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© AberdeenGroup 2011
Best-in-Class Talent Acquisition: Proactive,
not Passive
March 10, 2011
Kevin MartinSVP, Research Operations
Aberdeen GroupTwitter: @kevinwmartin
© AberdeenGroup 2011 2
Talent Acquisition Strategies
“Recruiting may slow or stop, but
talent acquisition never does.”
~ Lou Manzi, March 2009 (former VP of Global Talent Strategy,
GlaxoSmithKline)
© AberdeenGroup 2011 3
Talent Acquisition Strategies
What are top‐performing companies doing differently?
What pitfalls are they avoiding?
Why are they achieving greater success?
What technologies and services are enabling them to succeed?
P
A
C
E
Pressures:External forces that impact an organization’s market position, competitiveness, or business operations.P ressures:External forces that impact an organization’s market position,’competitiveness, or business operations.
Actions:The strategic approaches that an organization takes in response to industry pressures.A ctions:The strategic approaches that an organization takes inresponse to industry pressures.
Capabilities:The business competencies (organization, process, etc…) required to execute corporate strategy.C apabilities:The business competencies (organization, process, etc…)required to execute corporate strategy.
Enablers:The key technology solutions required to support the organization’s business practices.E nablers:The key technology solutions required to support the
’organization’s business practices.
Selected PerformanceCriteria (KPI)
Total Respondents
- Top 20%
- Middle 50%
- Bottom 30%Respondents are scoredindividually across KPI
Best‐in‐Class
IndustryAverage
Laggard
• % of Top‐Choice hired• First year retention• Time to Fill
Aberdeen’s Research Methodology
© AberdeenGroup 2011 4
Talent Acquisition Strategies
What We Will Discuss
The Business reality and Recruiting’s role in it
What HR and Recruiting must do now to be a strategic enabler
The 2011 HCM priorities of the Best-in-Class
The role and imperative of CRM
© AberdeenGroup 2011 5
Talent Acquisition Strategies
Data fromDec 2009
Data from Mar 2010
Data fromAug 2010
Data fromDec 2010(change in
2011)
Anticipated Change in Headcount for Fiscal 2010 *
(1%) * 2% * 4% * 5%
© AberdeenGroup 2011 6
Talent Acquisition Strategies
Headcount and Budget Continue to Lag
Source: Aberdeen Business Review Q4 2010
7%5%
2%4% 4% 4%
12%
9%
5%7%
5%7%
0%
4%
8%
12%
Revenue OperatingProfit
Headcount OverallBudget
IT Budget MarketingBudget
Per
cent
Gro
wth
Reported Growth 2009 to 2010 Anticipated Growth in 2011
© AberdeenGroup 2011 7
Talent Acquisition Strategies
Expected Headcount Recovery
Source: Aberdeen Business Review Q4 2010
28%
44%
52%
38%
0% 10% 20% 30% 40% 50% 60%
Other
Services
Technology
Manufacturing
Percentage of jobs expected to be recovered
© AberdeenGroup 2011 8
Talent Acquisition Strategies
The Strategic Rating of HR
Source: Aberdeen Group, 2010
Scale of 1-5: 5 = HR is very proactive and closely tied to the business' objectives and 1 = HR is reactive, very tactical, and not aligned with business objectives
3.09
2.69
3.40 3.28
3.22 3.17
1.00
2.00
3.00
4.00
5.00
2008 2009 2010
HR
's S
trate
gic
Rat
ing
HR LOB
© AberdeenGroup 2011 9
Talent Acquisition Strategies
Critical Skills of the HR Leader
Source: Aberdeen Group, 2011 HR Executive’s Agenda
24%22%
82%
30%32%
70%
0%
20%
40%
60%
80%
100%
Ability to connect HRinitiatives to the strategic
priorities of the organization
General business acumen Understanding of theorganization's industry and
customers
Per
cent
age
of R
espo
nden
ts, n
=439 HR
Line of Business
© AberdeenGroup 2011 10
Talent Acquisition Strategies
Top HCM Strategies in 2011
43%46%
51%
30%
49%
38%
0%
20%
40%
60%
Continually align business andtalent strategy
Identify gaps betw eenw orkforce supply and
business demand
Foster a culture of innovationand creativity
Perc
enta
ge o
f Res
pond
ents
, n=4
39
Best-in-Class
All Others
Source: Aberdeen Group, 2011 HR Executive’s Agenda
© AberdeenGroup 2011 11
Talent Acquisition Strategies
Do you have a defined HR Strategy?Is your HR Strategy tightly aligned to the Business Strategy? Does your HR Strategy adapt to changes in the Business Priorities?Do you publish your HR Strategy and share it with your business leaders?
Be Visionary!
© AberdeenGroup 2011 12
Talent Acquisition Strategies
“The person we seek is currently employed, loyal to his or her company and part of a high performing sales team. It’s
not going to be a first call pitch – it’s going to be multiple calls – and go way beyondthe recruiter level, to the hiring manager
and executive level”.
