Talent Pools, Pipelines & Communities

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Workforce Strategy, Analytics & Acquisition
Lockheed Martin Proprietary Information
Talent Shortages Digital Era Social Expectations
Megatrends Impacting TA

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Talent Shortages
59
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63
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66
Aberdeen
Research
Towers
Watson
Beyond.com
Shortage of Required Skills
So unlike the talent war of the 1990s and 2000s, which was driven by a lack of
supply of all talent, today’s war is all about a lack of supply of the right talent.--Gary
Burnison Chief Executive Officer at Korn/Ferry International

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Digital Era
In 2014, the majority
of job seekers begin
their search on the
web, not traditional
job boards or sites.
In fact, more than two-thirds
of job seekers list search
engines as a primary source
for initial job market
research. --The Talent
Equation-2014
More job key word searches
are conducted in one month
on Google that all year on
Monster.com--Doug Berg,
Founder Jobs2Web
Digital Era Media Shift

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Digital Era
In 2014, research tells us that job seekers use an
average of 16 different sources in their job search
Digital Era Media: Sources

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Digital Era
0
10
20
30
40
50
60
2006 2009 2010 2011 2012 2013
Passive
Neutral
Acitve
©2013 Corporate Executive Board. All Rights Reserved.
In 2014, research tells
us we have shifted
from an active
candidate market to a
passive candidate
marketplace.
Digital Era Audience: Passive

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Digital Era
70
72
74
76
78
80
82
84
77
80 79
75
84
In 2014, research tells us that at least 75% of
employed people are willing to listen to an
offer.
Digital Era Job Seeker: Willing
Digital Advertising Disconnect

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Social Expectations
The social
revolution has
changed the
expectations of our
target audiences.
If an employer fails to
provide useful, attractive
candidate information on
his jobsite, he now pays a
direct brand penalty.
--David Earle, Staffing.org
2012

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Social Realities
Talent Expects Us to Be
Social
Talent Expects Us To Be
Social Engaged
Talent Expects Us to Be on
Social Platforms
Talent Expects Us To Provide Relevant Information
Talent Expect Us to Be Transparent

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Web Trend 1
Deter Potential Prospects
“94% of customers trust word of
mouth over recommendations
over company advertising”
– Forrester Research, March 2013

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Web Trend 2
Decisions Are Made on Web
Information
“today’s buyers might be anywhere
from two-thirds to 90% of the way
through their journey before they
reach out”
-Forrester Research, October 2012

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Social Backlash to Bad Experience
86% of consumers quit doing
business with a company
because of a bad customer
experience, up from 59% 4
years ago.
–Harris Interactive Feb 2012

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Social Expectations
Almost Half of All Respondents Use
Glassdoor When Job Hunting
Software Advice polled a total of 4,633 respondents in the US to learn what
impact Glassdoor reviews have on their decision to apply for, and accept,
jobs.-Jan 8, 2014

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Of those candidates with a positive recruiting
experience
• 62.0% would be ‘extremely likely’ to re-apply in the
future
• 61.5% would ‘actively encourage’ others to apply
• 82.3% would share their positive experience with
their ‘inner circle”
• 50.4% would share their positive experience
publicly [online, blogs, etc.]
Of those candidates with a negative experience
• 24.7% would ‘definitely not’ re-apply in the future
• 27.0% would ‘actively discourage someone else
from applying’
• 65.0% would share their negative experience with
their ‘inner circle’
• 32.0% would share their negative experience
publicly
Candidate
Experience
Awards 2013
(responses from 46,000+
candidates about from 90
firms by the Talent Board
Candidates Will Share a Negative Experience

15Lockheed Martin Proprietary Information
Questions?

16
Talent Sourcing
The proactive identification,
engagement and assessment
of talent focusing solely on
non-applicants (typically
passive talent) with the end
goal of producing qualified,
interested and available
candidates.
– Glen Cathey

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Strategic Talent Sourcing Lens
Strategic Sourcing—identifying and
engaging the talent the organization will
need over the next 3-5 years. Strategic
talent sourcing has the following elements:
• Talent Identification-targeted
sourcing
• Talent Data-aggregated sources
• Talent Engagement
• Talent Mapping-WFP
• Talent Intelligence-Competitive Intell

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Talent Shortages
Social RevolutionDigital Era
Talent Pool Talent Pipeline Talent Community

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Talent Pool
A Talent Pool is a target audience or segment that
have been roughly qualified and will be part of an
outreach initiative
Talent Pipeline
A Talent Pipeline is a pool or target audience that
we are engaging and relationships are being
cultivated (i.e. what the Strategic Sourcing team is
currently doing)
Talent Community
A Talent Community is an interactive group of
people joined together by a common interest or
affinity that offers the ability for its members to
communicate with each other. It is about them,
not about us.

