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CLC RECRUITING™
Smart Sourcing Playbookg yTen Tactics Every Smart Sourcer Should Use
CORPORATE LEADERSHIP COUNCIL®
CLC RECRUITING™CLC RECRUITING
Research AnalystManisha Gandhi
ConsultantEmily Harding
Senior DirectorsSenior DirectorsBrad Adams
Thomas Handcock
Managing DirectorDonna Weiss
NOTE TO MEMBERSThis project was researched and written to fulfill the research request of several members of The Corporate Executive Board Company and as a result may not satisfy the information needs of all member companies. The Corporate Executive Board Company encourages members who have additional questions about this topic to contact the Member Support Center at [email protected] further discussion. The views expressed herein by third-party sources do not necessarily reflect the policies of the organizations they represent.
PROFESSIONAL SERVICES NOTE
CLC Recruiting, Corporate Leadership Council© 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 2
PROFESSIONAL SERVICES NOTECLC Recruiting has worked to ensure the accuracy of the information it provides to its members. This project relies upon data obtained from many sources, however, and CLC Recruiting cannot guarantee the accuracy of the information or its analysis in all cases. Furthermore, CLC Recruiting is not engaged in rendering legal, accounting, or other professional services. Its projects should not be construed as professional advice on any particular set of facts or circumstances. Members requiring such services are advised to consult an appropriate professional. Neither The Corporate Executive Board Company nor its programs are responsible for any claims or losses that may arise from any errors or omissions in their reports, whether caused by The Corporate Executive Board Company or its sources.
SMART SOURCING PLAYBOOK
Why Smart Sourcing? The 10 Tactics Takeaway
Resource
CLC Recruiting, Corporate Leadership Council© 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 3
Do the Following Challenges Sound Familiar?g g
S /R it
“I don’t have time to build pipelines ”
“I have too many unqualified applicants ”
“My prospects don’t convert into applicants ”
“The skills I source for are hard to find ”Challenges
Sourcer/Recruiter
pipelines. unqualified applicants. convert into applicants. hard to find.C g
Common Reasons
• Application volumes rising
• Alarmingly poor
• Candidates decline offers
• Difficult to keep
• Strong competition for talent
• Passive labor market
• High requisition load
• Recruiting function short-staffedReasons g y p
applicant quality
• Unclear hiring needs
pprospects in the pipeline engaged
• Changing candidate behaviors and preferences
• Specialized hiring requirements
• Unstable hiring requirements
CLC Recruiting, Corporate Leadership Council© 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 4
Smart Sourcers Focus on Intelligenceg
Common Sourcing Styles
Research-Focused Relationship-Focused Social Media-Focused Mass Market-Focused Intelligence-FocusedResearch Focused Relationship Focused Social Media Focused Mass Market Focused Intelligence Focused(Smart Sourcing)
• Invests heavily in • Focuses heavily on • Invests more in shaping • Posts openings in • Tailors sourcing efforts generating lots of names
• Diligently screens every application
• Exhausts all potential sources
prospect relationship building
• Typically uses a softer approach for initial outreach
• Invests in keeping
employment brand perceptions through social media
• Prefers social media channels for initial outreach
highly visible places
• Prefers scalable channels over more niche channels
• Quickly and efficiently posts newly opened
to meet the specific needs of each position
• Systematically captures key intelligence from each prospect interaction
U d t t l t• Relies on expert
Boolean search skills
• Has deep industry knowledge
prospects warm for future jobs
• Spends more time building rapport and trust with prospects
• Encourages prospects to t k t ti t
• Uses online networking more heavily to source leads
• Is first to adopt new online recruiting tools
• Teaches others how to i l iti
requisitions
• Uses a consistent sales pitch to convert prospects when sourcing leads
• Relies on initial phone t lif
• Uses data to select sources that yield quality hires for a given position
• Deliberately provides transparent, accurate information about the career opportunity
Smart Sourcing: An Opportunity for Impact
take extra time to discuss job with friends and family
use social recruiting tools
screen to qualify promising applicants
pp y
• Actively seeks to influence strategy, not just fulfill orders
CLC Recruiting, Corporate Leadership Council© 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 5
The best sourcers and recruiters today are using smart sourcing techniques—they gather and apply valuable sourcing intelligence to improve outcomes of sourcing efforts.
