Originally delivered at LinkedIn Talent Connect in 2016. This presentation takes a look at the idea that hiring managers think the recruiting function is getting worse, why they feel that way and how you can use data and training for your recruiting teams to overcome this perception. In the presentation, we look at the metrics of Time to Accept, Recruiting vs. Business and Requisitions per Recruiter.
Under the Hood of Talent Acquisition - Talent Acquisition Benchmarks
1.
2. John Ricciardi
VP Talent Solutions, ERE Media
Under the Hood of Talent Acquisition
What’s happening with Speed/Cost/Productivity
3. ERE Media at a Glance
20 Year old company
Providing information to help companies acquire and manage talent
Articles, Webinars, Conferences & Products
3 Brands
ERE – Corporate Recruiting & TA Leadership
SourceCon – Sourcing/Talent Attraction
TLNT – Talent Management
5. Your most unhappy customers are your
greatest source of learning.
Bill Gates
6. ERE State of Talent Acquisition Survey
Volume
3,500 +
responses
(2015/16)
Titles
8% Chief/SVP
25% Head of TA
24% Mgr/Dir
18% Desk
Tenure
41% 10+ years
21% < 2 years
7. One Person in the survey
claiming to be a
One person
Recruitment Department
in a company employing more
than
100,000 people
8. Two companies have
50 RECRUITERS
But only 1,000 – 5,000 workers
Two companies have
50 RECRUITERS
But only 1,000 – 5,000 workers
9. 2016 State of Talent Acquisition
3 Things We Learned
10. TA Team grades by the Hiring Manager
2.4 2.3
1.9
0
1
2
3
4
5
2014 2015 2016
Source: State of Talent Acquisition Survey, ERE Media
11. Hiring Managers think they recruit better than YOU!
RATE THE QUALITY OF CANDIDATES
Candidates They Find 4.7
Employee Referrals 4.6
Candidates You Bring Them 3.6
Candidates Who Apply
(career site, job boards, etc.)
3.5
Source: State of Talent Acquisition Survey, ERE Media
13. I want to start with a story
. . . the recruiters’ email everything.
. . . they don't take the time to communicate and
collaborate with the hiring manager -
so they have no leverage when it comes to
managing the process -
and the hiring manager satisfaction is low because
the communication is sub par.
14. How do you think the TA Leader graded this team?
15. How do you think the TA Leader graded the Hiring
Managers?
25. Definition of a Recruiter?
An individual who works to fill job openings in
businesses or organizations. Recruiters will work
from resumes or by actively soliciting individuals
qualified for positions. A recruiter's job includes
reviewing candidate's job experiences, negotiating
salaries, and placing candidates in agreeable
employment positions.
Source: BusinessDictionary.com
26. Definition of a Talent Advisor?
A trusted recruiting partner who proactively
provides consultation and strategic
advisory support in the identification,
attraction and consistent delivery of talent while
continually improving the hiring
process in support of the business mission.
Source: ERE Media
27. If we have data, let’s look at
data. If all we have are
opinions, let’s go with mine.
Jim Barksdale
28. If it’s not accurate,
It might as well not exist…
29. Data & Metrics
• Candidate Availability Data
• Internal ATS Data
• Speed
• Quality
• Productivity
• Segment by Geography or Job Family
• External Benchmarks
37. The goal is to turn data into information,
and information into insight.
Carly Fiorina
38. What have we learned?
Disconnect between Recruiting & Hiring Managers
Direct correlation between communication &
satisfaction
Opportunity to uplevel the skills of our recruiting
teams
Need to obtain and utilize data to drive our
recruiting process
39. How can we fix it?
Intake meeting for EVERY opening
Obtain data, turn it into insight and bring it to every
conversation (start internal and look external to
benchmark)
Provide resources to recruiters to build soft skills in
things like business acumen and influence for their
interactions with stakeholders
Hinweis der Redaktion
My name is John Ricciardi and I’m the Vice President of Talent Solutions for ERE Media.
I’ve been a talent acquisition practitioner for almost 20 years. That means that the first tools available to me were a fax machine and a phone book (the horrors!). My career in this industry started in the basement. That’s not a metaphor, my first job was a windowless office in the basement, with a desk that had a stack of papers on it, a computer terminal and a phone (oh, and I should mention that the computer terminal was dummy terminal – to this day I have no idea why there was a random monitor on that desk). Turns out the stack of papers was a phone list for all the Physical & Occupational Therapists in Pennsylvania and New Jersey. My job was to cold call that list until I could get someone to fax me a resume and once I got a resume, to call the phone books to find them a job. By the way - if I didn’t hit my quota of $13,500/month for my first three months, I was fired.