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Talent Pool
A Talent Pool is a target audience or
segment that have been roughly qualified
and will be part of an outreach initiative
Communicate
Channel
Conversation
Conceive
Community
Vision
Mission
Strategy
Tactics
Talent
Landscape
Talent
Mapping
Identify
Talent
Talent Data
Aggregation
Scrub
Talent Data
Select
Platforms or
Tools
Content
Compelling
Messages
Valuable
Information
Engage
Share
Gage
Interest
Nurture
Relationship
Measure
Analyze

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369 Prospects
63 Screen/Vet
17 Presented
170 Responses
10 Interviewed
3 Hires

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Fast--1 Week
Result:
Timing was critical
for the business;
68% of the
responses, 8 were
presented and 3
were interviewed
Project Timeline:
Multiple Software Engineering
positions. Sourced talent from 8
different sources. Start to finish of
the project was 7 weeks
Results:
60% of the
candidates
presented-
interviewed;
30% of the
candidates
interviewed
received
offers; 100%
of the offers
were accepted Iterative Messaging:
Achieved 38% visitation rate by the target
audience -- an improvement of 90% over
the 20% for the initial email

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Talent Pipeline
A Talent Pipeline is a pool or target audience that
we are engaging and relationships are being
cultivated (i.e. what the Strategic Sourcing team is
currently doing)
Communicate
Channel
Conversation
Conceive
Community
Vision
Mission
Strategy
Tactics
Talent
Landscape
Talent
Mapping
Identify
Talent
Talent Data
Aggregation
Scrub Talent
Data
Select
Platforms or
Tools
Add Talent
Pool
Content
Compelling
Messages
Valuable
Information
Engage
Share
Gage Interest
Nurture
Relationship
Measure
Analyze

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Peter Bugnatto-Cyber Pipeline
Built “street cred” in
that cyber community
through conversations
+ industry events
Became “trusted
advisor” with
internal clients
Anticipated the need
for cyber talent
Built 1:1
relationship with
cyber talent
segment
Engaged people;
recruiters, & hiring
managers
2013 cyber pipeline:
1359 (900 provided
resumes) targets in
conversation
Current internal
clients: (30)
recruiters + hiring
managers
2013 impact of
cyber pipeline =
29% of expro
cyber hires
(non-incumbent
capture)
Took a strategic view:
cyber needs over the
next one to five years

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A Talent Community is an interactive group of
people joined together by a common interest or
affinity that offers the ability for its members to
communicate with each other. It is about them, not
about us.
Communicate
Channel
Conversation
Conceive
Community
Vision
Mission
Strategy
Tactics
Talent
Landscape
Talent Mapping
Identify Talent
Talent Data
Aggregation
Scrub Talent
Data
Select Platforms
or Tools
Add Talent
Pools/Pipelines
Content
Compelling
Messages
Value
Engage
Share
Gage Interest
Nurture
Relationship
Measure
Analyze

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How Do You Improve On Award Winning Work?
Innovation: Live Chat for Veterans & Wounded Warriors
Pioneered:
• Dedicated Military Recruiters
• Nationwide in-person outreach to
transitioning military
• Dedicated Military Hiring website
• Separate brand/identity
Internal Community: Military Veterans Leadership Form,
EEO/D&I, LM Military Philanthropy
Awards: Industry recognition
Evolution of great workstream
Industry Collaboration: US CofC, HoH, 100,000 Jobs Mission

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Veterans Transitions on the Rise
According to estimates from the
Departments of Defense and
Veterans Affairs, approximately
300,000 active-duty personnel
will leave the armed services in
the next few years and seek to
transition into private-sector
jobs.
http://www.shrm.org/hrdiscipline
s/staffingmanagement/Articles/P
ages/Hiring-Vets-the-Right-
Way.aspx

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Rationale
Create a community
that taps into the
Lockheed Martin
ecosystem-employees,
customers and alumni
Military experience
is important to
Lockheed Martin—
nearly 30% of
employees have
served
Former military are
key talent sector for
short and long term
Lockheed Martin goals Lockheed Martin is
committed to giving
back to this talent
segment
10-12% of Lockheed
Martin external hires are
from transitioning
military

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Formula: Connections + Content +
Comments + Conversations = Community
Connections: the growth of
the community
Community: measure and analyze the health of the
community
Content: the value add to the
community
Comments: the conversation starters or sparks to
drive discussions
Conversations: engaging the community

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Target
Audiences
(Personas)
Veterans
Pre-
transition
Veterans
Post
Transition
Veterans
In
Transition
Content Aimed
at How to Transition
to a Civilian Job
Content Aimed
at Planning a
Transition to
Civilian Life
Content Aimed
at Career
Management
Messages =
Personal &
Contextual
• Veteran Transition
to Civilian Work
• Civilian Job
Market Realities
• Lifetime Learning
• Job/Career
Research
• Career
Networking
• Career
Management
• Resume Prep
• Interview Tips
• Job Search
Management

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Content Stream

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Talent Community: Direct Benefits
• Talent is in control of the frequency of
the interaction
• The conversations are on topics that are
of interest to the talent
• Iterative compelling interactions allows
talent to build relationships and trust
• Allows talent to draw conclusions about
the internal team
• Allows talent to be top of mind when they
decide to make a career move

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• Maintaining Relationships with
Passive Candidates
• Keeping in Touch with Qualified Peers
• Keeping in Touch with Organization
Alumni
• Mentoring Interns/Students
• Encouraging Members of a
Professional Community to Join
Organization
• Presenting Work at Professional
Organizations
Talent Community: Indirect Benefits

34Lockheed Martin Proprietary Information
Questions?

35
Teri Matzkin
Marvin Smith
www.linkedin.com/in/terimatzkin www.linkedin.com/in/marvsmith
@talentcommunity

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