Secret to Direct Phone Sourcing
Select the responsibilities & objective qualifiers
from the position profile:

1.  “WHO is responsible for
(highlighted OQs) …?”

2. “Could I trouble you for their titles please?”

3. “…and who do they report to please?”

4.  “What are their email addresses & direct dial #s?”

Breathe, relax and practice efficient professionalism!


Case Study 1: Bottom-Up

Search: Market Risk Executive, IB
Target Company:
OQs: “Measuring and monitoring risk exposures, providing
risk analytics & related reporting, enterprise-wide”

Advanced Search: “market risk”, 10001 zip, Director, JP Morgan Chase current:
10 results: Tom Lochtefeld, Head of Market Risk Reporting at JP Morgan
Vice President, Executive Director Market Risk Reporting at J.P. Morgan

Advanced Search: ”credit risk”, 10001 zip, Director, JP Morgan Chase current:
17 results: John Gehebe, Vice President, Executive Director, Credit Risk Reporting,
Business Manager IB-Americas Risk Management at JP MORGAN

We called John Gehebe whose VM said he was on vacation and offered XXX’s name.


Sourcing Success: Recorded Calls
Listen carefully: what are my observations?
•  What was said first, next…
•  How were questions to me answered?
•  What tone is implied?
•  What did the call yield?

The lost art of original, ethical, efficient on-target
phone research

(3:32)


Fantastic Telephone Sourcing Results
MD, Head of Market Risk: well-guarded talent pool:

212-XXX-XXXX XXX Barry Zubrow, Chief Risk Officer (manages c.750, 17 directly)

212-XXX-XXXX XXX MD, Investment Bank Market Risk (17 direct)

212-XXX-XXXX XXX MD, IB Market Risk

212-XXX-XXXX XXX MD, IB Risk



011-44-XXXXX XXX MD, IB Risk




011-44-XXXXX XXX MD, IB Risk


Phone research may be the answer…
MD, Head of Market Risk:

212-XXX-XXXX XXX MD, Investment Bank Risk
011-44-XXXXX XXX MD, IB Market Risk

212-XXX-XXXX XXX MD, IB Market Risk (LI profile)




011-44-XXXXX XXX MD, IB Risk Reporting

212-XXX-XXXX XXX Executive Director, IB Credit Risk

212-XXX-XXXX XXX Exec Director and VP, IB Credit Risk
212-XXX-XXXX (obtained names from:) XXX, Assoc, IB Credit Risk
Reporting

Observations?
•  Is it surprising that we could get all
this information in this way?
•  Did this phone research take too long?
•  Could we have found these otherwise?

Yield for Research Investment/YFRI:
1. 17 on-target names in 30 minutes
2. from client’s most desirable TC
3. virtually none on LinkedIn
4. and fantastic organizational data

Case Study 2: Peer/Lateral
One of the Team Members: Middleware Engineers
Staples, Inc, Framingham, MA, firstname.lastname@staples.com

LinkedIn Adv’d Search:
middleware, 01702, Staples current: 12 results (4:19)

Called Dan Jacques, Sr IT Engineering Manager and was connected with
a Systems Engineering Cons: asked who Dan managed re: “middleware
engineering and WAS installation, configuration and monitoring”

He provided all 12 names who report to XXX without asking who I was.

YFRI: 8 of the on-target 12 were UN-findable on LI
nor could be identified via smartest search strings.


Case Study 3: Top-down
Search: Financial Planners, RBC, Sudbury, ON

Quick LinkedIn Advanced search:
Keywords: CSC (Canadian Securities Course)
Title: Financial Planner
Company: Bank
Postal Code: M4B 1V4 (0 results for Sudbury)

Results: 17, incl’g Jason Nelson who returned my call

Objective qualifier: “Expanding existing relationships
by consolidating the investible assets of mass
affluent customers to increase share of wallet”

Sourcing Success: Recorded Calls

Listen carefully: what are my observations?
•  What was said first, next…
•  How were questions from the person we called answered?
•  What did the call yield?

The lost art of original, ethical, efficient on-target phone research

Case Study 3: Deliverer of Results!
Search: RBC Financial Planners
Combination of top-down and bottom-up, well-guarded talent pool; one call
(14 mins: 40 secs) yielded all 44 members of the team.

Case Study 3 (Cont’d):
Search: RBC Financial Planners
Combination of top-down and bottom-up, well-guarded talent pool; one call
(14 mins: 40 secs) yielded all 44 members of the team.

Impressive!

Yield for research investment/YFRI:

1. 44 OT names in < 60 minutes
2. from a most desirable Target Co.
3. including value-added
competitive data

Case Study 4: Another Department
Search: Flight Test Engineers, Patuxent River NAS, MD

Quick LinkedIn Advanced search:
Keywords: flight + test + engineer
Company: Boeing (current)
Postal Code: 20670

Results: 23, incl’g M. Spencer and R. Mourad

Objective qualifier: “Aircraft configuration with regards to
testing sequence, test configuration, risks, etc.”


