Talent Sourcing is a core part of recruitment. In the War-for-Talent
In the first part you learn about What sourcing is about How to Source data driven.
We use the A STEP model, part of the SAAA data driven recruitment model.
Workshop Activating Creativity THE HR challenge for the coming years by Ale...
Sourcing talent as key recruiting differentiator part 1 A
1. Recruitment Workshop
Sourcing
in a global talent landscape
Part 1 A
What & How - A STEP process
1
Alexander Crépin
recruitment strategist, coach & trainer
freelance, interim recruiting & management
Alexander Crépin AC@Recruitmentcoach.nl
2. Recruitment Workshop
Sourcing in a global talent landscape
Part 1 A: What & How - A STEP process
Part 1 B: What & How - A STEP process
Part 2 A: Data Landscape Overview
Part 2 B: Sourcing Craftsmanship
Part 3: Sourcing Tools, Methods & Tech
2
Alexander Crépin AC@Recruitmentcoach.nl
3. Recruitment Workshop
Sourcing data driven in the global talent landscape
1 A = 1 B
take time
also when watching on Slideshare
Alexander Crépin AC@Recruitmentcoach.nl
4. Rapid & Complex
Sourcing Talent
Modern Business & Talent Landscape:
VUCA global village
• Local & global labor markets
Broadband (mobile/smartphone) Internet
Right talent could be anywhere!!
4
Alexander Crépin AC@Recruitmentcoach.nl
5. Modern Business & Talent Landscape:
VUCA
• Volatile = increasing pace or rate of change
• Uncertain = lack of predictability of future
• Complex = many interconnected parts /variables
• Ambiguous = lack of clarity meaning of trends & events
Volatile, uncertain, complex and ambiguous are closely interconnected items,
and should be seen in close relation to each other
Alexander Crépin AC@Recruitmentcoach.nl
Sourcing Talent
6. Modern Business & Talent Landscape:
Web 2.0 Social Media :
• Transparency
• Digital Footprints, visibility & traceability
• (Big) Data increasing in type, complexity, diversity,
velocity & interdependence
• Connectivity borderless
• Communication multi-channel - Mobile!!!
• Virtual recruiting channels
Sourcing Talent
6
Alexander Crépin AC@Recruitmentcoach.nl
7. Modern Business & Talent Landscape:
Data & data for competitive advantage
Sourcing Talent
7
Alexander Crépin AC@Recruitmentcoach.nl
8. Data & Analytics Revolution
Sourcing Talent
8
Alexander Crépin AC@Recruitmentcoach.nl
9. Modern Business & Talent Landscape:
4th Industrial (Data) Revolution
• Data is new currency
• The nature of work is going to fundamentally change.
Like in 2nd & 3rd Industrial Revolution
• Work for who? Intensifying War-for-Talent?
• Same debate when moving from Agrarian to Industrial
society whether they would all be employed or not...
Somehow we figured it out ……
Sourcing Talent
9
Alexander Crépin AC@Recruitmentcoach.nl
10. Modern Business & Talent Landscape:
Data & data for competitive advantage
• Era of Data-driven decision making
• Tech & Tools emerging rapidly ……
• Increasingly investments in entire infrastructure
Ecosystem of data yielding almost real-time
• More valuable insights emerging
• Also to recruit more successfully
Sourcing Talent
10
Alexander Crépin AC@Recruitmentcoach.nl
11. Modern Business & Talent Landscape:
Universal acknowledgment:
• Success starts with hiring good people
• Recruiting key source of competitive advantage
• Hiring Top Talent requires
Top Recruiting
• Data Driven …..
Sourcing Talent
11
Alexander Crépin AC@Recruitmentcoach.nl
12. Modern Business & Talent Landscape:
“War for Talent” intensifying for
• High-skilled tech (STEM) workers
• International specialists & managers
• Candidate-driven market
*STEM: Science, Technology, Engineering & Mathematics degrees
Global too high in demand, critical & scarce “commodity”
Sourcing Talent
12
Alexander Crépin AC@Recruitmentcoach.nl
13. Modern Talent Landscape:
Recruitment (r)evolution:
Past decade has been a whirlwind of change, resulting in
• Increased strategic business impact of recruiting
• Recruiting to directly support business execution
• Much more options in recruiting talent
AND
• Recruiting not that simple anymore!
