Talent42 Speaker Presentation

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An A-Z Guide on Executive Level
Sourcing (C-Suite)
Cathy Neal
• Over 15 Years of Progressive HR Experience
• Senior Sourcing Researcher, Full-Life
Cycle Recruiter, HR Generalist, Global
Sourcing Consultant, Global Sourcing
Project Manager
• Experience in Corporate, Contingency and
Retained Executive Search Environments
• MA, Human Resources Development and MA
Mass Communications
• I have a passion for all things sourcing,
especially building candidate pipelines and
diversity search!
• Twitter @sourcingrocks I love to connect
and Tweet about all things sourcing.
I reetweet!
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Sourcing is entrenched in corporate culture
Sourcing and recruiting teams have grown
extensively in both executive and search
environments
There has been a shift in salary for Sourcers
(now on par with recruiters)
The demand for Sourcers/Recruiters is on par with
HR Generalist
Data indicates that sourcing and recruiting are being viewed comparably in
status and contribution
The economic climate leaves an open door for processes that can demonstrate
fiscal responsibility. For the past several years the PWC CEO survey has indicated
Talent Issues are prominent on the agenda, the ability to demonstrate cost savings
is crucial and success will come to those that can provide CEO’s with the ability to
carry out strategic initiatives.
The Time is Right
Opportunity
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Dedicated Researchers
Dedicated Sourcers
Recruiters who are skilled at sourcing
Name generation companies
RPO
If you are not sourcing and recruiting in the Executive Space: Start!
If you are already filling executive level roles, the opportunity exists
to expand your reach.
Contingency Search
Retained Search
Advantages
• Enables teams to achieve significant cost savings
(corporate environment) and commissions/billings earned
(Retained, RPO, Contingency, Hourly Billing Services)
• Enables you to directly impact company initiatives and strategy:
• Diversity (gender and POC’s)
• Unique skill sets
• Provides a high level of visibility and establishes credibility enterprise wide
• Executives and senior managers are connected across the enterprise. This allows for increased recruiting
and sourcing efficiency at every level:
• Executives have connections to help you fill senior level roles across the enterprise
(throughout different business verticals)
• Are able to connect you with individuals that have diverse and unique skill sets
• Can introduce you to individuals that will enable you to identify strong mid-level contributors
• “Internal Selling” Individuals that are recruited through the sourcing process often provide repeat business
and will evangelize your services
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• Stays up to date on industry news: Businessweek, CNN, Twitter, Newsie, Industry
Publications, Google Alerts, Flip Board.
• Has a plan in place, so they are ready to respond , communicate and act (downsizing,
changes in leadership, industry shifts).
• Makes Connections and get to know SME’s (internally and externally) ahead of time (before
roles become available).
• Thinks of creative ways to get to know people outside of asking for referrals: exchange
ideas, attend events, ask for opinions, have a lunch and ask for career advice.
• The best executive Sourcers and Recruiters take responsibility for their own development.
Stay abreast of the latest sourcing techniques (technical knowledge enables you to move
quickly and find the best and the brightest talent) take advantage of development
opportunities: Talent42, blogs, YouTube, podcast, webcast training, networking and constant
research and development
Profile of Effective Executive Sourcer
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• Have a strong internal sourcing/recruiting team in place with roles clearly defined:
The executive sourcing team should have your most experienced sourcers working with
leaders/the business
• Be able to clearly communicate process and strategy:
Have process flows, touch points and timelines mapped out in writing (Examples Provided)
• Have the mechanisms in place to communicate report metrics regularly (often weekly):
Include industry trends and competitive intelligence
• Establish a point of contact and stay closely aligned
• Have the resources in place for strong packaging:
Prepare biographies, interview booklets, meeting resources
Provide a Strong Foundation
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Sample: Global Talent Acquisition Search Process
Research/Sourcing
The Global Talent Acquisition Team will begin with a thorough assessment
of your needs. We meet with key stakeholders, develop
the job description and formulate a strategy
for search execution.
This approach is combined with the utilization of
the applicant tracking database, referrals from
internal departments and industry experts,
advertising (when warranted) and
the incorporation of state-of- the art
sourcing tools. Our multi-faceted
approach allows us to conduct an
exhaustive industry search.
Candidate Assessment
Our ongoing candidate outreach
and assessment is strengthened by
utilizing a “search firm” approach to
candidate sourcing. We also have an
“insider” advantage when creating a
bond of trust with prospective
candidates. It helps to size cultural
and skill fit to the position
specifications. Our thorough
process calibrates and assesses
candidates to the critical
competencies desired.
Candidate Experience
We will communicate with you on a regular basis
regarding candidate feedback.
This ensures a consistent candidate
experience that appropriately positions the role,
values and culture of our organization.
Diversity & Inclusion
We work diligently to find the
appropriate talent pool that incorporates
a slate of candidates that are technically
qualified. Our team works hard to present
candidates that provide a
combination of diverse ideas,
perspectives and cultures.
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Research/
Sourcing
Continuous
Communication
Closing
The
Deal
Diversity
Focus
Candidate
Experience
Talent
Acquisition
Candidate
Assessment
Continuous Communications
Shortly after launching the
search, we begin regularly
scheduled progress meetings
where we present our findings on
prospective candidates, market
intelligence, and other issues or
challenges that may arise.
Closing the Deal
We work closely with your team to
prepare an offer recommendation
that will be acceptable to all parties.
We partner with you to make sure
contact is maintained with the
candidate subsequent to offer to ensure
a smooth transition through the final start
date.
Sample: Souring Strategy
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Target
Organizations
Professional
Associations
Resume
Databases/User
Groups
Internet
Resources
University Alumni
Sites
Internal Resources
•Eastman Film
•Jelly & Toast
•General
Manufacturing
•Allbottsers
•Latin
Solutions
• Soluttions
•My Fair
Pony
•Belly’s R
US
•Boyers
•Corn & Tomatoes,
Inc.
•Bugles
•Smollett’s
•Cosby
Manufacturing
•Mike & Ike’s
•Now & Later’s
•Gooble’s
•Phillip’s Roche
•Yellhoo
•Supply Chain &
Procurement
•International
Procurement
Leaders
•American’s Bar
Association
International
•National Supply
Chain Leaders
•The National
Association of
Chemical
Procurement
Professionals
•The International
Association of Oil
Procurement
Executives
•Procurement Plus
• SCPI
•INSCPL
•Purchasing Digest
•Purchasing
Category
Management
Professionals
•PLCPA
•LatPro Procurement
Professionals
Database
•LinkedIn
•Hirenecia.org
•Hoogera’s
•BJC.com
•Georgetown
•Yale
•Harvard
•Howard
•Michigan State
•Hampton University
•Purdue
•University of
Southern California
•Stanford
•University of Iowa
•Cokie Roberts, VP
Global Oil
Categories
•Diane Whittlehubts,
Senior Global
Procurement
Director
•Bonita Leaks,
Category Lead
(Seeds)
•Kim Richards, Chief
Category Lead (Oil)
•Supply Chain
Scheduling and
Operations Director
Global Director, Data Science - Timeline
Project Initiative Status Date Completed
(Previously
Initiated)
March 17th-
April 11th
April 11th-
18th
Apr 18th –
April 25th
Apr 25th –
May 2nd
• Search start (In Progress)
• Meet to discuss position requirements (Complete/Additional
questions for technical screening in review)
• Finalize job description
• Identify sourcing channels and target companies
(Complete)
• Research process, sourcing and screening (In Progress)
• Sourcing strategy finalized