Focusing on Intelligence Increases Your Impactg g pSmart Sourcers have higher quality shortlists and higher business influence as compared to other sourcers
Common Sourcing Styles
Research-Focused Relationship-Focused Social Media-Focused Mass Market-Focused Intelligence-FocusedResearch Focused Relationship Focused Social Media Focused Mass Market Focused Intelligence Focused(Smart Sourcing)
Percentage of Sourcers With
High-Quality Shortlists
29%40% 42% 43%
64% Smart sourcers have higher quality shortlists compared to other sourcers.
58% 60% 60%
93% Almost all smart sourcers have high business influence, while only 60% or l f th
Percentage of Sourcers With High Business
Influence
50%58% 60% 60% less of other
sourcers do.
CLC Recruiting, Corporate Leadership Council© 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 6
Ten Tactics for Moving to Smart Sourcingg g
Requisition-Driven (Typical) Sourcing
Intelligence-Focused (Smart) Sourcing
• Master the sourcing process
• Get high-quality candidates faster
Tactics
1 Don’t treat all requisitions equally
2 Influence requisitions you source for
• Use channels that bring in lots of applications
• Target sources of high-quality candidates
3 Help candidates filter themselves for jobs
4 Source where other sourcers don’t
5 Target channels that offer quality, not quantity
• Build strong relationships with all prospects
• Engage only qualified prospects
6 Take advantage of events at your talent competitors
7 Emphasize your organization’s differentiated strengths
8 Focus engagement efforts on truly-interested prospects
9 Earn prospects’ trust before fostering relationships
10 Use Web 2.0 for high-touch, scalable engagement
CLC Recruiting, Corporate Leadership Council© 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 7
Smart Sourcing Tactics Help Solve Your Challengesg p g
S /R it
“I don’t have time to build pipelines ”
“I have too many unqualified applicants ”
“My prospects don’t convert into applicants ”
“The skills I source for are hard to find ”Challenges
Sourcer/Recruiter
• Don’t treat all requisitions equally
• Help candidates filter themselves
• Don’t treat all requisitions equally
• Influence requisitions you source for
• Help candidates filter themselves
• Take advantage of events at your talent competitors
• Don’t treat all requisitions equally
• Help candidates filter themselves
pipelines. unqualified applicants. convert into applicants. hard to find.C g
Tactics*Click on the tactics
to view details
• Take advantage of events at your talent competitors
• Focus engagement efforts on truly-interested candidates
• Help candidates filter themselves
• Source where other sourcers don’t
• Target channels that offer
y p
• Emphasize your organization’s differentiated strengths
• Focus engagement efforts on truly-interested
did t
• Source where other sourcers don’t
• Focus engagement efforts on truly-interested candidates
• Use Web 2.0 for high-touch, scalable engagement
Target channels that offer quality, not quantity candidates
• Earn prospects’ trust before fostering relationships
• Use Web 2.0 for high-touch scalable
CLC Recruiting, Corporate Leadership Council© 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 8
high touch, scalable engagement
SMART SOURCING PLAYBOOK
Why Smart Sourcing? The 10 Tactics Takeaway
Resource
CLC Recruiting, Corporate Leadership Council© 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 9
Don’t Treat All Requisitions EquallyFocus your efforts disproportionately on the
1
Go Back to Tactics Page
q q ydisproportionately on the most important requisitions.
• Focusing on all requisitions equally is not only time-consuming, but also
d ffi i d
Impact of Prioritizing Sourcing Requests on Quality of Shortlist
reduces your efficiency and quality of shortlisted candidates.
• Use needs definition meetings and conversations with peers to discuss the long-term value
f l ti h i iti
11%Sourcers who prioritizetheir sourcing efforts aremore effective than thosewho do not.
of completing each requisition.3%
No Prioritization Prioritization Based on Importance
Percentage of Sourcers Who Prioritize Based on Importance
31%
Percentage of Sourcers Who Treat All Requisitions Equally
69%
o po ta ce
Get Started
Intelligence Value Questionnaire Use this questionnaire to find out the intelligence value of completing each of your requisitions.
Intelligence You Should Use For This Tactic
Organization Intel Talent needs of organization
CLC Recruiting, Corporate Leadership Council© 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 10
Source: Smart Sourcing, CLC Recruiting, 2011
g Business goals Organizational changes
Influence Requisitions You Source ForSmart sourcers use evidence when collaborating
2
Go Back to Tactics Page
qevidence when collaborating with hiring managers to understand and test assumptions about hiring needs, and influence requisitions as necessary. Impact of Effective Needs Definition Phase on Recruiting Outcomes
• Setting expectations with hiring managers upfront in the needs definition phase improves the likelihood of sourcing higher quality candidates and decreases their time to
Needs Definition
Assessment and Selection Onboarding
dec eases t e t e toproductivity.