• Recruiter no longer starting job in HR
Sourcing Talent
13
Alexander Crépin AC@Recruitmentcoach.nl
14. Today’s Business
Recruiting more complex
• Borderless, international & diverse
• Ongoing, 24/7 & pro-active
• Need for human touch, candidate experience
• Increasingly technology enabled & (Big) Data driven
• Stakeholder cooperation
• Adapting continuously
Sourcing Talent
14
Alexander Crépin AC@Recruitmentcoach.nl
15. Today’s Business
Recruitment (re)defined:
• integrated set of processes
• to ensure business of external talent supply
• by cooperatively attracting & hiring new talent
• for permanent (and temporary?) positions
• in a data driven, cost-efficient & timely manner
Sourcing Talent
15
Alexander Crépin AC@Recruitmentcoach.nl
16. Modern Talent Landscape:
Full-cycle Recruitment Processes:
• Strategize
• Attract
• Assess
• Appoint
Holistic point of view: integrated, collaborative processes
Sourcing Talent
16
Alexander Crépin AC@Recruitmentcoach.nl
17. AttractStrategize
SAAA Corporate Recruitment Model
AppointAssess
Talent
Acquisition
(TA)
Employer
Branding
Hiring
On-
boarding
Selecting
Forecasting
Planning
Engaging
Talent Pool
Alexander Crépin AC@Recruitmentcoach.nl
Talent Acquisition subset of Recruitment
TA: process of attracting, finding, engaging, matching &
pre-qualifying Target Talent
17
18. AttractStrategize
SAAA Corporate Recruitment Model
AppointAssess
Talent
Acquisition
Alexander Crépin AC@Recruitmentcoach.nl
Inbound Outbound
Stimulating interest in market
attracting attention to
• stimulate to apply for job
• Recruiting 1.0
(Pro-) actively identifying talent
reaching out
• to meet / connect
• Recruiting 2.0 & beyond
18
19. Inbound Getting Attention
Stimulating interest
Content supply & advertising
• To “earn” Target Talent attention
* Target Talent: highly likely to be qualified & ideally interested in job opportunity
Problem:
‒ Most Top Talent NOT looking for new job (in your region)
(passive job seekers or non-applicants)
‒ Active candidates represent less than 20% of total talent
market & less than 10% for high-demand positions
Sourcing Talent
19
Alexander Crépin AC@Recruitmentcoach.nl
20. Outbound Reaching out
Sourcing Target Talent!
• Find Target Talent
• Engage, convert matching Talent to interested
applicants
• Data Driven ….
Alexander Crépin AC@Recruitmentcoach.nl
Sourcing Talent
20
21. AttractStrategize
SAAA Corporate Recruitment Model
Analyse Search Trace Engage Present
AppointAssess
Talent
Acquisition
Alexander Crépin AC@Recruitmentcoach.nl
A STEP = Sourcing Talent
Outbound
Job Branding
21
Inbound
22. Inbound and Outbound
• Job Branding
• Job (opening) Specific Content
• Used autonomously (inbound)
AND
• to support sourcing activities (outbound)
Alexander Crépin Recruitmentcoach.nl
Sourcing Talent
22
23. SAAA Recruitment processes
Integration/ alignment challenge
• SAAA Specialist Building Blocks but……..
• Technology & Tools impact on what is done, when
& who does it, how
‒ Line between disciplines increasingly blurring
Sourcing Talent
23
Alexander Crépin AC@Recruitmentcoach.nl
26. Sourcing:
• What ?
• Why ?
• How ?
• Who ?
• When ?
Alexander Crépin AC@Recruitmentcoach.nl
Sourcing Talent
26
27. Sourcing: What?
Core part of today’s recruiting process by
1. Finding, identifying Target Talent
&
2. Engaging, turning identified Talent into
interested applicants (candidate conversion)
All based on proper (Data) Analysis
Alexander Crépin AC@Recruitmentcoach.nl
Sourcing Talent
27
28. Sourcing: What?
Sourcing (limited point of view)
= Finding only
• Identifying target talent
• Finding contact data
Using contact data, starting to engage &
qualifying is recruiting!!!!!!
Alexander Crépin AC@Recruitmentcoach.nl
Sourcing Talent
28
29. Sourcing: Why?
Hiring in time provides competitive advantage, but …
• No / not enough “right fit” applicants
• Top Talent not looking to discover & pursue (global!)
job opportunities (despite employer& job branding)
so …. act, source Target Talent!
