The sourcing function in any company is an important one. I like to call it the engine that drives your hiring. From an RPO perspective (or sourcing team for that matter), you can’t afford to be building your car while you are driving it down the road. In this webinar, I will discuss some strategies around the sourcing function to give you ideas on how to build or enhance your sourcing team, roadblocks to be aware of and lessons learned from my experience. We will look at scenarios on what works and what doesn’t. From a tactical standpoint, I will discuss some tools/resources that are instrumental in a sourcing department as well as some insight into what job boards, databases, and data mining tools work best. Every company is not the same and will need to evaluate what works best to attract the right type of candidates. Recruiters can be more efficient and productive when they have a strong sourcing team aligned correctly to the business. It allows them to focus more on ensuring the right candidates are being put in front of your hiring teams and less time is spent on interviewing.

1. Strategic & Tactical Sourcing
April 11, 2012

2. My Bio
Ms. Becky Franzen has been in the Talent Acquisition field for the past 16
years, with the past 7 of those being in the RPO industry. Becky offers a
unique combination of successful leadership experience with a particular
focus on building sourcing teams, the design, implementation and
management of best-practice sustainable recruitment solutions.
Ms. Franzen is currently the Managed Recruitment Solutions Director for
Employer Flexible, a HR Outsourcing company based in Houston, TX.
Becky Franzen
Client Services Director
Prior to joining Employer Flexible, she worked for a large RPO Provider
managing sourcing & project teams. Becky has also worked with clients
nationally in managing the deployment of customized solutions, utilizing
best practices and the latest recruitment process efficiencies in each
project she manages. She has orchestrated and led multiple high volume
initiatives for major Fortune 500 clients.
Ms. Franzen holds a Bachelor of Science degree in Political Science from
Texas A&M University, is a member of PMI, holds a Six Sigma Green Belt
Certification and recently received her certification for Human Capital
Strategist designation.
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3. Agenda
The take away for this session is to give you some insight into the
strategic and tactical way to structure a sourcing team either to
support your own corporate initiatives or to support a client.
Strategy Tactical Misc
Define Needs/Goals Structure Metrics
Team Structure Talent Networks Lessons Learned
Technology Candidate Care Questions
Social Media Team Structure
Methodology Sourcing Strategies
Tools
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4. Strategy- What is your need?
The 1st step in building out your internal or
client’s sourcing function is to determine what
the need(s) is. Focus on the goal and what
the desired result should be.
Goal
Goal
• Pipeline development?
• Building a robust talent network? Goal
• ATS Management?
• Candidate Care?
• Social Media Outreach? Output
• Drive traffic to the recruitment team?
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5. Strategy- Structuring Team
The Sourcing team structure will look different to every
company. Building the team ties back to your initial goal.
• Level of difficulty?
• Locations
• Supply/Demand of talent
• Level of interaction from team (screening)
• Volume
• Time Frame
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6. Strategy- ATS Management & Candidate Care
Technology will drive your sourcing and candidate care.. More
on that in the tactical.. But here are some essentials to ask
yourself and take into consideration on technology:
• Does your current ATS allow for Push/Pull methodology?
• Will your current ATS integrate with a new CRM?
• Can your ATS and CRM be one in the same?
• Can you automate processes such as Candidate Care reach out?
• Is it scaleable? (Location and size)
• Does the technology allow for landing pages/sites or building talent
communities?
• Is the application process cumbersome?
• Is it easy to implement internally or to new/existing clients?
• How do you offer to legacy clients without increasing costs but adding
value?
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7. Strategy- Social Media Outreach
“It’s a Marathon, not a sprint”
What you want
• Branding
• Press Releases
• White Papers What you need to ask
• Job openings
• Company News • Who is Managing?
Events • Consistent Messaging?
??
•
• Blogs • Is it Engaging?
• Measuring ROI?
Define your goals • Integrated?
• Automated?
• Short term & long term • Creative/Innovative?
• What will you track? • Technology to drive?
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8. Strategy- Recruiting Support
Database
(General
Population)
Active
Candidate
Pool
Pipeline Development
Passive
Candidate
Pool
Recruiters pull from
Qualified qualified
1:4
Sourcing done per req.
