talent acquisition systems in 2010: the game has changed, have you?
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Copyright © 2009 Bersin & Associates. All rights reserved.
Talent Acquisition Systems in 2010: The Game Has Changed, Have You?
Presented by: Madeline Laurano Bersin & Associates
May 19, 2010
Copyright © 2009 Bersin & Associates. All rights reserved. Page 2
About Us Who We Are
• Bersin & Associates is an industry research and advisory services company dedicated to helping organizations implement enterprise learning and talent management strategies for business performance improvement.
Research Areas
• Enterprise Learning • Learning Technology • Informal Learning • Leadership Development • Performance Management • Career and Succession Management • Workforce Planning • Sourcing and Recruiting • Talent Management Systems • Talent Strategy
Offerings
• In-Depth Studies and Reports • Research Memberships • Advisory Consulting • Benchmarking • Workshops
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Agenda
Current State of Talent Acquisition Evolution of Talent Acquisition Systems Key Findings Market Trends Innovation Cases In Point Predictions
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Macro Issues Changing Demographics
B&A Talent Watch Research - Fall 2009 • 64% cite “gaps in the leadership pipeline”
as a top talent challenge • 42% cite “skill gaps in critical roles” as a
top challenge
Global Competition for Skilled Workers
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Current State of Talent Acquisition
Figure 9
Source: “Talent Acquisition Systems,” Bersin & Associates, 2009.
Challenges Strategic Responses Unemployment at a 26-year high, many key positions eliminated
Prepare for hiring surge as job market heats up
Applicant résumé overload with high- and low-quality candidates
Invest in technology, job matching and interview management
Turnover of 70% to 200% in many industries (e.g., retail, construction)
Need for high-volume recruitment solutions, interview management, employee engagement
Need to maintain talent pipelines and keep senior leadership talent
Implement CRM solutions, social networking, alumni programs
Hiring freezes, employment furloughs, layoffs to cut costs
Upgrade dynamic workforce planning through new tools and systems
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Workforce Readiness to Change
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Figure 22
Talent Acquisition System Market Growth
Source: “Talent Acquisition Systems,” Bersin & Associates, 2009.
Steady Growth 10%
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Planning to Invest in a TAS?
Over 80% plan to invest
this year
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Leading Talent Acquisition Systems
Talent Acquisition Systems:
A system for identifying, attracting, and onboarding top talent
to efficiently and effectively meet dynamic business needs.
Keys to success: 1. Efficiency (sourcing and assessing-cost and speed per hire)
2. Effectiveness (hiring quality of hire) 3. Productivity (onboarding)
4. Responsiveness (contact management) 5. Business-integrated (workforce planning)
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Evolution of Talent Acquisition Systems
Figure 6
Source: “Talent Acquisition Systems,” Bersin & Associates, 2009.
Web 2.0 SEO Cloud Video Web-Based
SaaS Corporate Career Sites Integration Client-Server
Résumé Processing Résumé Scanning Search Technology Business
Impact PC-Based MS-DOS Based Applicant Tracking
Late 1980s
Early 1990s
Late 1990s- 2000s
2009-2010
Recruiter View
Recruiter and Candidate View
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High-Impact Talent Management Framework
Talent Acquisi.on
Capability & Competency Management
Learning & Capability Development
Sourcing Candidate Pools
Assessment Employer Brand
Recruiting Selection
Onboarding Talent Mobility
Job Profiles Experiences Skills Competencies
Governa
nce
Talent Planning Process & Solution Design
Talent Systems Strategy
Repor.ng &
Analy.
cs
Talent Measures and Targets
Talent Strategy & Business Alignment
Enterprise Skill Gap Assessment Critical Talent Assessment
Diversity Planning Talent Forecasting Scenario Planning
Workforce Planning
Total Rewards
Rewards & Recognition Pay for Performance
Benefits for Talent Development Experiences
Career Management
Employee Brand Career Planning
Professional & Management Tracks Career Development
Skill Transferability Job-Fit Assessment Coaching/Mentoring
Talent Mobility
Performance Management
Goal Alignment Skill Gap Analysis
Coaching Development Planning
Bench Strength Assessment Performance Evaluation Performance Calibration Performance-Based Pay
Talent Segmentation Critical Role Identification
Leadership Development Executive Education
Talent Profiles Assessment & Calibration
Leadership & Succession
HIPO Identification Talent Reviews
Talent Pool Management Talent Mobility
Learning Content Learning Architecture
Knowledge Management Measurement & Evaluation
Learning Strategy Audience Analysis Learning Programs
Formal & Informal Approaches
Behaviors
Engagement Strategy
Talent Infrastructure
Integration Strategy
People Resources & Org Structure
Process Design & Mapping
Talent Systems Communications
Change Management
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Integrated Talent Acquisition
Talent Strategy & Planning
Performance Management
Goal Setting Cascading Goals Self-Assessment
Manager Assessment 360 Assessment
Development Planning Competency Assessment
Sourcing
Sourcing Tools Phone sourcing
Internet Sourcing Resume Sourcing
Job posting Career Websites
Employee Referral Alumni Programs
Screening & Assessment
Background Checking Selection Tools
Assessment Tools I/O Psychologists
Hiring
Interview Scheduling Offer Letter Generation Candidate Experience
Communication
Onboarding
Forms Management Tasks Management
Socialization
Employer Branding
Contact Management
Technology, Reporting, and Analytics
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Purchasing Decisions for Talent Management Suites
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TAS Market Trends Replacing the Resume
• Job-Matching • Video • Social Networking
Future of Job Boards Recruitment Advertising Sourcing Tools Screening & Assessments Quality of Hire Globalization Complementary Services Market Consolidation
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Key Players in the TAS Market
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Key Findings
Today’s Talent Acquisition System providers are responding to today’s market by offering more innovation in advanced features and strategic partnerships.