• Using evidence (i.e., relevant data and expertise) strengthens your voice in meetings with hiring managers, enabling you to firmly influence 4 2 Working Days
10.6% 7.0% 9.6%
3 7 Working Days 3 3 Working Days
Can increase quality of hire
by…
Can decrease time to productivityenabling you to firmly influence
how hiring needs are defined.
Intelligence You Should Use For This Tactic
Organization Intel Talent strategy
4.2 Working Days 3.7 Working Days 3.3 Working Daysto productivity by…
Get Started
Evidence Documentation Template Use this template to document evidence about positions you recruit for regularly, and use this
id t i fl hi i d
Talent strategy
Market Intel Employer brand position Events at talent competitors Workforce trends Business trends
CLC Recruiting, Corporate Leadership Council© 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 11
Source: Achieving Operational Excellence in Recruiting, CLC Recruiting, 2005
evidence to influence hiring needs.Prospect Intel Preferences
Help Candidates Filter Themselves for By conveying accurate information about the job
3
Go Back to Tactics Page
pJobs
information about the job, you can encourage candidate self-selection, thereby reducing the number of unqualified applicants.
Al t 40% f hi d
New Hire Rating of the Accuracy of Information Provided by the OrganizationPercentage of New Hires
• Almost 40% of new hires do not believe they got accurate information about the job, often leading to “buyer’s remorse”; this presents a huge opportunity to improve information accuracy.
Somewhat Accurate orinformation accuracy.
• When writing job postings, emphasize details about day-to-day responsibilities and describe qualities of the ideal applicant to help candidates filter themselves
37%
63%Nearly 4 in 10 new hires do not believe they got accurate information
Accurate or Less
Accurate or Very Accurate
filter themselves.
Intelligence You Should Use
about the job in advance.
Intelligence You Should Use For This Tactic
Market Intel Employer brand position Workforce trends
Prospect Intel
Get Started
Checklist for Writing Clear, Compelling Job PostingsUse this checklist to create accurate job postings that compel only qualified candidates to apply. You
l li k h t th l i d l
CLC Recruiting, Corporate Leadership Council© 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 12
Source: Driving to Win-Win Selection Decisions, CLC Recruiting, 2008
p Preferences Obligations
can also click here to access the e-learning module.
Source Where Other Sourcers Don’tBy uncovering undervalued pools of high quality talent
4
Go Back to Tactics Page
pools of high-quality talent, smart sourcers avoid cut-throat competition for high-quality candidates.
• Targeting sources that other it l k
Percentage of Sourcers Who Use Undervalued Talent Pools
Impact of Using Undervalued Talent Pools on Ability to Generate Leads
recruiters overlook can improve your ability to generate high-quality leads.
• Assess undervalued talent pools to identify and select those pools with high-quality t l t bl t t j b
24%20%
I t Abilittalent able to meet your job requirements.
Targeting
Impact on Ability to Generate
Leads
Intelligence You Should Use For This Tactic
Organization Intel
Targeting Undervalued Talent Pools
Get Started
Undervalued Talent Pool Identification WorksheetUse this resource to uncover and select undervalued pools of high-quality talent.
Organization Intel Organizational changes
Market Intel Talent competitors Workforce trends Industry trends
CLC Recruiting, Corporate Leadership Council© 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 13
Source: Smart Sourcing, CLC Recruiting, 2011
Prospect Intel Preferences
Target Channels That Offer Quality, Instead of using channels that provide the most
5
Go Back to Tactics Page
g Q y,Not Quantity
that provide the most potential prospects, focus on channels validated by data and recommended by peers.
P d i d d t b t
Sourcing Channel Selection CriteriaPrevalence Among Smart Sourcers (Indexed to Average Sourcers)*
• Peer advice and data about how effective the channel has been in the past are valuable criteria for identifying channels that provide access to high-quality leads.
T il h l1.00x 1.00x1.00x
1.51x
1.26x
• Tailor your channel usage strategy based on the type of requisition such as high volume, senior-level, etc.
Average Sourcer
Smart Sourcer
0.75x
Intelligence You Should Use For This Tactic
Historical DataPeer AdviceProspect Volume
Channel Selection Criteria
Smart sourcers use prospect volume as a criteria to choose their channels 25% less often than
Get Started
Sourcing Channel Evaluation Tool Use this tool to assess your sourcing channels and determine whether to focus on new channels.