Alexander Crépin AC@Recruitmentcoach.nl
Sourcing Talent
29
30. Sourcing: How?
Finding & Engaging in global (online) market:
1. Data driven, developing & applying talent
& talent landscape intelligence
2. Experience , personal, triggering, with
human touch
Alexander Crépin AC@Recruitmentcoach.nl
Sourcing Talent
30
31. Sourcing: Who?
Specialists
• very good analytical expertise
&
• good interpersonal skills
&
• savvy applying technology & tools
&
• always learning, acquiring in depth expertise
Alexander Crépin AC@Recruitmentcoach.nl
Sourcing Talent
31
32. Sourcing: Who?
The Centaur Sourcer *
• Half-human & Half-machine
‒ Craftsmanship to get in touch with Target Talent,
to pre-qualify & gain interest for job opportunity
‒ Very good in using Data Technology & Tools
* Centaur Recruiter Joe Murphy, vice president at Shaker
Alexander Crépin AC@Recruitmentcoach.nl
Sourcing Talent
33. Sourcing: When?
• Pro-active (Strategic Sourcing):
Ongoing following-up of Workforce Forecast & Plan
to fill talent pipeline, speeding up talent supply
• Re-active (Tactical Sourcing):
On request for specific vacancy, job type / level
NB
when all other inbound methods of (strategic) talent attraction fail
Alexander Crépin AC@Recruitmentcoach.nl
Sourcing Talent
33
34. Sourcing Data Driven
The Digital Footprint
• Today’s internet is built around People
• Web knows who we are, what we do, where we are &
where we go …….
• Giving pretty much everyone a searchable,
traceable online identity (= data profile)
Alexander Crépin AC@Recruitmentcoach.nl
Sourcing Talent
34
35. Sourcing 1.0, 2.0 & beyond
Sourcing 1.0
• “Manually” scraping names, social data & CV’s
• Purely tactical function
• Email
Sourcing 2.0 and beyond
• Using advanced tech for (un)structured data search
• Proactive, more strategic
• Targeting Talent who are essentially ‘under the radar’
• Interactive, engaging
• Dealing with the tsunami of data by having expertise to
separate the signal from the noise!
Alexander Crépin AC@Recruitmentcoach.nl
Sourcing Talent
35
36. Sourcing 2.0 ingredients
Analyse providing intelligence on talent landscape,
target talent & talent competitors etc.
Find name generation
+ resume & social profile discovery
+ checking availability & interest
+ pre-qualifying, checking qualifications
Engage & selling opportunity
+ converting to interested applicants
Alexander Crépin AC@Recruitmentcoach.nl
Sourcing Talent
36
37. Sourcing 2.0 & beyond ingredients
Analytics & Finding & Engaging
Using
• Data
• Tools
• Methods
• Tech
• Sourcing 2.0 can’t do without
(see part 2 & 3)
Alexander Crépin AC@Recruitmentcoach.nl
Sourcing Talent
37
38. Sourcing 2.0 How ?
A STEP Process / Cycle
1. Analyse Need & Market, define / refine search
2. Search Leads, find people matching profile
3. Trace Prospects, contact & exchange info
4. Engage Candidates, interest, pre-qualification
5. Present Finalists, shortlisted, best candidates
Alexander Crépin AC@Recruitmentcoach.nl
Sourcing Talent
38
39. Sourcing A STEP
A - develop target talent (landscape) intelligence
S - find, identify leads, potential new employees
T - get data to connect, match / pre-qualify
E - inform, get attention & gain interest, explore
career opportunity, make apply
P - offer shortlist best matching & interested talent
Alexander Crépin AC@Recruitmentcoach.nl
Sourcing Talent
39
40. AttractStrategize
SAAA Corporate Recruitment Model
Analyse Search Trace Engage Present
AppointAssess
Talent
Acquisition
Employer
Branding
Hiring
On-
boarding
Selecting
Forecasting
Planning
A STEP = sourcing talent
not actively looking for a job, non applicants
Engaging
Talent Pool
Alexander Crépin AC@Recruitmentcoach.nl
42. SAAA Corporate Recruitment Model
Analyse
Alexander Crépin AC@Recruitmentcoach.nl
Sourcing (Big) Data Eco-system
Internal External
Tools
Tech
Methods
HR
Recruitment
DiY
(social media etc.)