Organizations need to consider integrating their talent acquisition system with their HRMS and third-party recruitment providers during the implementation stages.
Contact Management needs to be a priority when considering talent acquisition.
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Key Findings Global support needs to encompass more than multi-
lingual configuration including compliance to local regulations, currency and time zone support.
Market churn is a constant in today’s talent acquisition marketplace.
Solution providers are experiencing an up-tick in customers from high-volume industries such as Retail and Hospitality.
Customers are demanding more Web2.0 capabilities and social networking integration from their talent acquisition providers.
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TAS Market Consolidation
Figure 21
Source: “Talent Acquisition Systems,” Bersin & Associates, 2009.
2006 2007 2008 Peopleclick/
Authoria
Stepstone
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Traditional ATS
Social N
etworking
Video
Talent Acquisition Systems Competition
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Traditional Solution Providers
Talent Segm
ents
Talent Processes
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Innovative Solution Providers
Talent Segm
ents
Talent Processes
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Demand for Web 2.0 Capabilities
Figure 3
Source: “Talent Acquisition Systems,” Bersin & Associates, 2009.
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What’s the Buzz?
Blogs Micro-blogs Video Chat Instant Messaging Polling
Building online communities of people who share interests and/or activities, or who are interested in exploring the interests and activities of others.
Interactivity Connectivity
Accountability
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Social Networking…Who’s Who….
General Social Networking • Plaxo • MySpace • Jigsaw • Yahoo Groups • Google Groups
Social Networking Aggregators • Pipl • Spock • Wink • Ziki • Spokeo
International Social Networking • Bebo • Orkut • Hi5 • Live Journal • Skyblog
Social Networking Niche Sites • ERE Media • Recruiting Blogs • Talent Bar • Recruiter Earth
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Twitter…At a Glance
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Gen Y…TMI?????
Thirty-four percent of companies stated that they
would still consider a candidate with inappropriate language, behavior and
references to alcohol, drugs and sex on their social
networking sites -ERE Media Research 5/2008
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Recommendations to Buyers
Price User Experience Heritage Delivery Models Domain
Experience Customer
References Staying Power Innovation Technology
Infrastructure Company Culture
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Pricing
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Improved User Experience Features
Figure 35
Source: “Talent Acquisition Systems,” Bersin & Associates, 2009.
• Job Carts • Quick Links • Embedded Analytics • Job Agents • Wizards • “Drag and Drop” Configurability • “Point and Click” • Personalized Icons • Google Map Integration • “Save to Favorites” • Adjust Text Size
• RSS Feeds • Video • Mouseovers • Pictures • Dashboards • “Send to a Friend” • Collaboration • Web 2.0 Features • Logos and Corporate Branding • Organizational Charts • Side-by-Side Comparisons
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How Important is the User Experience?
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Leaders in User Experience
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Consider the Heritage of Your Provider
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Aetna’s Process of Narrowing the Field
Define Business Requirements Engage Procurement Short List Creation Distribute RFP Field Questions Rate Providers Based on RFP Scripted Demo Onsite Demo Score Providers Engage Procurement Final Review
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Best Practices in Implementation
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Aetna’s Implementation Process
Engage Project Team Requirements Design Development Testing Change Management Training Conversion Go Live Vendor Management
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Figure 54
Implementation Challenges
Source: “Talent Acquisition Systems,” Bersin & Associates, 2009.
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Global Implementation
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Cases-In-Point
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Job Boards
Social Media
Cost High-cost Free
Search Solid Search Engines
Limited Search Interface
Network Follow-up phone calls and emails
Less Effort
Target Audience
Active Active and Passive
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Sourcing: Hyatt
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Sourcing: Hyatt
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Screening & Assessing: GSK
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Linda Marcus
© 2010 PeopleAnswers, Inc.— Proprietary and Confidential Information
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Predictions
Demand for Innovation will Continue Social Networking Continues to Grow More Consolidation General Job boards Decreased Traffic New Technology Choices Next Generation TAS
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Questions?
Madeline.Laurano@bersin.com (617) 367-1560 www.bersin.com
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