Not every call is a success: BUSTED!

Keep cool! (2:23)

What’s the worst that can happen??
•  Every obstacle is a stepping stone
to success!

•  Roadblocks are temporary!!
(It’s not that I can’t get it, it’s just
that I can’t get it from THAT person)

•  Practice creativity!


Case Study 4: Human Resources?!
The Boeing Co., Patuxent River NAS, MD 301-342-3000

480-891-3000 XX XX Manager, Out Plants

301-757-XXXX XX XX Manager, P-8A Poseidon Testing

301-757-XXXX XX XX Manager II
(mgs 20 Flight Test & Eval Engineers thru 3
Managers)

301-757-XXXX XX XX Manager II (mgs 7 FT&E
Engineers)
301-757-XXXX XX XX Manager (mgs 7 FT&E Engineers)
301-757-XXXX XX XX Manager (mgs 6 FT&E Engineers)

Obtained the names, direct dial numbers and email addresses for all 20 Flight
Test and Evaluation Engineers for the P-8A Poseidon from Human Resources.


Do not dismiss telephone research
Yield for Research Investment/YFRI:

1. 20 OT*, 7 VA names in < 60 minutes
2. from a most desirable TC
3. including value-added competitive data

50% of the Flight Test Engineers identified
by phone were unknown to the client.
These results are original research and reliable.


Case Study 5: Peer-to-Peer

Individual Auditors from NYC
<Name>, listed as VP, Corporate Audit,
Corporate Yellow Leadership Directory, called his office
and asked to speak with another individual in corporate audit (3:01):

<Name> VP, Corporate Audit First_Last@company.com (mgs 17 thru 4 directly)

Associate Director, CAD Financial Operations first_last@company.com
(co-manages 11; working in teams of 5 on most projects)
Associate Director, CAD Fin’l Opns first_last@company.com (co-mgs 11)
Associate Director, CAD Fin’l Opns first_last@company.com m (co-mgs 11)
Associate Director, IT
212-XXX-2138 Sr. Auditor, CAD first_last@company.com
London Sr. Auditor, CAD first_last@company.com


Case Study 6: Top-Down
, Medical Affairs: a limited talent pool:
VP, Medical Affairs’ name from Corporate Yellow Book,
Dr. XXX, who answered his own phone and provided name
responsible for medical affairs, specific to
“protocol development for smoking cessation”: (1:39)

Name: Dr. XXX
Title: Assoc. Director, Global Medical Affairs
Who she reported to: XXX
How many she manages: 1 person
Confirmed the qualifier: “smoking cessation”
How long in the role: new to the company
And that there was no predecessor.
Subsequent call obtained direct dial and email.

Case Study 7: ID the most qualified
Search: Senior UX Design Leaders
Target Company:
OQs: “Delivering the user persona identification, experience
vision, UI architecture and interaction design”

Advanced Search:
“user experience “, Title: Design, eBay current, 25 miles/95125

32 results: Daniela Jorge, Director, User Experience Design
Andreas Woelk, Manager, User Experience Design
Karlyn Neel, Senior Design Manager, eBay and
ex-Lead UX Designer

We called repeatedly, while we conducted searches online, until
we reached an employee who provided the information we needed.


Case Study 7: Identify the most qualified
Senior UX Design Leader:
Random and bottom-up, a well-guarded talent pool (6:28 & 3:43):


Case Study 8: Ask for an email!
Email from the target company, efficient and reliable: (1:17)
, District Supervisors, Puerto Rico: (5:06)

From: <Name> On Behalf Of <Name>
Sent: <Date and Time>
To: EQC
Subject: e-mail information

Connie Attached info requested:

787-XXX-XXXX First.Last@company.com District Supervisor, manages 9 stores
787-XXX-XXXX First.Last@company.com DS, manages 1 SC and 8 stores
787-XXX-XXXX First.Last@company.com DS, manages 10 stores
787-XXX-XXXX First.Last@company.com DS, manages 7 stores
787-XXX-XXXX First.Last@company.com DS, manages 1 SC and 7 stores
I hope this information helps you. Thanks.

<Name> Senior Director of Operation's Asst., Phone 787-XXX-XXXX Fax 1-479-XXX-XXXX
name@company.com

5 on-target names, titles, # of stores, District Supervisors names, direct dial phone
numbers and email addresses for a long-standing, troubled opening.

Some require phone-sourcing…
Director, NDE: is the on-target talent easily- identifiable
or deeply embedded/highly protected, i.e. 75%?

…An “impossible” search? Or a critical step omitted?


Who else can help me?

•  The Operator or Reception
•  The mailroom
•  HR: “Would you to check the org chart please?”
•  Another regional office
•  The President’s AA
•  Accounts Payable/Receivable
•  Investor Relations
•  800 customer service #
•  After-hours Security

It’s amazing what’s available for the asking!

How can I save one week per year?

“You can save 8
minutes per day,
40 mins.
per week,
by simply…

Using Redial!!


We miss 100% of the shots we don’t take!