• Weekly communication/ update calls begin
• Research process continues
• Referral and network contacts – continues
• Active Sourcing-Continues
• Active Sourcing Screens –continues
• Active Recruiter Screens-Begin as top prospects are
identified
 
• Primary research completed. Ongoing sourcing is
continued and top prospects are referred to the recruiter
for final screening and selection
• Active Recruiter Screens-Continue
• Prequalification and ongoing screening of candidates
• Supply Chain Interview Participants Begin Technical Phone
Screens
 
• Supply Chain Interview Participants complete technical phone
screens
• Candidate interviews and evaluations
• Continued progress meetings on search/weekly communication
calls
 
• Final candidate selections (second/final round interviews);
reference checks, and employment offer phase  
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Invest In Technology (Samples of Tools)
• Have a diverse interview panel involved with key decision makers: Technical experts, primary
decision makers (informal and formal authority), leaders with matrixed relationships, etc.
• Have senior manager’s available at the highest level of your team that can help communicate
issues/roadblocks when needed
• Touch base with the team regularly to make sure the process is moving forward
• Make sure every aspect of compensation is communicated and resolved before going to the table
with an offer
• The team needs to know what matters to the candidate and be in a position to make strong
recommendations
• Make sure the sourcer (s) are closely aligned with the candidates (know if they have multiple
offers, may get a counter offer, have reservations, so issues can be addressed and resolved)
• Be able to tailor offers to unique needs
• Make sure the right person on the team extends the offer
Closing The Deal On Both Ends
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