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The Tru File - Sourcing Technology

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This is part 6 of our Tru Recruitment ebook series.

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The Tru File - Sourcing Technology

  1. 1. e Tru Files SOURCING TECHNOLOGY 6 4.0 TRU HEAT INDEX @BillBoorman and Martin Lee
  2. 2. 10 /02 events 8,000field of recruiting. 48 We scoured presentations and conversations from the last twelve months of TRU events to bring you the best forward-looking ideas in the attendees Big ideas
  3. 3. sourcing technology /03 More than gathering social profiles from the web, the latest sourcing technologies use complex ranking algorithms to uncover which candidates are best suited to your organization, and who’s is most likely to jump.
  4. 4. /04 sourcing engine social profiles evidence of professional online activity personal hobbies size and influence of a candidate’s social network specialty profiles evidence of skills
  5. 5. sourcing technology /05 Professionals not actively looking for a job typically don’t want to be found too easily online. They won’t publish their contact information or work histories on public sites for fear of attracting spam. And in-demand talent, such as engineers or programmers, fear the attention even more as it opens a door to throngs of recruiter inquiries. And yet, the people you likely want to recruit are so-called passives: professionals who would consider a switch, but aren’t actively seeking one. They are those you most want to find, and also those who try hardest to shrink from sight. Yet even the savviest professionals leave pockets of data sprinkled across the largest social networks (e.g. LinkedIn, AboutMe, Facebook, Twitter), as well as on specialized sites (e.g. StackOverflow, GitHub or a personal blog). Sourcing technologies are able to aggregate the bits and pieces to compile a complete—and in some cases quite sophisticated—profile of working professionals. And more than just stitching together what they find on social profiles, these sourcing engines also use complex ranking algorithms to understand individual candidate’s influence among their peers, skills and knowledge, and even personal passions and motivations—all of which may figure into their proprietary ranking system. Sourcing technologies are able to aggregate the bits and pieces to compile a complete— and in some cases quite sophisticated—profile of working professionals.
  6. 6. sourcing technology /06 To understand the sourcing solution market, let’s review some of the biggest players: Entelo: A US-based solution, Entelo lets you conduct standard searches for professionals and filter results based on dozens of factors. Entelo’s engine even hypothesizes whether a particular professional is ready to consider a new job (based on how recently they’ve switched roles and sentiment about the employer brand, among other factors). Gild: A sourcing engine for developers, Gild lets you evaluate candidates based on a proprietary scoring method. Gild’s algorithms evaluate individual candidates for proficiency in different programming languages (based on analysis of a developer’s open source code) and their level of influence in their field. The SocialCV: Sources and ranks professionals according to their social recognition and mentions. It ranks who each professional is connected to, and how influential their network is (i.e. if you’re connected to influencers, it raises your overall score, particularly if those influencers are in your field). The company also markets a product called FreshUp, which allows recruiters to access updated information about professionals already in their database. Both SocialCV and FreshUp are add-ons to existing applicant tracking systems.
  7. 7. sourcing technology /07 RemarkableHire: As with many other sourcing technologies, RemarkableHire scours the web to aggregate social profiles, and scores candidates based on what they call “social evidence”—which includes algorithms to analyze professionals’ online contributions and interactions. TalentBin: Like many others on this list, TalentBin scans for clues in social networks, and aggregates a list of top talent. But this solution goes one step further; it cross-references the resulting list with the networks of current employees to find out if there’s an existing relationship. OpenWeb: A part of Dice, OpenWeb aggregates information from approximately 50 sites to produce a profile that includes both professional and personal information. It specializes in tech-focused sites like GitHub to details candidates’ current tech projects and relationships/ interactions with peers in their field. erecruit: Unlike some of the other niche players, erecruit is an end-to-end staffing solution that happens to include a sourcing component.
  8. 8. /08 sourcing technology Sourcing talent We expect many of the smaller sourcing technologies will ultimately be acquired by staffing and ATS companies, as can be seen happening currently in the assessment technology field. (Enterprise companies ultimately prefer technology suites rather than selecting solutions and extensions one by one.) That said, as long as some of these smaller-company solutions continue to offer robust products—and substantively better products than those offered by larger end-to-end solutions—the niche players will continue to grow and draw new customers. The ability to fly over vast groups of professionals and cherry pick those who are most suited to work for you is not simply about efficiency or finding a better person. It’s about transforming the recruiting field from one that’s focused on rejecting candidates, to one that’s focused on attracting candidates. With a well-tuned sourcing engine, recruiters will no longer focus on netting the most applicants (with the idea that more applicants equates to a higher probability of finding a good one). Instead, recruiters will zero in on their short list using artificial intelligence, automated assessments, and other advanced technologies. As a result, recruiters will be more responsible for attracting and wooing the very best. A refreshing change for both recruiting and job candidates. in Europe For companies operating in Europe, it’s critical to keep in mind EC data legislation that says companies cannot cache personal information pulled from the web, nor build lists based on public information found online. While the legislation is only in force in Germany, there’s also a pilot program in other EC nations, and many observers expect it will become the law across most European countries. In essence, the law will make the sourcing technologies described here illegal because a company will not be able to cache profile information for even 10 minutes. Instead, sourcing platforms will need to operate in real-time in the European market—and as of this time none of the companies discussed in this document does so. Given the recency of the legislation, this is an area of sourcing that’s still evolving.
