The document discusses traditional versus online sourcing methods and metrics related to source of hire. It notes that relying exclusively on online or offline methods can be problematic and that an integrated strategy is needed. Multiple discussion topics are presented, including the need to consider different generations and build profiles targeting specific skills rather than individual job requisitions. Effective measurement of sourcing results and developing the right talent for sourcing roles are also addressed.

1. Sourcing Can We Really “Click” Our Way to the Best Candidates? September 14, 2010 Presented by: Stephen Lowisz, Author & Educator

2. DISCUSSION TOPICS In this corner. – The constant battle of traditional versus online sourcing methods. Man can not live on bread alone. – Be wary of the “Silver Bullet Syndrome”. Numbers don’t lie. Or do they? – What metrics say about source of hire. Can’t we all just get along? – Building a complete strategy for a common purpose. Now what? – The building blocks.

3. And In This Corner

5. Advertising/Newspapers

6. Newspaper Inserts

7. Radio/TV

8. Direct Mail

9. Job Fairs

10. Search Firms

11. Associations

12. Directories

14. Career Sites

15. Virtual Job Fairs

16. Boolean Searches

17. Website X-Rays

18. Data Aggregators

19. Crowd Sourcing

20. Social MediaOnline Sourcing Methods

22. Contact information often inaccurate/non-existent.

23. Everybody has access to the same tools.

24. 80% of companies use Social Media to recruit while few hires are documented as a result.

25. Of the 150 million targeted workers in the US, less than 40 million can be found online.

26. Relying exclusively on online communication methods can often impede the sales process.

27. Primary research is more accurate.

29. 71% of the United States population is on the web somewhere.

30. Twitter and Facebook use up 82% in 2010.

31. US spending 43% more time on Social Networks in 2010.

32. Social Media tools can get to a larger audience much faster.

35. Each generation requires a different approach to sourcing and recruiting.

36. Technology advancements are changing the way we identify and communicate with potential candidates.

37. Source effectiveness is often based on the sourcer’s ability to leverage it as a tool, not on the tool itself.15

39. Reliance on a single tool/medium – online or offline.

40. Lack of a real strategy – Add hoc vs an irrativeprocess.

41. Following the leader – Sourcing IS NOT a one size fits all approach!

42. Not integrating online and offline tools

43. Not integrating sourcing methods into the overall recruitment process.

44. Not starting by defining the objectives.

45. Looking at sourcing as all ‘take’ with little ‘give’.

47. External Source of Hire

48. Direct Sourcing 6.9% of External Hires

50. In 2008 an integrated CRM was acquired to manage prospects recruited by Company recruiters. It is a scalable system that currently contains over 200K prospects, acquired through our proactive recruiting efforts.

51. Sourcing Strategies are created for functional business lines recommending the most effective sourcing channels and tools to reach hard to find talent. These strategies include primary research, diversity, social media & Web 2.0 channels.

52. Company recruiters use multiple online talent channels (large scale & functional) that provide access to candidate profiles who may not apply directly to Company openings.

53. “Call Blitzes” – Recruiters and Sourcers conduct organized, proactive and targeted phone outreach to prospects

54. In FY09 online channels were #1 source of hire.

57. Improve branding and perception of company

58. Help with screening in/out more candidates

59. More qualified and interested candidates

60. Recruiters do not have time/skills

61. Pipeline talent ahead of demand

62. Find more passive candidates

63. Find more active candidates

64. Increase size of talent pool

65. Save $$$

66. Lower time to hire

67. Increase diversity hires

68. Increase quality of hireAre you scratching the right itch ????

70. Partnerships and relationships developer quicker and more deeply.

71. Ownership, control and accountability increases.

73. Accountability only to the area you support.

74. Loose broad Competitive and Market Intelligence. Missed opportunities.

75. Tendency to re-invent the wheel on tools and processes...

77. Can be potentially done at a lower cost.

79. Diminished personal interest in ensuring all the little things are consistently done right. You are just a revenue stream for vendor ‘X’.

80. Loss of IP and market intelligence.

82. Can handle large volume of transactions with quicker turnaround than local market vendors given 24/7 operations.

83. Can attack the Global talent pool in some key markets given localization issues.

84. Quality can be a major concern.

85. Can really only provide Active Channel Sourcing or Secondary Intelligence gathering vs. Phone Screening and full candidate relationship development.

86. English Immersion training, cultural nuances, lack of local market and geographical comprehension.

87. Requires much more project management resources then companies are willing to invest.The Cons

89. Why Create them? Main issue with recruiting/sourcing at the req level is if requirements change, expectation are not understood, etc.

90. Look at your reqs and work out how many have similar (Multi-incumbent) requirements and group them together as a profile.

91. Example:

92. Account Manager sales profile vs. Business Development sales profile.

93. Database Marketing vs. Event Marketing vs. Online Marketing.

94. Software Developer in Windows Media vs. Software Developer on MSN services.

95. Have a clear description of must have’s vs. nice to haves + target companies/talent pools.

96. This is the foundation of your SLA and will help solve for hiring managers or recruiters that like to ‘move the goalposts’ all the time on search criteria.

