Great hiring doesn\'t happen by accident; it\'s the culmination of a series of thoughtfully planned and well executed events. At the beginning of hiring well is a sourcing strategy. This strategy outlines responsibilities, articulates the steps, plans for contingencies, and defines success. Building this strategy can be difficult. To be effective, it should include a robust audit of source effectiveness, ROI measures, and cutting-edge methods. It is a toolkit that will address holistic sourcing approaches but be flexible enough to be tailored for unique needs.

1. “SOURCED-2-WIN”
Develop a Winning
Recruitment
Sourcing Strategy
Paul Hamilton
Director, Talent Strategy & Programs
Rogers Communications Inc.

2. Agenda
1 Top 10 Recruiting Guiding Principles
2 “SOURCED-2-WIN” Recruitment Strategy
3 Set-up
4 OUtcome
5 Recruiting Channels
6 EDucate
7 Final Thoughts
8 Sourcing Resources
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3. Paul Hamilton – at a glance
MY CAREER MY CONTRIBUTIONS MY LIFE
14+ years of global recruitment Continue to support the My beautiful family – Heather
experience for Fortune 100 movement to have recruiting my amazing wife and our 3
companies and start-ups recognized as a critical incredible boys
strategic function required to
Currently Director of Talent Soccer – 3 months away
achieve business success
Strategy & Programs for Rogers from the World Cup!
Communications Inc Delivered over 60
Trying to break 80 in golf
presentations on various
2 years of recruitment agency
components of recruiting in 4 Recruiting – Developing and
experience
continents (North America, searching for new ideas and
Sourced over 693 corporate South America, Europe and innovations designed to
hires (goal is 1,000) Asia) improve the effectiveness,
quality and reputation of our
Still learning Pay it forward - continue to
industry
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mentor new recruiters as I was
mentored by Rob McIntosh

4. 1 Top 10 Recruiting Guiding Principles
1. Recruiting isn’t rocket science...but it is a science
2. Use the 80/20 rule
3. Start at the finish line
4. Every position should have a sourcing strategy
5. Sourcing includes reactive techniques too
6. The candidate is a consumer....the consumer is a candidate
7. Embrace social media...it’s here to stay
8. There are 4 active generations in today’s labour market
9. Connect. Collaborate. Communicate.
10. Measure...then measure again...and again...and again.
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5. 2 “SOURCED-2-WIN” Recruitment Strategy
“SOURCED-2-WIN” is a methodology designed to help the recruiter and hiring manager create a sourcing
strategy aimed at improving the talent acquisition process. It describes the key components required
to successfully complete a full recruitment cycle while ensuring both parties are aware of their shared
accountabilities in the sourcing process.
SOURCED-2-WIN
Recruiting
Set-up OUtcome EDucate
Channels
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6. 2 “SOURCED-2-WIN`` Recruitment Strategy (Overview)
Recruiting
Set-up OUtcome Channels EDucate
• Workforce • Key • Digital • Talent Market
Planning Performance Ecosystem Intelligence
Indicators
• Prioritization • Recruiting 2.0 • Internal
• Strategic Interviews
• Recruiter Scorecard • CRM
Capabilities • Join the
• Expectations & • Talent Community
• Interview Plan Consequences Communities
• Competitor
• Systems & • Milestones • Agencies Overview
Resources
• Onboarding & • Succession • Business
• Budget Retention Planning Overview
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7. 3 Set-up (Workforce Planning & Prioritization)
Define the criticality of a role to determine size, scope & sourcing strategy resources required to
achieve successful hiring outcome.