We may get the information if we just ask!!

Be polite, professional, persistent and ASK!


Prioritize Candidate Calls: Time is $$
•  Call priority prospective candidates first thing
each morning: THEY are my most important calls

•  After leaving VM, 0#, ask if he/she is in today and
ask for his/her cell phone number

•  How many VM messages do I leave?

•  What impression am I creating via my
professional persistence?

Quality not quantity!


Qualify First

Vet before interest, our first priority:

•  Are you qualified for this position?
•  Why would this be an ideal next step for you?
•  What would motivate you to make a change?

CONTROL the interview!


6. Synergize: Creative Cooperation
and Competitive Intelligence

When a potential candidate is too $$:

“So that I can understand more about your role
and responsibilities, can you tell me how many
people you manage directly and in total? What
are their titles and what differentiates them?”

Then call and reel them in!


Candidate Development: Source Call
MD, IT Strategy & Optimization
Mr. XYZ
Managing Director, Education Industry, Globally
Top 5 WW Management Consulting Firm
1997 – Present

XYZ manages 500 consultants worldwide, through a
dozen Partners, for the XYZ Education Industry
practice, organized by regions/industry teams:

He began by saying he would not suggest anyone
and subsequently provided 9 new, on-target
recommendations by the end of the 34 minute call.

What about diversity candidates?
In the US, we are allowed by law to ask:

“We are looking to present the most diversified
roster of talent we can, specifically to increase
our clients’ representation of ________. Who
can you suggest who would meet that need?”

Manage Your Time Wisely

•  If I’m online, who can I be calling?
•  When I’m on the phone, what
can I be researching online?
•  Measure time vs. yield, critical
to measuring performance
and repeating success
(can I simultask??)
•  How can I improve my
results and productivity?


I.D. Recap: Who, What, Where?
•  Who is responsible for (objective qualifier)?
•  How long in the role?
•  Who did s/he replace?
•  Where is s/he now?
•  Who does Name report to please?
•  How many people does he/she
manage, directly and in total?
•  What is direct dial #, mobile, email address?
•  May I call you back if I have add’l questions?
•  Who else should I copy?

Thank you!
ROADBLOCKS ARE TEMPORARY – BUT YOU GOTTA ASK!

What Differentiates Good from GREAT?
•  Take responsibility for improving your performance,
YOUR BRAND: the “Deliverers of Results”
•  COMMIT to learning something new!
•  Hire most qualified talent, not the most available talent
•  Increase your overall versatility and value!

PERSEVERANCE


7. Sharpen the Saw: Delivering Results!

Take the challenge and up your game!

*Audacious: courageous, creative,
enterprising, tenacious, undaunted!!

Control the process
to control the outcome
•  Are we seeking the most qualified talent or
the most available talent?

•  Would we rather call 5 highly targeted prospects
or 50 people to network with?

•  How will this competitive intelligence increase
our reputation as the go-to experts in recruiting?

•  How are our competitors recruiting for this talent?


The 7 Habits of Successful Sourcers ™

1.  Be Proactive: Narrow your Search
2.  The End in Mind: The Intake Meeting
3.  1st Things 1st: The Definitive Target Cos.
4.  Think Win-Win: Courage & Consideration
5.  Understanding: The Compelling Call
6.  Synergize: Creative Cooperation and
Competitive Intelligence
7.  Sharpen the Saw: Delivering Results!

Right First, Fast Second!

Qualify external research providers:
•  How do you develop your research?
(search strings, subscription databases,
original telephone ID, etc.)
•  Is your staff employee or contract?
•  How do you measure the quality of your work?
•  If you have developed research similar
to the position I am seeking to fill,
can I purchase that research?
(do you resell your research?)
•  Will you come onsite and demonstrate your
original phone techniques? (or do you ruse??)


Challenges?

What challenging positions am I
recruiting for that would benefit
from direct phone sourcing??

Is it really an “impossible” search
or have I omitted this critical step?


Thank You and RIS!

Conni LaDouceur, conni@eqcadvisors.com

ExecuQuest Corp., 410-667-8400

I welcome your comments and questions.

ExecuQuest Corp. Value Proposition
Our mission is to provide outstanding search/research solutions,
truly passive candidates, expeditiously. Be assured that as
hourly research providers, we endeavor to impress you with our
on-target talent mapping and insight and will be careful stewards
of the research investment. We develop the information as
efficiently as possible each and every time, for each and every
client, with each and every phone call. We are relied upon for our
on-target sourcing expertise, taking great pride in our work.
And call us to train you in these results-driven techniques.

Conni LaDouceur, Chief Sourcing Strategist and Trainer
ExecuQuest Corporation, 410-667-8400, conni@eqcadvisors.com

EXECUTION • QUALITY • CAPACITY
GLOBAL TALENT SOURCING


The Formula for Sourcing Success: Learning the Art of Quality-First Talent Sourcing By: Conni LaDouceur- Founder and Chief Sourcing Strategist, ExecuQuest Corporation

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