  9. 9. /09 sourcing technology: actionable insights Try then buy Map your current state: Take a hard look at what you’re currently doing to source applicants. What technologies are you using? Review successful hires over the last 18 months, and find out how you sourced those individuals. Figure out what’s actually working, rather than what you think is working (and segregate those findings by area of specialty to see variation by discipline). Begin with a few key segments: Commit to testing three new solutions over the coming year, focusing on just one or two key disciplines. For example, perhaps you will be hiring three digital marketers and five programmers in the next three months. Test-drive two new technologies for these searches, and compare their relative performance and features. How good was the list, and how easy was the solution to use? Compare your findings with your colleagues who participated. Sourcing technologies are evolving at an aggressive pace. Don’t feel you have to spend months thinking and planning before selecting a tool. The object is to fail fast: experiment with new tools, test-drive them on real searches, and weed out quickly what you like and don’t like. Map your future needs: As you weigh purchasing decisions, estimate what you will need three years from now rather than what you want today. We say this because it’s possible you should consider a suite of products rather than a one-off solution. Think about how your recruiting strategy is evolving, and what a future state may look like. Place calls to current vendors and find out their plans for future add-ons. For example, your applicant tracking system may be readying a new feature you’re considering purchasing. For more information about other technologies in the recruiter’s arsenal, download the Video Interviewing and Assessments eBooks. e Tru Files ASSESSMENTS 3 ➔ DOWNLOAD HERE e Tru Files VIDEO INTERVIEWING 4 3.5 TRU HEAT INDEX ➔ DOWNLOAD HERE 4.0 TRU HEAT INDEX
  10. 10. sourcing technology /10 thE #tru story I first discovered the Unconference concept when I led a track at #RecruitFest in Toronto in 1999. I was taken aback by the way discussion flowed and how different the format was to a traditional conference. I led a track all day under a tree and learnt far more than I gave. Two months later and back in the UK, we ran the first #truLondon at Canary Wharf in November 2009. Today, we’re running dozens of #tru events a year across Europe, North America, Africa and the Asia-Pacific. Thousands of recruiters, HR leaders and providers come together in an informal spirit of information sharing and networking. #tru is based on the BarCamp principle, which means that everybody can be an active participant instead of listening to speakers and watching presentations all day. The emphasis is on communication and the free exchange of ideas and experiences where the participants fuel the conversations. bill boorman
  11. 11. sourcing technology /11 Sourcing with skill The flood of candidate data that arose due to social networking sites was both good and challenging for sourcers. Good because it gave us greater matching capabilities and challenging because we needed to master even more how to filter to relevant results. It was therefore inevitable that aggregation or “big data” tools would be developed and have a place in the sourcing world. Before their emergence proficient sourcers were already cross referencing candidates against multiple sites in order to match them best to their roles. Not just hard and soft skills but also their personality types, personal situations and who their colleagues are. When we match candidates considering all these factors together then we’ve given the best sourcing service to candidates and clients alike. What these tools do is nothing we couldn’t already do, it’s just that they dramatically speed up the process, look in alternative places, give us a variety of contact options and bring it all together in an easy to use product – for a price. The algorithms are smart and they learn and adapt. However the data you find is only as good as the search you put in. Therein lies the skill of the sourcer. Martin Lee martin lee, Vice President (VP), Head of Sourcing and Research for EMEA and Asia-Pacific Martin is responsible for all sourcing activity within the EMEA APAC regions, including sourcing strategy, process, implementation and ongoing enhancement. He also works with Kelly clients to advise them on the most innovative sourcing and recruitment solutions available for their business. His expertise spans the following areas: Advanced and Direct Sourcing Techniques, Boolean Searching and Search Engines, Data Mining, Competitor Analysis, Recruitment Research, Social Media, Talent Pooling, Sourcing from Social Media, Recruitment Software, Market Mapping and the Candidate Experience.
  12. 12. For more thought leadership go to talentproject.com EXIT 2 1 To learn more about the future of recruiting, download our entire set of TRU Files eBooks. e Tru Files CANDIDATE EXPERIENCE 2 3.5 TRU HEAT INDEX e Tru Files CULTURE BRANDING 5.0 TRU HEAT INDEX e Tru Files MOBILITY 5 3.5 5.0 5.0 About Kelly Services® Kelly Services, Inc. (NASDAQ: KELYA, KELYB) is a leader in providing workforce solutions. Kelly® offers a comprehensive array of outsourcing and consulting services as well as world-class staffing on a temporary, temporary-to-hire, and direct-hire basis. Serving clients around the globe, Kelly provided employment to approximately 540,000 employees in 2013. Revenue in 2013 was $5.4 billion. Visit kellyservices.com and connect with us on Facebook, LinkedIn, and Twitter. Download The Talent Project, a free iPad® app by Kelly Services. This information may not be published, broadcast, sold, or otherwise distributed without prior written permission from the authorized party. All trademarks are property of their respective owners. An Equal Opportunity Employer. © 2014 Kelly Services, Inc. TRU HEAT INDEX e Tru Files HIRE WORK, NOT WORKERS 8 TRU HEAT INDEX e Tru Files ASSESSMENTS 3 4.0 TRU HEAT INDEX e Tru Files SOURCING TECHNOLOGY 6 4.0 TRU HEAT INDEX e Tru Files GAMIFICATION 9 3.5 TRU HEAT INDEX e Tru Files VIDEO INTERVIEWING 4 3.5 TRU HEAT INDEX e Tru Files NEW ROLE OF THE RECRUITER 7 TRU HEAT INDEX e Tru Files SOCIAL RECRUITING PERSONALIZATION 4.0 TRU HEAT INDEX

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