• Compliance (SOX)
Mission Critical • M&A
• Training costs exceed $50k
• 2x longer than Avg. Time to Fill
Hard to Fill • Supply/demand in labour market
• New skill to organization
• Negative Customer Satisfaction
Significant • Bottom line revenue/profits
Business Impact • Decrease in employee productivity
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8. 2
3 Set-up (Recruiter Capabilites)
Strategic Talent
Acquisition
• Advanced sourcing
Recruiting skills
Generalist • Strong networking
capabilities
• Relationship • Plugged into the
Recruiting based
Coordination network/talent
recruiting community
• Transactional • Leverage • Art and science of
• Quantity traditional Sourcing
• Tactical recruiting • Quality
• 2-3 years channels • Strong CRM
experience • Metrics driven capabilities
• High volume • General area • Tools agnostic
recruitment of discipline • 5-10+ years of
• 3-7 years experience
experience
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9. 4 OUtcome (Expectations & Consequences)
 Performance indicators must be established with the hiring manager
before the recruiting process begins
 Candidate pipeline development should be tracked against key/critical
roles (reward recruiters for developing a sustainable sourcing channel)
 Turnover by Length of Employment
 < 30 days = recruiting/selection process
 30 – 90 days = onboarding/training
 90 – 180 days = training/perception of long term opportunity
 +180 days = performance management/perception of long term opportunity
 Align recruiting metrics with existing business performance objectives
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10. 4 OUtcome (Key Performance Indicators)
Metric Definition
Performance of the On the job performance ratings after 6 & 12 months
Hire
New Hire Failure Rate % of new hires in key jobs who were terminated in first
12 months
“Need”/Start Dates Met The % of key positions filled by the managers
designated “need” start date
Give Away/Take Away The # of employees in key jobs that were “poached”
Ratio from a competitor compared to the number they
“poached” from us
Manager & New Hire % of key managers, new hires in key jobs and
Satisfaction applicants for key jobs that are satisfied with the hiring
process
Referral Rate The % of hires from referrals (both internal/external)
Quality of Source The % of applicants for key jobs came from top
sources
Source: Dr. John Sullivan, Top Metrics for Demonstrating the Impact of the Recruiting Function, ERE Webinar, Nov 29, 2007
Jigsaw

11. 4 OUtcome (Onboarding)
Key phases in the on-boarding process
Prior to candidate New candidates are New employees
selection, hiring directed to the and managers
managers complete orientation portal that complete tasks
provisioning of key provides information during the first six
assets (facilities, relevant to their months of a new
computer, blackberry) upcoming position hire’s employment
Pre-
Pre-boarding Boarding Orientation Employee Employee
Requisition Offer Portal Provisioning Induction
Acceptance
New potential candidates Employee information is received
directed to complete their from HRMS, and the Hiring
offer acceptance online, and Manager is invited to complete the
key information is collected provisioning tasks that grant
(contact information, banking assets and access to their new
details, SIN, etc.) employee
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12. 4 OUtcome (Onboarding – Performance Metrics)
Manual Paper Based Process (Before)
Recruitment Volumes Corporate High Volume Total
Total Hires 2,858 5,130 7,988
Hires/Month 239 428 667
Average Time to Fill 7 weeks 3 Weeks 5 Weeks
Average Turnover 11% 40% 31%
Pages per Offer 48 86 578,364
Trees ( 8,333 pages/tree) 16 53 68
Approval Signatures/Offer 3 7 44,484
Avg Time to Receive Offer 14 Days 8 Days 11 Days
Courier Cost/Offer Package $14,290 ($5.00) $92,340 ($18.00) $106,630
Days to Productivity/New Hire 6 Days (Avg) N/A 17,148
Cost of Lost Productivity $1,991 (Avg) N/A $5.7 Million
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13. 4 OUtcome (Onboarding – Performance Metrics)
Automated Process (After)
 Average time to receive an offer - 11 Days down to 1 Day
Process
 eSignatures for approval & offer acceptance - 44,484 down to 0
Efficiency
 Auditable, standardized process
 Days to productivity - 6 Days trending toward 1 Day
 Employee satisfaction with on-boarding process is at 95%
Productivity
 Manager satisfaction with on-boarding process is 91%
 New employees are more prepared on Day 1
 Average employee turnover – 40% to 29%
Cost Savings  Represents an annualized savings of $3.8M
 Courier costs – $100,000 annual savings
 Eliminated 578,364 printed pages
Green Impact  Saving 68 trees in the process
 Reduction in physical record storage requirements
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14. 5 Recruiting Channels (Digital Ecosystem)
Social Job
Job Boards SEO/SEM
Networks Aggregators
Mobile Online Passive
ATS/CRM
Recruiting Referral Database
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15. 5 Recruiting Channels (Recruiting 2.0)
Technology will continue to transform the way we recruit talent. Future predictions include intelligent
search capabilities (Semantic Search), mobile recruiting, and advanced CRM capabilities.