~ Michael Jones, Aug 2009 (VP of HR Field Operations, Ricoh Americas)
© AberdeenGroup 2011 13
Talent Acquisition Strategies
“Relationship Recruiting” in Action
Tight collaboration b/w HR and Field Sales (including development)
Introduced Relationship Recruiting
Realigned recruiting management structure
Universal engagement (managers, training,recruiters, HR)
Recruiting Strategy
Operationalize RecruitingMonthly Operations Review Calls
Enhanced InspectionReporting/Stack-ranked scorecardRequisition Review
Adopted Sales Approach –used Sales language & tools
Tracked/ reported candidate interview progressionScripted objection handlingCreated Blitz calling daysPipeline Management
Drive Execution
100 fewer Sales new-hires
produced $10 million more
in sales! AND
80% y-o-y gain in passive
candidates hired.
© AberdeenGroup 2011 14
Talent Acquisition Strategies
TalentAcquisition2011 and Beyond…
© AberdeenGroup 2011 15
Talent Acquisition Strategies
Pressures Driving Talent Acquisition
47%
35%
30%27%
23%
34% 35%33%
24%
34%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Shortages of required skills in the labor pool
Increasingly competitive
environment for top talent
Need to scale to meet current
growth opportunities
Changing customer
requirements or demands
Budget cutbacks
Perc
enta
ge o
f Res
pond
ents
, n=3
80
2010 2009
Source: Aberdeen Group, 2011 Talent Acquisition Strategies
© AberdeenGroup 2011 16
Talent Acquisition Strategies
Top Strategies regarding Talent Acquisition
53%
42% 40%44%
36%
25%
0%
10%
20%
30%
40%
50%
60%
Proactively build andexpand a candidate
pipeline regardless ofcurrent hiring needs
Strengthen ability toidentify talent that is most
likely to succeed
Emphasize strategicw orkforce planning toaccomplish long-termcompany objectives
Perc
enta
ge o
f Res
pond
ents
, n=3
80
Best-in-Class All Others
Source: Aberdeen Group, 2011 Talent Acquisition Strategies
© AberdeenGroup 2011 17
Talent Acquisition Strategies
Continuous vs. Reactive Talent Acquisition
60%
32%
45%48%
37%
55%
0%
10%
20%
30%
40%
50%
60%
70%
Continuous - Identifying and cultivatingrelationships with top prospects is
always a priority
Reactive - It's something that wepursue only when there are immediate
hiring needs and budget
Per
cent
age
of R
espo
nden
ts, n
= 3
80
Best-in-Class Indusry Average Laggard
Source: Aberdeen Group, 2011 Talent Acquisition Strategies
© AberdeenGroup 2011 18
Talent Acquisition Strategies
Experience Management is Key!
64%
53%
46%
35%34%
22%
0%
10%
20%
30%
40%
50%
60%
70%
Obtain feedback from new hires on the recruiting process
Process to obtain feedback from candidates who rejected your company’s
job offer
Perc
enta
ge o
f Res
pond
ents
, n=3
80
Best-in-Class Industry Average Laggard
Source: Aberdeen Group, 2011 Talent Acquisition Strategies
© AberdeenGroup 2011 19
Talent Acquisition Strategies
“We aren’t necessarily looking for candidates to pay attention today, but in
several months when they might not be as engaged in their current job, we hope that
they’ll then think of us. Of course, this requires much more than
simply planting seeds, it takes work to keep these relationships going.”
~ Gordon Frutiger, Associate Director, National Sales Recruiting, VALIC
© AberdeenGroup 2011 20
Talent Acquisition Strategies
Candidate Relationship Management
Provider of retirement savings plans for public sector, non-profit, edu and hospital systems. 1,250 financial advisors
High turnover55 is average ageRetirement a big issue for next 20 years
Goal - Build a deep pipeline of candidates for the future
Implemented CRM technology (Avature)
track candidates from a variety of sourcessend out updates and information to keep engaged and informed
Use social media to build and maintain relationships
In first 8 months of ‘10 hired 275% more candidates via LinkedInthan entire 2009
© AberdeenGroup 2011 21
Talent Acquisition Strategies
40%Organizations that indicate they have a formal candidate relationship management
process and also utilize tools to manage and track all candidate communications are 40% more likely to be Best-in-Class as compared to organizations with a formal
candidate relationship management process but no corresponding technology (28% vs. 20%).
Source: Aberdeen Group, 2011 Talent Acquisition Strategies
© AberdeenGroup 2011 22
Talent Acquisition Strategies
The Rise of Emerging Tech in Talent Acq.
Despite only being implemented by 33% of Best-in-Class, another 51% indicate plans to put them in place.
Imperva (case study)Shifted recruiting process from 3rd-party recruiters to an internally managed strategy using social networking Reduced external recruitment agency fees from $800k/year to <$100kReduced time-to-fill from 90+ days to <30 days Increased # of quality apps received 10x
© AberdeenGroup 2011 23
Talent Acquisition Strategies
Recap
Know who you want to bring on boardProactively reach out and establish connectionsDo so via the means via which people prefer to communicate
Finding them vs. waiting for them to find youVia modality of their choice
Make Talent Acquisition an organizational imperative
© AberdeenGroup 2011 24
Talent Acquisition Strategies
Thanks for your Interest in our Research!
Kevin MartinSVP, Research OperationsAberdeen GroupKevin.martin@aberdeen.com+1 617-854-5314
Twitter: @kevinwmartin
HCM Summit (March 9-10, NYC):http://summits.aberdeen.com
LinkedIn: http://www.linkedin.com/in/kevinwmartin
www.aberdeen.com
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