3rd parties
Survey’s Public Data
43. A* STEP Sourcing Funnel
Leads
Prospects
Candidates
Applicants
• Search
• Trace
• Engage
• Present
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
Talent
Pool
*Analytics for
Targeted Sourcing
Less & Better Leads
*
44. Sourcing A STEP process / cycle
A professional standard
• Repeatable, consistently executed procedure
• Ensuring footing
• A STEP principles remain unchanged!
• Regardless type/level of job to search for!
• Always follow the Process , but Process is never the goal!
• Allowing practical execution freedom
• Process is to ensure efficiency & effect/result
Alexander Crépin AC@Recruitmentcoach.nl
Sourcing Talent
44
45. Sourcing A STEP process / cycle
A professional standard
• Enables to collaborate more easily
• Establishes a certain minimum quality level
• Enables to measure & compare more adequately
• Enables to learn & improve A STEP by A STEP
Alexander Crépin AC@Recruitmentcoach.nl
Sourcing Talent
45
46. Sourcing: A STEP Process
1. Analyse Need & Market, define / refine search
2. Search Leads, find people matching profile
3. Trace Prospects, contact & exchange info
4. Engage Candidates, interest, pre-qualification
5. Present Finalists, shortlisted, best candidates
Alexander Crépin AC@Recruitmentcoach.nl
Sourcing Talent
46
47. AttractStrategize
SAAA Corporate Recruitment Model
Analyse Search Trace Engage Present
AppointAssess
Talent
Acquisition
Alexander Crépin AC@Recruitmentcoach.nl
A STEP = Sourcing Talent
Outbound
Job Branding
47
Inbound
48. Sourcing: Analysis because (1)
Preparation is Key to success
• Without finding Talent is like looking “needles in
(internet) haystacks”
• Quality of input = quality of output!!!!
Garbage in = Garbage out
“Give me 6 hours to chop down a tree & I will spend the first 4
hours sharpening the axe.” – Abraham Lincoln
Alexander Crépin AC@Recruitmentcoach.nl
Sourcing Talent
48
49. Sourcing: Analysis because (2)
Get better Insight to:
• Optimize recruiting/sourcing/hiring strategy
• Attract more & better qualified candidates
• Minimize attrition
• Improve metrics cost, time spent, ……
• Improve “fun-to-hire”hiring stakeholders satisfaction
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
49
50. Sourcing: Analysis because (3)
Guiding efficient & effective Sourcing
• Analyse market & Talent/HR Data
• knowing – in advance – major external variables
• Make Informed Decisions how, where to search
& engage optimally, to make or buy?
• Following Data Driven developments in other
business functions
Alexander Crépin AC@Recruitmentcoach.nl
Sourcing Talent
50
51. Sourcing: Analysis because (4)
• Managing Hiring Manager expectations,
prevent unrealistic profiles & time frames
• Ensure realism about requirements
• Prevent looking for
‒ “purple squirrel”
‒ Talent qualified to play more roles than required
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
51
52. Sourcing Hiring manager
Clarity about Who to look for …..
• “fit to profile” (majority) Specific what to search.
Want job specs almost fully match talent profile
• “decide as we go along” Think to know what to
search for but change mind meeting candidates
• “fit to talent” Have open mind on available talent,
see long term, seek people who are flexible Hire for
attitude & train for skills
Alexander Crépin AC@Recruitmentcoach.nl
Sourcing Talent
53. Sourcing: Analysis for Perfect?
NB
• A profile isn’t a checklist, it’s a wish list!!!
• Most talent don’t fit ALL the job specs!!
• Stop searching for ideal, perfect candidates!
• Disillusioning when “a perfect” candidate is
rejected before interview, not matching ALL specs
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
53
55. Sourcing Questions to Analyse
• All analytics for better comprehension
begin with asking the right questions!
… “If I had an hour to solve a problem
I'd spend 55 minutes thinking about the problem &
once I know the proper question ……
I could solve the problem in less than 5 minutes
― Albert Einstein
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
55
56. Sourcing Analyse what?
• Historic, past experience data in ATS etc.
