BEST PRACTICE TALENT PIPELINING

01 PRINCIPLES

FROM A RECRUITMENT FEE TO A STRATEGIC TALENT INVESTMENT

Innovative talent methodology

Reduces cost and eventual time

to hire

Strategic HR

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Greater ROI

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DEFINITIONS

TALENT MAPA view of the current talent landscape containing organisations, names,

job titles and contact details, but not yet involving any candidate engagement.

TALENT PIPELINEA population of proactively-generated, assessed and engaged

individuals that meet your current and future hiring requirements according to business strategy.

WHY BEST-PRACTICE COMPANIES LOVE IT

• Agile

• Reduces TTH & CPH

• Delivers insight

• Employer Brand

• Operational to strategic

• Forearmed

• Talent community

• Benchmarking

• Allows you to be confident that you have the best talent, selected by you,

rather than making do with the (incoming) talent you get given

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WHY THE TALENT LOVES IT

• Accommodates unpredictable lives

• Education: business news, opportunities, companies not normally considered

• Shows you care

• Candidate experience

• On-boarding & career development planning

• Career management tactics

• Highly–valued customer

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APPLICATIONS

• Multiple vacancies now /future

• Succession planning

• Diversity & inclusion

• Recurring hires

• New market entry/Immature markets & cohorts

• Market testing/proof of concept

• Benchmarking

• PR

ENVIRONMENTAL SUCCESS FACTORS

• Do we understand our current talent?

• Do we take a future view of talent?

• How willing are we to move beyond transactional hiring into strategic hiring?

• What exactly do we want to do with the talent pool?

• To what extent can we rely on the business to socialise ?

• How comfortable is the business with the idea of succession planning?

• How will we (HR) measure the success of this initiative?

• How will the business measure the success of this initiative?

• To what extent are we prepared to compromise/be bold?

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DISCUSSION

• Consider the environmental success factors: - which ones could potentially present a challenge at your company?

• How can you begin to overcome/mitigate some of these challenges?

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02 PIPELINE MANAGEMENT

THE PIPELINE LIFECYCLE

Activate

Build

Manage

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BUILDING THE PIPELINE

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DEFINE SEARCH AREA

ASSESS ENTER PIPELINEENGAGE

• Market sectors • Companies • Skills • Culture • Behaviours

• The brief is too broad

• Missing varying objectives

RISK

• Introduction – managed approach and expectation

RISK

• Career conversation

• Screen against business need

• Share your story

• Inappropriate questions and technique

• Expectations are not managed

RISK

• Set expectations

• Confirm communication preferences and methods

• Gain candidate buy-in to the programme

• Candidate fallout

• You do nothing...

RISK

• Candidate experience

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CAREER CONVERSATIONS

CAREER CONVERSATIONA two-way conversation where both parties seek to explore the

existence of, and fit for, potential opportunities.

DISCUSSION

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• How should a career conversation differ from a recruitment conversation?

• What kind of insight do you want to come out of such conversations?

• What kinds of behaviours do you want to see from the talent at this stage?

CAREER CONVERSATION

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Do you consider yourself able to be successful there? What allows you to be successful where you are now? What’s stopping you?

What would a good career relationship with us look like for you? How would you like this to run? Who would you like to get in front of?

What impression do you have of

How’s it going ?

Do you have career relationships with any other organisations?

What’s keeping you where you

Permission to talk...

Are you on any succession plans either internally or externally?

What impression do you have of our competitors?

Have you had any recent approaches from other employers? What were they like?

How have you typically have managed your career choices to date?

Are you currently on a high-potential/career management programme? What’s involved in that?

MANAGING THE PIPELINE

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HOUSEKEEPING ENTER PIPELINEPROGRAMME OF COMMUNICATION

• Priority • Level • Functions • Geography • Propensity to move

• Stakeholder understanding

• Expectation management

RISK

• How often • Changes? • News to share • Referrals • Socialise?

RISK

• HMs off message • Process vs VIP approach • Make contact

RISK

Organise by

DISCUSSION

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• What would be the most effective way(s) to keep the talent pipeline warm?