Market Intel Talent competitors Workforce trends Industry trends
Prospect Intel Preferences
Smart sourcers use prospect volume as a criteria to choose their channels 25% less often than average sourcers do.
CLC Recruiting, Corporate Leadership Council© 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 14
Perception of organization Sources of information
Source: Smart Sourcing, CLC Recruiting, 2011
Timing outreach to coincide with events that create
6 Take Advantage of Events at Your Talent Go Back to Tactics Page
with events that create uncertainty for potential prospects increases their interest in your job opportunities.
R hi t t t
Impact of Events on Prospect Interest in Job Opportunity
gCompetitors
• Reaching out to prospects as requisitions open up (or are about to open up) is time consuming and often results in a low prospect response rate.
• Always monitor business and
Events That Drive High Prospect Interest
• Prospect’s organization announces layoffs
• Prospect receives a disappointing performance review
Events That Drive Moderate Prospect Interest
> 10%
industry news for layoffs, acquisitions, stock price fluctuations, and changes in senior management at top talent competitors, and reach out to prospects when these events occur
Events That Drive Moderate Prospect Interest
• Prospect’s organization announces an outsourcing initiative
• Prospect’s organization announces it is being acquired
• Prospect’s company’s stock price drops dramatically
• Prospect’s organization announces a change in senior management
1-10%
events occur.
I t lli Y Sh ld U
Events That Drive Low Prospect Interest
• Prospect’s organization announces it is acquiring another organization
• Prospect's direct manager leaves
< 1%
Get Started
Event Monitoring Worksheet for Recruiters and Sourcers Use this worksheet to monitor business and industry news and plan your subsequent outreach
ti iti
Intelligence You Should Use For This Tactic
Market Intel Events at talent competitors Employer brand position Business trends
CLC Recruiting, Corporate Leadership Council© 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 15
Source: Attracting Critical Talent in an Uncertain Economy, CLC Recruiting, 2010
activities.Prospect Intel Preferences
Emphasize Your Organization’s Focus your outreach messages on changing
7
Go Back to Tactics Page
p gDifferentiated Strengths
messages on changing prospects’ awareness and perception of your organization’s differentiated strengths to improve brand attractiveness. Relative Impact on Employment Brand Attractiveness
• Tailoring employment brand to prospect preferences is necessary but insufficient.
• When communicating with prospects, ensure that they do
t i l t
Changing prospects’ perception and awareness of your organization’s differentiated strengths can improve brand attractiveness by an additional 23%.13%
10%100%
not perceive your employment brand as generic or are unaware of the brand’s strengths as compared to other organizations.
77%
Intelligence You Should Use For This Tactic
Organization Intel Organizational changes
Brand Tailored to Prospect
Preferences
Prospect’s Perception of
Brand Compared to Competitors
Prospect’s Awareness of Organization’s
Brand Strengths
0%
Components of Employment Brand Attractiveness
Get Started
Differentiated Brand Messaging WorksheetUse this resource to evaluate and differentiate your brand messages as compared to your talent
tit
Organizational changes
Market Intel Events at talent competitors Business trends Workforce trends Employer brand position
Components of Employment Brand Attractiveness
CLC Recruiting, Corporate Leadership Council© 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 16
competitors.Prospect Intel Preferences
Source: Attracting and Retaining Critical Talent Segments, CLC Human Resources
Focus Engagement Efforts on Instead of keeping in touch with all prospects focus
8
Go Back to Tactics Page
g gTruly-Interested Prospects
with all prospects, focus your engagement efforts on prospects who are interested in the job opportunity and likely to switch (i.e. truly-interested prospects).
Behaviors Indicating Prospects Are Not Truly-Interested
Percentage of Prospects Who Exhibit Behaviorp p )
• There are three key types of prospects who you should filter out: window shoppers, embellishers, and attention seekers.
17%Window ShoppingEngaging with sourcers despite high job-switch barriers (e.g., mortgage, family)
seekers.
• Asking direct questions reveals little about prospects’ true interest; surface underlying indicators of their likelihood to switch indirectly.
11%EmbellishingSaying anything to sourcers to advance in the process
Intelligence You Should Use
9%Attention SeekingEngaging with sourcers for the attention of being recruited
Get Started
Uncovering Prospect Intelligence TemplateUse this guide to assess prospects’ true interest indirectly during conversations with them.
