centralized sourcing strategy
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Centralized Sourcing Strategy Takes Flight!
September 26, 2008
Teri McElrath
Objectives
• Introduce new sourcing strategy, model, centralization of processes and implementation of the Sourcing Manager role into current TA Processes.
• Streamline sourcing management process to ensure cost effectiveness and ROI.
• Ensure that value proposition reaches every sourcing touch point.• Successfully align new sourcing model under STAR program.• Partner with relationship recruiters to deliver on CEA by improving
communication and recruitment process.• Review time line for integration of new sourcing management
process.• Review phases of integrating sourcing management process:
Visualize, Formulate, and Deploy.• Seamlessly onboard associates by conducting a SWOT analysis and
gaining feedback on continuous process improvement.
Evolution of Strategic Sourcing
Sourcing YesterdayKeyword SearchData MiningActive candidates“gut reaction”
Evolution of SourcingSearch EnginesSocial Networking SitesCommunity based searchingPassive candidatesDiversity & Inclusion
Sourcing TodaySkills SearchStrategic SourcingEducation on Sourcing MethodsSharing of best practicesLinking Sourcing to CultureValue PropositionOptimization of ATS
Strategic Sourcing Defined
• A strategy that ensures successful delivery of talented and diverse candidates via optimization of tools and resources available and reduces the cost to recruit them.
• A process of continuous improvement as the needs of the market, candidate, recruiter and business evolve.
Sourcing Centralization Phases
Visualize
•Successfully onboard associates.•Review Current State (SWOT Analysis).•Define sourcing strategy.•Centralization of data and processes.•Review of 2008 sourcing budget.•Contract negotiation with 3rd party vendors.•Market analysis, Needs analysis, partnering with relationship recruiters to agree on requirements.
Formulate
•Sourcing budget finalized.• Implementation of new sourcing strategy and model.•Ensure Optimization of the ATS system.•Education of team on sourcing methodology.• Improve diversity of talent by partnering with Talent Strategies and diversity partners.
Deploy
•Promote continuous sourcing management process.•Linking the Dynamic Organization to knowledge, skills, abilities.• Identify gaps and development action plans.•Diversity review and strategy.
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Centralized Sourcing Timeline
Line 1
Line 2
Line 3
Line 4
Line 5
November
1 15 22 29 5 12 19 26 5 12 19 26
On time!
October December
Phase I: VisualizationResourcesStakeholderExperience, knowledge, data?Innovative aspects?Deadlines?Capabilities?Obstacles faced?
Phase II: Formulate
Challenges?Geographical differencesInternal equityRequirements SetTechnology development and innovationProcesses and systemsHow do we centralize data?Time scales?
Phase III: Deploy
GapsReactions Market DemandsReliability of dataLegislative effects?ATS reporting capabilities
Strategic Sourcing Model
•Assess Business Needs•Sourcer partners with relationship recruiter to define requirements.
•Skills identified for targeted search.
STAR Alliance
•Market Analysis•Candidate trends identified•Strategy Defined
Dynamic Organization •Refined Skill Search
•Queries •Advanced Search Engine Search•ATS Optimization•Screening•Delivery of candidates
Centers of Excellence
Phase I: Accomplishments
• Introduction of new sourcing strategy and model.• Facilitate a market analysis, access needs of the
business, partner with relationship recruiters to agree on requirements and capturing information.
• Improve CEA through partnership with relationship recruiters to improve communication and candidate flow process.
• Decrease the cost of sourcing by 15-20% by centralizing approval process for job posting and negotiation of national contracts with Monster and Careerbuilder.
• Implement a continuous and consistent sourcing management process for the organization.
• Ensure compliance and alliance with STAR initiative.• Drive consistency and efficiency by providing a central
location for resources, channels, and job aide tools.• Effectively, onboard associates by performing a SWOT
analysis to gain team’s insight.
Continuous Sourcing Management Process
Assess Business Needs
Sourcer partners with relationship recruiter to
define requirements
Market AnalysisStrategy Defined on
where to locate candidate?
Refined Skill SearchAdvanced Search
techniques
Community based searching
Social NetworkingEnsure STAR Alliance
Promote ideal CEAValue Proposition
Delivery of Candidate to Relationship
Recruiter
Continuous Education and Evaluation of
sourcing Methodologies
Glance at Sourcing Allocation
Phase II: Accomplishments
• New sourcing model and strategy implemented across regions.
• Integration of value proposition at every sourcing touch point.• Educate associates on sourcing methods to include: Boolean,
search engines (Alltheweb, Google, Altravista, Yahoo, Live), social networking, and job boards by facilitating a web-ex.
• Ensure optimization of ATS system through education, audit (reviewing sourcing statistics), and sharing best practices.
• Improve diversity of talent by partnering with Talent Strategies and key diversity partners.
ATS Optimization
MonsterCareerbuilder
Hotjobs
• Centers of Excellence
• STAR Alliance
IAP, ARP
• Dynamic Organization
• Value Proposition
Colleges, Other
CompaniesDiversity, Job
Market
• Strategic Sourcing
Phase III: Accomplishments
• Promote continuous sourcing management process.• Implement continuous learning program within the sourcing
team. Utilization of SHRM and Monster webinars to stay abreast of market trends, and candidate needs.
• Dynamic Organization infusion into the sourcing model by linking the values and behaviors to knowledge, skills, and abilities.
• Identify gaps and develop SMART goals for 2009.• Audit process by review of ATS reports, check in with
relationship recruiters, feedback from partners and senior leadership team.
Dynamic Organization Linked to Sourcing
• Integrate value proposition into every sourcing touch point.
• Elevate level of sourcing by linking behaviors and values to knowledge, skills, abilities.
• Partner with relationship recruiters to increase candidate awareness of the Dynamic Organization and business model during the recruitment process.
Leadership Effectiveness
Associate Satisfaction
Customer Satisfaction
Business Results
Dynamic Organization Linked to Sourcing
Ethics, Pride, Diversity, Respect, Empowerment,
Customer Focus, Flexibility, Openness, Common
Purpose
AttendanceJob Stability
Customer InteractionsTeam Player
Conflict ResolutionSelling Skills
Turnover Risk (RSFI)
RetailProfessional
TechnicalEngineeringCall Center
On-boarding: Assess, Inclusion, Education
Assess• Schedule meeting to identify teams needs, concerns, and
suggestions regarding strategy, model, and processes.• Conduct a SWOT analysis to identify Strengths, Weaknesses,
and Threats.Inclusion• Immediately involve team in phases of centralization of
sourcing processes, centralization of information, and identification of best practices for search techniques.
• Identify project leads to drive phases of centralizing sourcing strategy.
Education• Promote consistency and continuous sourcing management
system, education on sourcing methods, and centralized location for tools and resources available.
Successfully Onboard Team
Sourcing Team Output
Educate Team Members on
Sourcing Strategy,
Model, and Methodologies
.
Include Team Members in
Process
Assess Needs (SWOT
Analysis)
Objectives Revisited
• Introduce new sourcing strategy, model, centralization of processes and implementation of the Sourcing Manager role into current TA Processes.
• Streamline sourcing management process to ensure cost effectiveness and ROI.
• Ensure that value proposition reaches every sourcing touch point.
• Successfully align new sourcing model under STAR program.• Partner with relationship recruiters to deliver on CEA by
improving communication and recruitment process.• Review time line for integration of new sourcing management
process.• Review phases of integrating sourcing management process:
Visualize, Formulate, and Deploy.• Seamlessly onboard associates by conducting a SWOT analysis
and gaining feedback on continuous process improvement.
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