• Analyse & summarize need, check profile
• Analyse Key Target Talent Profiles, Personas
• Analyse external talent landscape
• Analyse & (re)define sourcing mix / channels
• Check if job branding materials/info are OK
• Check Job/brand ambassadors involvement
• Chose, adjust or develop new search strategy
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
56
57. Sourcing Analyse Historic data
• Referral history
• Recent hire & exit data
• People & reasons for turning down job offer
• Previously used hiring sources
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
57
58. Sourcing Analyse = Check
• Workforce Forecast Plan
• OK of job branding materials/info
• Job/brand ambassadors
• Get OK hiring manager (recruiter, HR) for Sourcing
Blue Print
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
58
59. Sourcing Analyse to Develop Profile
• Make / develop & refine
• List of (search) keywords, jargon & phrases
job-title variations, synonyms, technologies
• which search keywords sending most career
site traffic?
• For this specific / this type of role
• In this (type of) industry
• Check with insiders in and/or outside company
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
59
60. Sourcing Analyse to Develop Profile
Begin by
• Defining “hard data”, “must haves” to search
& match
• Determining key performance areas of open
position
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
60
61. Sourcing Analyse to Understand Profile
Beyond Job Description
• Understanding WHY Talent might consider job
• Knowing WHAT & HOW to catch attention
• Beware of Stereotyping
• Sourcers, recruiters & hiring managers sharing insight
why Target Talent might consider your offer
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
61
62. Sourcing Analyse to Understand Profile
Beyond Job Description
What usually is important to most talent:
• Real work challenge(s), impact, now & in near future,
• State of the art technology, methods & models
• Team & manager
• Company culture
• Development options / Learning curve
• Career path / perspectives
• Comp & Ben
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
62
63. Sourcing Analyse to Understand Profile
Loyalty
Sourcing Talent
Younger generations want advancement & challenge
while older generations prefer the same industry
63
Alexander Crépin AC@Recruitmentcoach.nl
66. Sourcing Analyse to Understand Profile
Passive & Active job seekers research
Sourcing Talent
Source: Pierpoint
66
Alexander Crépin AC@Recruitmentcoach.nl
67. Sourcing Analyse to Understand Profile
Reasons for joining a company research
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
68. Sourcing Analyse to Understand Profile
Reasons for a career switch research
Sourcing Talent
Source: Linkedin
68
Alexander Crépin AC@Recruitmentcoach.nl
69. Sourcing Analyse to Understand Profile
Reasons for a career switch research
Sourcing Talent
Source: Linkedin
69
Alexander Crépin AC@Recruitmentcoach.nl
70. Sourcing Analyse to Understand Profile
Reasons for a career switch research
Sourcing Talent
Source: Linkedin
Younger generations want advancement & challenge
while older generations prefer the same industry
70
Alexander Crépin AC@Recruitmentcoach.nl
71. Sourcing Analyse to Understand Profile
Employee Satisfaction Predicting of
openness to switch
Sourcing Talent
Source: Linkedin
71
Alexander Crépin AC@Recruitmentcoach.nl
72. Sourcing Analyse to Understand Profile
What do you know about Target Talent?
• Check Employee opinion / satisfaction survey’s
• Check recent hires & exit interviews feedback
• Identify relevant sites, communities & forums. Find
topics of target talent interest & issues they share
• Similar or relevant profiles (People also Viewed)
• Check subject matter expert(s), in- and/or outside
• Use a free service like Google Trends
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
72
73. Sourcing Analyse to Understand Profile
Talk to current top jobholders
Get coffee/lunch for feedback & opinion on
• who should be hired and why as well as who shouldn’t!
• what skills do they think are important?
• get help with terminology & basic screening questions
• how did they get hired?
• how did they find their current job?
• get a feeling of personality type that will fit the team
• ask their opinion on the best internet sources to search
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
73
74. Sourcing Analyse to Understand Profile
How describe themselves on internet & in resumes?
• What is preferred Language
• What synonyms of Job Titles used
• What is mentioned & what is probably left out?
• What profile & skills terms?
• Typical career path development!
• Relevant organisations, associations, standards
• Schools, courses degrees, licences, certifications
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
74
75. Sourcing Analyse to Understand Profile
How describe themselves on internet & in resumes?
• What is preferred Language (in LinkedIn profile)
• Look around / analyse some representative public
LinkedIn profiles
• Look at other words & phrases that seem unique to
your target profile
• Look for alternatives NOT commonly to be used
elsewhere on someone’s LinkedIn profile
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
75
76. Sourcing Analyse to Understand Profile
What does Marketing know?