98. Skill Set Your Job as “The Expert” is to:

99. Where to Look…

101. Ensure resources cover all the key sourcing channels and hidden talent pools.

102. Acts as an anchor to discussion on what channels yield results by profile.

103. Educates all members on different and creative tactics that need to be assessed and evaluated.

105. Building the Function ~ Putting it Together

106. Building the Function ~ Putting it Together

108. They love the phone not fear it! Most agency recruiters don’t fear the phone and are willing to dial and smile.

109. Know all the latest tools and websites (Social Networking, Blogs, etc) and how/when to use them….

110. Generally extroverts and self confident (Sales background somewhere).

111. Traditionally full life cycle corporate recruiters struggle in a pure sourcing role.

112. Screening resumes or searching databases is more a junior recruiter skills.

113. Watch out for candidates that think a sourcing role is a stepping stone to real recruiting opportunity or something more senior.

115. Are Geeks ….. (Programming Background, love of technology).

116. Like to break things or reverse engineer the problem.

117. Not a fear of the phone but a preference to use the keyboard as their weapon of choice.

118. Ask them what their typing speed…..anything less than 40 probably means they are not a real Researcher or they suck at their job.

119. More introverted and methodical in their approach.

121. Love developing the relationship vs. creating/finding it.

122. Look for people that love to tell you about their kids, weekend, fish stories……and are just as interested in hearing your’s.

124. Watch out for candidates that think a sourcing role is a stepping stone to real recruiting opportunity or something more senior.

125. Most agency recruiters don’t fear the phone and are willing to dial and smile.

126. Look for experience in roles that impact and influence without direct authority.

127. Look for political savyness and ability to navigate the bureaucracy.

128. Do they have experience working virtually and remotely?

129. Has your leader managed an offshore or RPO vendor?

130. Does your leader know how to produce thorough trend and comparative analyst reporting and metrics?

131. Can they motivate, inspire and lead the troops as the journey will not be a simple one?

133. Identify Leads (suspects and prospects) quickly and easily by specialized category that might not have a resume to do a search against?

134. Track Pre-ATS/CTS metrics and reporting?

135. Leads

136. Initial Contact (negative dispositions)

138. Recruiter Acceptance to hire metric (10:1)

139. Passive Channel Hires at 1.5 per month

140. Average number of passive candidates ID’d that respond with interest (30-35%)

142. Offer presented

143. No. of candidates formally interviewed

144. Top 10% performer; do they stay past 1 year

146. Building the Function ~ Pipeline % Probability To Close

147. Building the Function ~ Comparative Analysis Question “What are the things we need to be doing to increase the passive candidate initial response %?” “What are we doing to help with efficiencies around active candidate screening to determine quality earlier on in the process?”

148. Building the Function ~ Trends Questions “Does the talent pool of the target companies support business demand for the next 3 years?” “At current pace we will exhaust target companies talent pools?” “Do we need to expand targets or revisit profile requirements?”

149. Integrated Channels Monster Hotjobs Traditional Sources Job Fairs Search Firms Integrated Channels Monster (Diversity) Hotjobs Careerbuilder Google Indeed Simplyhired 4 Diversity channels Traditional Sources Job Fairs Search Firms Integrated Channels Monster (Diversity) Hotjobs Careerbuilder (Diversity) WorkInRetail AllRetailJobs Craigslist SnagAJob 3 outplacement boards Simplyhired Google Indeed Spoke Jigsaw Zoominfo Diversity US 8 Diversity channels GettingHired (disability) Microquest database SBUX Diversity Directory Social Media LinkedIn Facebook Twitter: 1 platform Traditional Sources External Name Generation Job Fairs Search Firms Directories Integrated Channels Monster (Diversity) Hotjobs Careerbuilder (Diversity) WorkInRetail Craigslist SnagAJob Google Oodle Indeed Spoke Jigsaw Zoominfo Hoovers Dice Diversity US 8 Diversity channels GettingHired (disability) HireDiversity RecruitMilitary Microquest database SBUX Diversity Directory Social Media LinkedIn upgrades / slots LinkedIn Recruiter Twitter: 3 platforms Traditional Sources External Name Generation Internal Name Generation Job Fairs Search Firms Directories Trials: WSJ MBA Focus Dice SmartBrief Computerjobs TheLadders Building the Function ~ Sample Results 2007 2008 2009 2010 WEB 2.0: CRM Autobots SEM / SEO RSS Facebook Widget Facebook Plug-in Facebook ad buys Jobvite Diversity channels include: disABLEDperson HireAHero Hispanic National Bar LGBTCareerLink RetirementJobs Disabled American Veterans ALPFA DiversityInc. All jobs on GettingHired Microquest diversity D.B. Diversity Directory provides recruiters over 100 searchable diversity channels.

150. Sourcing Can We Really “Click” Our Way to the Best Candidates? stevelowisz .com