• How would it add value to turn the talent pipeline into a talent community?

ACTIVATING THE PIPELINE

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APPROACH • Changes? • Consistency • Speed

POINT OF NEED

TALENT PIPELINE

EXTERNAL HIRE

INTERNAL TALENT REVIEW

03 SOCIALISATION

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DEFINITION

SOCIALISATION MEETINGA proactive way for high profile businesses and top external talent to engage,

in a non-threatening environment.

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WHY BEST PRACTICE COMPANIES SOCIALISE

• Ongoing need

• Passive talent = >quantity & quality

• Nothing to lose

• Benchmark

• Informality = confidentiality

• Trust, understanding, <derailment

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PREPARING FOR SOCIALISATION MEETINGS

How much do I know about the person I’m meeting? Who might we know in common?

How are we going to position our company?

How am I going to handle confidentiality on both sides?

What impression do I want to make?

Is there anyone else here that we can introduce?

What will happen next and how will I communicate that?

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SOCIALISATION QUESTIONS & CONVERSATIONS

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?

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• Career

• Development plans

• Motivation

• Mobility

• Relationships & networks

• Market

• Intuitive

• Spontaneous

• A business conversation

• Careers advice

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SOCIALISATION ROLES

• Manage/drive external talent meetings to hiring managers

• Capture feedback

• Report outcomes to key stakeholders

• Ensure hiring managers are aware of & adhere to the process

• Ensure a great candidate experience is created and maintained

Relationship Ownership

• Engage with Relationship Owner’s talent responsibilities

• Honour & protect socialisation time

• Position the company’s employee value proposition in line with socialisation guidelines

• Provide feedback & recommended action items to the Relationship Owner

• Ensure a great candidate experience is created and maintained

Business Manager

04 HOW TO MEASURE SUCCESS

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HOW ORGANISATIONS MEASURE SUCCESS

Candidate Experience

Development and Retention

Onboarding

EVP

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Succession planning • Risk mitigated • Internal talent benchmarked • Increased knowledge of

external market

Diversity & Inclusion • Employee base reflects

customer base • Evidence to test targeted

talent exists

Multiple and recurring hires • Reduced cost per hire • Reduced time to hire • On spec and ready to

activate talent

New market/product

• Increased knowledge of

talent market • Evidence to test targeted

talent exists

05 CANDIDATE SERVICE

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BEST PRACTICE CANDIDATE SERVICES

• Maintain the high –touch, VIP approach

• Articulate why you are interested in them

• Ensure consistency across emails, LinkedIn messages, voicemails – what’s the company way

• Reinforce the approach – this is a high level, talent (not recruitment) initiative, we’ve chosen

you, you come highly recommended etc...

• Ask who they would like to meet at your company and make it happen, be generous

• Offer high –level, respected careers advice (goes a long way especially when attached to

the your company brand/coming from high-profile people)

• Keep asking what would make it work for them and show you are keen to meet their needs

• Follow up when you said you would – if you have to apologise then it’s too late

DISCUSSION

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• What is working well with your executive candidate experience?

• What can you improve?

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FINALLY

• Gather referrals at induction

• Name drop the source of any referrals

• Shelf life

• Confidentiality

• Use your products & services

• Position any psychometric assessment as a learning opportunity

• Think of the pool in terms of valuable additions to your and the company’s business

network rather than candidates

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ARMSTRONG CRAVEN CONTACTS

Teresa Wykes

Global Practice Lead, Technology & Professional Services

+44 (0) 7500 887 602

teresa.wykes@armstrongcraven.com

For more info visit us at: www.armstrongcraven.com

ABOUT ARMSTRONG CRAVENIntelligent people improve performance by creating an intelligent business. At Armstrong Craven we use people intelligence to give you a future business view. Your business success isn’t about yesterday, it’s about what you do today to secure the people you’ll need tomorrow. So Armstrong Craven digs deeper, travels further, looks longer, thinks harder – about what people want.

We provide insight, search, pipelining and leadership risk intelligence services to business leaders all over the world. We help organisations to better understand the markets they operate within and the markets they hope to enter. And we provide the people they need to make it work.

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