• What kind of data / information does Marketing
have about Target Talent type of customers?
• What customer Profiling tools/techniques could be
“borrowed”, could be helpful?
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
76
77. Sourcing Analyse to Understand Profile
What to be learned from Marketing?
• …… Recruiting should take a page from
marketing's playbook to focus on finding &
connecting with people same way marketing
does -- only candidates are consumers ……
Leela Srinivasan, CMO Lever ATS
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
77
78. Sourcing Analyse to Understand Profile
How to attract specific type of talent
What is their intention, what is driving them?
• Entrepreneurially - minded professionals
• Female managers in country X,Y or Z
• Millennial candidates
• Gen X candidates
• Foreign candidates, Germans, British, French, Polish,
• Etc.
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
78
79. Sourcing Analyse to Understand Profile
10 Promising Profiles benchmark
• What is “DNA” of top employees? Why?
• Who presently best functional managers?
• Where do best employees come from?
• What key professional differentiators in job?
• Etc.
• Check HRIS / Performance Management system
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
79
80. Sourcing Analyse to Understand Profile
10 Promising Profiles benchmark
• Look for tools to analyse Top 10-20 best
profiles to generate keywords for “super
search query”
• Better keywords to reflect a better search &
generate better search results
NB
• Have a close look!!! Hiring a manager in China or in
Silicon Valley can require quite a different profile !!!!
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
80
83. Sourcing Analyse to Understand Profile
in 2020 workplace
Long term perspective, future potential
The 2020 workplace will be
• Fluid
• Flexible
• Mobile
• Global
• diverse in age and ethnicity
• Collaborative
• Hyperconnected
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
83
87. Sourcing Analyse to Understand Profile
Company culture
• Know your culture to match candidates that fit!
• Define key words representing culture
• Identify competencies related to core values
• Train hiring managers in assessing core values fit
• Tell company “culture” stories to engage
• As 21st century talent / millennials also looking for
company culture fitting their values & ambition
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
87
88. Sourcing Analyse Market, Talent Landscape
• Managing Hiring Manager’s expectations
‒ Insight in supply (options)
‒ Insight in competition
‒ Awareness of need of networking collaboration
‒ Understanding of Talent Scouting importance
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
88
89. Sourcing Analyse Market, Talent Landscape
• Define & explore labour market data sources
• Map Target Talent regardless of employment status
• Define Target Companies in market (list & blacklist companies)
• Which channels for job hunting & personal branding?
• Explore relevant circles of influence
• Locate talent per region, country, town etc.
• Identify parallel industries
• Analyse (social) network of (former) employees
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
89
92. Sourcing Analyse Market, Talent Landscape
• Current talent market insight essential for
successful execution of any recruiting initiative!!!
• Present demand for requested skillset
• Competitors sourcing this type of talent?
• Develop Competitor Intelligence
• 3 Tier mapping of business competition Business
competitors? Competitor’s competition? Competitor’s competition’s
competitors?
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
92
93. Sourcing Analyse Market, Talent Landscape
Developing Competitor Intelligence
• Target companies to find talent!
• Competitors & vendors insights to “sharpen” branding
• Develop & monitor a host of target social networking,
industry forum & conference/ exhibition sites
• Use company database of Dun & Bradstreet etc. as
source!
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
93
94. Sourcing Analyse Market Buzz
On social media, on forums etc.
• Listen on for example on Twitter
• Find out know what competitors are up to
• Find out what the industry’s buzzing about
• Find out the main topics on forums
• Put 10 minutes per week to check out the top 3
competitors to see what they’re tweeting about
• Incorporate this information in search & engagement
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
94
96. Sourcing Analyse Market, Talent Landscape
Total Talent Management to complete work
Concept of considering the full range of sources:
• Employees
• Contingents
• Outsourcing (in-house & outside)
• Automation
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
96
97. Sourcing Analyse How Search best?
• Describe challenge on basis of analysis, market scan
• Identify mobile, digital & social touch points
• Provide list of industry keywords or job titles
• Identify Tags & its community & content to search
• Create Queries, information needs & define critical
candidate qualification variables
• Define Sourcing Mix, incl. methods & tools to use
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
97
98. Sourcing Analyse Where Source best
Nearby sources first
• Previous applicants
• Pipeline candidates
• Former employees, alumni
• Inbound (applicant) candidates
• Referred candidates
• Social network candidates
• Internet sourcing candidates
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
98
99. Sourcing Analyse Where Source best
Analyse previous hiring sources (mix)
• Online advertising (job boards, social media, SEO)
• Direct sourcing (search job boards, social media, forums or web)
• Referrals (internal or external)
• Phone sourcing
• Headhunting
• TV & radio ads
• Print ads
• University programs
• Events
etc
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
99
100. Sourcing Analyse Where Source best
Analyse previous hiring sources (mix)
• Recruiting uses approx. 12 different sources together
with ATS/HRIS/HRMS
• Over time countless data points, together could
provide very valuable insight!!