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9. Structure
Executive, Critical Hires
Experienced
Mid-Management,
Decision Makers
Level of
Worker Bees, Degreed, Sourcing
Professional Talent
Low Level,
Repetitive Skillset,
High School/GED Entry Level
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10. Strategy
Talent “Net”works
All about the net - A different net for different result
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11. Talent Networks
Attract Engage Comply
CRM Talent Network ATS
Engage
Manage Interact
Share
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12. Tactical
3 Dimensions of Candidate Care
1) Connect 2) Link Socially 3) Keep Informed 4) Get Personal
Generated a Make a connection Treat like gold
Current
Future
Former
Response to an Allow Social Media Get good contact
application to be an integral information prior to
Give opportunity to part of leaving
connect on Social communication Connect with them
networks Keep Informed socially
Keep them updated about job Keep them informed
on company opportunities, pay of company news
information referral bonus, and
have a solid ERP Go to lunch or have
Invite to an open open house happy
house/job event After hours work hours, get creative
functions are not
obsolete
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13. Tactical- Sourcing Team
Now that you have an understanding of what your Goals/Needs are, you
can decide how you want to structure that team. Every situation requires
thoughtful consideration and should be aligned specifically to your goals.
Client Specific Shared Services Utility Other
Special Needs (social
Integrated team 1:3/4 SME for job functions Scale up/down as needed
media)
In-depth knowledge of
SME for industry functions Contractors or Outsourced Administrative
client
SLA’s/metrics easier to SLA’s hard to
Generalists Non billable functions
track track/measure
Scaleable for business
Consistent process SLA’s hard to track
needs
Sourcing done more per Better for pipeline
JIT
requisition development
More Sr. Level talent
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14. Tactical -Building a sourcing strategy
Organizations/Associations
Internal Resources (ATS, CRM, ERP)
Niche Sites (specific to function/industry/diversity)
Paid Sites (LinkedIn, Monster, CBDR, Ladders)
Lists (name generation)
Creative
Social Media
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15. Sourcing Strategies
You can really strengthen your
net with a well thought out
Industry
sourcing strategy. They do not ?
Diversity
have to be complicated and College
can often be duplicated with Job
a basic framework. Function
1) What do you have NOW (Search existing
1) ATS/CRM/TN/Files)
2) What can you get QUICKLY (ERP/Internal/External
Posting)
3) Niche Sites, Associations, Organizations (mostly
posting)
4) Networking/Referrals
5) Lists, Research, Name Generation
6) Creative
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16. Tactical
So now you have your team planned out,
what tools will they need to be successful?
*This list is a very small portion of tools that are available
Database Job Posting Associations/ Organizations Social Media Misc. Tools Lists/Research
Internal ATS Data frenzy Weddles Hootsuite mailtester.com Hoovers
CRM Broadbean Wikipedia Tweetdeck bit.ly Zoominfo
Paid sites Bullhorn Reach manageflitter.com Data.com
Non Paid sites Jobvite zoho.com Spokeo
booleanbar.com Pipl
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17. Metrics
Can you measure the sourcing function? Yes and No
Metrics must be predictive and actionable based on the end result/goal.
For example, if your business goal is to build a pipeline of potential candidates based on a
repetitive skill set, measuring your sourcing team on time to fill is not going to work (today). What it
will give you (if you have trend information on how long it took previously) is how much time was
saved by having a ready to go pipeline rather than JIT.
• Your data needs to provide information that can be acted upon by indicating trends.
• Metrics must be tracked over time in order to generate internal benchmarks and analyze
internal performance.
• Time and ROI will affect the quantitative aspects of recruitment metrics, while productivity,
retention rate, efficiency, and candidate performance include the qualitative aspects.
You can measure anything*, however you need to define what it is you are measuring and ensure
you have some benchmark to compare it to. Most importantly, it needs to be tied back to the
original goal.
* Technology is key, it has to be capable of producing analytics or reports
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18. Benefits/ROI
• Recruiters more effective supporting Hiring Managers b/c they
are spending less time sourcing
• Branding/Candidate Care improves
• Hiring Manager satisfaction
• Time to fill decreases as pipeline is built
• Arms you with trend/data analytics
• More qualified/volume increase with larger outreach
• Candidate experience is positive
• Sustainable versus “just in time”
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19. Lessons Learned
1) One size does not fit all
2) Before you do anything, determine what metrics you want
to track and make sure you have the technology that can
report on it.
3) Hire the right people
4) Change Management- Ensure you have key stakeholders
to back you up
5) Training- Ensure on-going training for all levels
6) Recruiters do not necessarily make good sourcers
7) Awareness- Keep a pulse on team members that are
struggling with sourcing concept and address it
immediately.
8) If it doesn’t work immediately, don’t give up
9) Don’t be afraid to try something different.
10)Patience is everything
11)Have fun!
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20. Becky Franzen |Client Services Director
Employer Flexible | 7850 N. Sam Houston Pkwy. W. | Houston, TX
77064 | Mobile 214.995.4057 | Office 713.395.2123 |
www.employerflexible.com
Connect with me on LinkedIn
http://www.linkedin.com/in/beckyfranzen
© 2011 Employer Flexible. All rights reserved.