Recruiting 1.0 Recruiting 2.0
 Print, paper based recruiting  Cloud computing/recruiting
 Newspaper advertising  Integrated online/offline campaigns
 Job fairs, career fairs  Online virtual communities
 Post and hope  Targeted interactive engagement initiatives
 Head-hunters  Agency partners (accountability)
 Cold calling  Social researching (Linked In)
 Job boards  Niche job boards & search engines
 Core recruiting hours (11 -7)  24/7 – candidates are always on
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16. 5 Recruiting Channels (Talent Community)
 A Talent Community is.....
 An organized group (database/website) of individuals.
 Where employers can interact with current and future prospective
employees.
 To communicate currently active or future job opportunities.
 Using enhanced and/or automated technology
 Which enhances both the employers ability to find/fill opportunities with
the best possible candidate.
 And where candidates are aware of the best possible opportunities to
maximize their careers based on their specific skills and interests.
Source: Steven Chen, Recruitment Marketing Strategy Manager, IBM (July 10, 2009)
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17. 5 Recruiting Channels (Talent Community)
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18. 5 Recruiting Channels (Talent Community)
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19. 6 EDucate (Shared Accountability)
Both parties are required “2-WIN”.
Hiring Manager Recruiter
 Scope & deliverables  Recruitment procedures & processes
 Organizational & business structure  Recruitment Channels
 Assessment of current team skills &  Interview process & candidate
gaps management
 Succession planning  Expectations & consequences
 Criticality of role (Core, Key, Critical)  Recruitment challenges
 Business Overview  Competitor overview
 Long term growth opportunity  Service Level Agreement
 Current top performers  Regular updates
 Key Performance Indicators  Talent Market Intelligence
 Onboarding  Recruitment costs
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20. 7 Final Thoughts
 Create an agile sourcing strategy that can flex with changing conditions
 Interview your hiring manager’s boss to get a real perspective on the
importance/criticality of the job
 Connect business strategy with sourcing strategy
 Integrate the Recruiting, On-boarding, HR, and IT processes in one
Talent Management Framework (reduce silos)
 Align recruiting technology with the reality of the mobile workforce
 Communicate & educate to hiring managers
 Eliminate redundant HR activities
 Recruit by life stages, not just generations
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21. 8 Sourcing Resources
Source Name & URL Description
Boolean Black Belt Leveraging social networks, resume databases
www.booleanblackbelt.com and the internet for sourcing & recruiting
Cloud Recruiting Michael Marlatt`s insightful perspective on how
www.cloudrecruiting.net Cloud computing continues to impact the
recruitment landscape
Jigsaw Global directory of companies and business
www.jigsaw.com professionals (contact information)
StaffBytes Cutting-edge training for recruiters, sourcers,
www.staffbytes.com researchers and human resources professionals
Corporate Recruiting The Journal for Corporate Recruiting Leadership
Leadership is the only publication specifically designed by
www.crljournal.com and for recruiting leaders
Saratoga Measure the efficiency and value of your
www.pwc.com/ca/saratoga recruiting organization.
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22. 9 Q&A
Thank-you
For more information:
Paul Hamilton
Office: (416) 935-6132 or Mobile: (416) 816-0277
paul.hamilton@rci.rogers.com
http://ca.linkedin.com/pub/paul-hamilton/7/678/11b
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