• Cost & Benefits of this kind of analytics likely to drop in
coming years
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
100
101. Sourcing Analyse Where Source best
• Identify possible new Talent channels
• How many potential candidates in currently
identified sourcing channels?
• What is quality of leads?
• What options to directly communicate?
• Which are you offering best ROI?
• Options to diversify sourcing channels ?
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
101
102. Sourcing Analyse Where Source best
Example possible new Talent channel
• Looking for program management experienced
talent & is PWC a target company?
• Search PWC publications, whitepapers etc.
• A quick site search gives almost 20,000 results
• Have a look at one & find names + title + email + phone
• So next search could be refined to focus
NB string string
• site:pwc.com inurl:publications “*@us.pwc.com” “program management”
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
102
103. Sourcing Analyse Where Source best
Linkedin
• LinkedIn did for resume what Indeed did for job
postings ….. opening the market for everybody!!
• Result: no longer enough to make it easy to be
found by target talent, or to find candidates yourself
• You have to do both and …. better than companies
competing with you for top talent!!!
Joel McLean CEO HireGrid
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
103
104. Sourcing Analyse How Search best?
• Develop & Refine Search (query) archive
• What are shared Best Practices & why
• Look online for tips & tricks for this group of
talent
• Test/quick scan validity of text data mining
options, keywords, sites etc.
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
104
105. Sourcing Analyse How Search best?
Last but not least!
• Keeping your eyes & ears open for
talent, wherever you are, whatever you
do!!
• Talent Scouting part of your company /
professional / personal DNA
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
105
106. Sourcing Analyse How Search best?
Direct and/or indirect, connected
• Direct: developing a list of names of potential new
hires
• Indirect: finding talent via “connectors” network
searching on hiring teams’, co-workers’ connections
For example:
• Scrum leaders to identify great Ruby developers
• Corporate buyers for finding best national account managers
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
106
107. Sourcing Analyse, a summary
Take time to really understand data about
• Position
• Target talent specifics
• Talent Landscape, labour Market demand & supply
• Competitors
to select for the search query the right titles, skills,
technologies, companies, responsibilities, terms, etc.
to include (or purposefully exclude!)
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
107
108. Sourcing Analyse, a summary
Use the analytics for finalizing the profile
• Search criteria / keywords (facts)
• Hiring criteria (soft skills)
• Job Branding material(s)
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
108
109. Sourcing Analyse, a summary
Take time to make “killer” job profile
• Invest in top Job Branding material(s)
• Use your analytics for (re)writing the job profile
• Don’t mind to invest several hours to (re) write
• Be as specific as possible about challenges potential
hires must tackle
• Minimize using corporate speak in specs
• Ideally, you want applicants to be excited about problems to
be solved & even start to think of ideas for doing so!
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
109
110. Sourcing Analyse How Search best?
• How find target talent for a vacancy or the talent
pool?
• Finding the right match almost always comes
down to the right keywords
• Experience & creativity for interpreting
collected data & gained insight, to develop a
smart search strategy
Sourcing Talent
Alexander Crépin AC@Recruitmentcoach.nl
110
112. Next
Sourcing
in a global talent landscape
Part 1 B
What & How - A STEP process
112
Alexander Crépin
recruitment strategist, coach & trainer
freelance, interim recruiting & management
Alexander Crépin AC@Recruitmentcoach.nl
113. Recruitment Workshop
Sourcing in a global talent landscape
Part 1 A: What & How - A STEP process
Part 1 B: What & How - A STEP process
Part 2 A: Data Landscape Overview
Part 2 B: Sourcing Craftsmanship
Part 3: Sourcing Tools, Methods & Tech
113
Alexander Crépin AC@Recruitmentcoach.nl