Intelligence You Should Use For This Tactic
Market Intel Events at talent competitors Employer brand position
Prospect Intel
CLC Recruiting, Corporate Leadership Council© 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 17
Source: Smart Sourcing, CLC Recruiting, 2011
Preferences Obligations
Earn Prospects’ Trust Before Fostering Prospects are more likely to respond to outreach and
9
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p gRelationships
respond to outreach and continue to engage when you earn their trust.
• More than half of prospects do not respond to initial outreach b th i
Impact of Sourcer Activities on Prospects Probability to Respond to Sourcer Outreach
because the sourcer is ineffective.
• Sourcers who focus solely on fostering relationships actually see negative results; providing believable information and
li i th t it
Probability to Respond
Fostering
Sourcer Activities
Networking with prospects without a job opportunity
11%
personalizing the opportunity helps you earn prospects’ trust.
RelationshipsLeading with a soft pitch (e.g., asking prospects for referrals)
Personalizing the opportunity based on prospect’s experience and interests 7%
4%
Earning Prospects’
Trust
prospect s experience and interests
Providing credible information about the job and organization 6%
%
Get Started
Prospect Outreach Diagnostic Ask yourself 12 questions to see if you are building prospects’ trust.
Intelligence You Should Use For This Tactic
Prospect Intel Preferences Interests and strengths
CLC Recruiting, Corporate Leadership Council© 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 18
Source: Smart Sourcing, CLC Recruiting, 2011
Education and experience Reason for prior job move
Use Web 2.0 for High-Touch, Scalable One-to-many communication is as
10
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g ,Engagement
communication is as effective as one-to-one communication in engaging prospects in a customized manner.
E i ith t
Impact of Type of Communication on Prospect Engagement
• Engaging with prospects on a regular basis does not necessarily have to be a time-consuming activity.
• You can use Web 2.0 channels such as e-newsletters,
t i d b f ti
9% 8%Scalable communication is as effective as one-to-one communication, making it possible to productively engage many prospects at once.Impact on
Prospect customized by function or areas of interest, to keep in frequent touch with many filtered prospects at once.
One-to-One Communication One-to-Many Communication
pEngagement
One-to-One Communication One-to-Many Communication
• Professional networking profile• Comments on blog post or article • Direct e-mail message • Social networking profile• Personal phone call
• Professional networking groups • Proprietary talent network • E-mail with targeted job postings • Social networking groups • Organization’s e-mail newsletter
Intelligence You Should Use For This Tactic
Organization Intel Organizational changes Function-specific events Talent needs of organization
Get Started
Prospect Engagement Newsletter Template Modify this template to create customized newsletters that keep prospects engaged with minimum ti i t t
• Personal phone call Organization s e mail newsletter Talent needs of organization
Market Intel Workforce trends Industry trends
Prospect Intel Interests and strengths
CLC Recruiting, Corporate Leadership Council© 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 19
time investment. Education and experience Preferences
Source: CLC Recruiting research
SMART SOURCING PLAYBOOK
Why Smart Sourcing? The 10 Tactics Takeaway
Resource
CLC Recruiting, Corporate Leadership Council© 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 20
CLC Recruiting’s Ten Tactics for Smart Sourcingg g
Smart Sourcing Tactics Get Started with These Resources
1 Don’t Treat All Requisitions Equally Intelligence Value Questionnaire
2 Influence Requisitions You Source For Evidence Documentation Template
3 Help Candidates Filter Themselves for Jobs Checklist for Writing Clear, Compelling Job Postings
4 Source Where Other Sourcers Don’t Undervalued Talent Pool Identification Worksheet
5 Target Channels That Offer Quality, Not Quantity Sourcing Channel Evaluation Tool
6 Take Advantage of Events at Your Talent Competitors Event Monitoring Worksheet for Recruiters and Sourcers6 Take Advantage of Events at Your Talent Competitors Event Monitoring Worksheet for Recruiters and Sourcers
7 Emphasize Your Organization’s Differentiated Strengths Differentiated Brand Messaging Worksheet
8 Focus Engagement Efforts on Truly-Interested Prospects Uncovering Prospect Intelligence Template
9 Earn Prospects’ Trust Before Fostering Relationships Prospect Outreach Diagnostic
10 Use Web 2.0 for High-Touch, Scalable Engagement Prospect Engagement Newsletter Template
CLC Recruiting, Corporate Leadership Council© 2012 The Corporate Executive Board Company. All Rights Reserved. RR2171211PRO 21
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