The New Drivers of Recruiting and How Technology Should Enable Them
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1. The document summarizes a webinar about the new drivers of recruiting and how technology should enable them. It provides instructions on joining the webinar via phone or computer. 2. The webinar will discuss how talent management strategies and technologies are evolving to focus on engagement, retention, and productivity. 3. Polling and Q&A functions will be available for webinar participants. Recordings and slides will be provided after the event.
The New Drivers of Recruiting and How Technology Should Enable Them
- 1. You can listen to today’s webinar using your computer’s speakers or you may dial into the teleconference. If you would like to join the teleconference, please dial 1.866.469.3239 and enter access code: xxx xxx xx . You will be on music hold until the seminar begins. The New Drivers of Recruiting and How Technology Should Enable Them #TMwebinar
- 2. Speaker: Steve Goldberg Principal Analyst -- HRMS and TMS Bersin & Associates Moderator: Daniel Margolis , Managing Editor Talent Management magazine The New Drivers of Recruiting and How Technology Should Enable Them #TMwebinar
- 3. Tools You Can Use Q&A Click on the Q&A icon on your floating toolbar in the bottom right corner. Type in your question in the space at the bottom. Click on “Send.” #TMwebinar
- 4. Tools You Can Use Polling Polling question will appear in the “Polling” panel. Select your response and click on “Submit.” #TMwebinar
- 5. Frequently Asked Questions 1. Will I receive a copy of the slides after the webinar? YES 2. Will I receive a copy of the webinar recording ? YES Please allow up to 2 business days to receive these materials. #TMwebinar
- 6. The New Drivers of Recruiting and How Technology Should Enable Them #TMwebinar Daniel Margolis Managing Editor Talent Management magazine
- 7. The New Drivers of Recruiting and How Technology Should Enable Them #TMwebinar Steve Goldberg Principal Analyst -- HRMS and TMS Bersin & Associates
- 8. The New Drivers of Recruiting and How Technology Should Enable Them Steve Goldberg Principal Analyst and Industry Advisor Bersin & Associates March 1, 2011
- 9. Bersin & Associates Bulletin / White Paper Available to all webinar registrants … RETHINKING RECRUITING … MODERNIZING THE WAY WE HIRE
- 10. Bersin’s Talent Management Framework
- 11. TM Strategy Maturity Opportunity Steady year-over-year growth in understanding the business impact of integrated strategies enabled by technology How “Mature” is your Talent Management Strategy? © Bersin & Associates, Talent Management Factbook 2010 More than half of all companies still have an immature or no strategy at all.
- 12. Impact of TM Maturity Levels
- 13. Integration Becoming a Top Priority 1/3 of HR Technology Users Are Willing to Sacrifice Some Features for Integration – twice the number from last year Are you willing to sacrifice functionality to standardize on one vendor? Figure 42 Source: Talent Management Systems 2010 , Bersin & Associates, 2009.
- 14. Barriers to Value (IBM Study - 2008)
- 15. FROM : ERP-enabled HR cost savings, efficiency gains, process optimization TO : Technology-enabled “ERP” 1990’s 2010/ 2011
- 16. What has the biggest financial impact? 40% cost savings in HR Service Delivery $4 million 20% reduction in (undesirable) employee turnover $12 million 4% improvement in employee productivity $30 million The “New ERP Acronym” Engagement, Retention, Productivity
- 17. Impact of Employee Engagement on Financial Performance Towers Perrin 2009 Study -- 50 Global Companies
- 18. Top HR Metrics on HR Scorecards Bersin & Associates Survey 2010 Survey – Over 1,200 HR Practitioners Bersin & Associates HIHR Research Nov 2010 – 700+ co’s
- 19. Evolution of HR Systems 2000 2003 2009 2006 Integrated TM Solutions e-Learning Compensation Performance Talent 2010+ People Mgmt Systems Market Growth - Adoption HRIS Benefits Administration Compensation Hiring Recruiting Applicant Tracking Recruiting Sourcing Learning Management LCMS Performance Management Competency Mgt Succession Management Integrated Talent Management Compensation Next Gen Recruiting Workforce Planning HRMS/core HR data + TM
- 20. HR System Areas Driving HR Dept Impact Bersin & Associates Survey 2010 Survey – Over 1,200 HR Practitioners Bersin & Associates HIHR Research Nov 2010 – 700+ co’s
- 21. HR Technology Advances are Plentiful 9-box on steroids! Social collab - infused TM Actionable reports, deep links HRMS / TMS – 1 platform Validated video interviews Job eVites / using Linked-In Open dev platform PaaS Integrated succession mgt Improved core platform attributes Semantic search - CV’s Mobile learning snippets Kudo’s & raves (recognition) Coaching mgt optimization 3D Job simulations Mobile candidate mgt
- 22. Your TA System has Reduced the Cost and Time to Hire 45% 30% 21% 4% Bersin & Associates TMS Research July 2010 - 220 co’s
- 23. Your TA System has Helped Screen for the Best Hires 47% 38% 9% 4% 2% Bersin & Associates TMS Research July 2010 - 220 co’s
- 24. Respondents on these questions either: Were apathetic / had no opinion or Had no meaningful way to measure (45-60%) Noticeable Business Impact : TA (40-50%) 2 Take-away’s
- 25. Satisfaction By Talent Mgt Module Bersin & Associates C-Sat Research Sept 2010 – 700+ co’s
- 26. SaaS in Now the Preferred Model
- 27. Polling Question #1 How satisfied are you with your current talent acquisition system? Very satisfied Somewhat satisfied Neutral Somewhat dissatisfied Very dissatisfied
- 28. Something to Think About … Ranking resumes can be exclusionary if based on system determinations, ranking people based on people determinations is more inclusionary “ False positives” not as detrimental as false “negatives” Few companies change their ranking criteria job by job – nor do all recruiters know exactly what the ranking criteria are People try to game the system Post and response can be considered an unnecessary expense in today’s networked and connected world
- 29. Something to Think About … Second Generation Hiring Management Systems Human factors based >>> works how today’s workers work (social) and how they approach the TM parts of their job Very intuitive >>> drives adoption among diverse stakeholder groups and group members Goes beyond last generation’s sole automation of what recruiters did Integration with the rest of talent management Social collaboration driven, inside & outside the enterprise!
- 30. Something to Think About … Collaborative or “Social-Inside” Recruiting Extended hiring team (recruiter, hiring manager, interviewers) and other relevant players within the organization (e.g., Staffing, Finance and/or Compensation Managers) function as one highly collaborative team Team shares opinions on job success profile, discusses whether suitable internal talent candidates exist, formulates interview strategies, debriefs on interviews, compares candidates, review resumes and add comments directly on document (electronic post-it notes), etc. Collect informal assessments of fit from employees & managers
- 32. 4 C’s of Social Collaboration
- 33. Changes in the Use of Hiring Tools During the Recession (2009) Source: Monster, 2009
- 37. Something to Think About … Jobvite Technology Viral referrals … social network-based sourcing/recruiting (incl PASSIVES) Auto delivers identifies passive candidates that match job description posted Auto publishes fresh position./job info to the social networks Send / forward Jobvite (personal job invitation via LinkedIn, Facebook, Twitter or email Matching technology suggests matches for the job based on social profile information Candidates referred by employees are highly qualified; come at lower cost Auto collects web recruiting analytics
- 38. Polling Question #2 How important is it for you to have social networking / social collaboration capabilities embedded into your talent acquisition system? Very satisfied Somewhat satisfied Neutral Somewhat dissatisfied Very dissatisfied
- 39. Improving Usability – Common Features
- 40. Team Visualization >> Take Action
- 43. Something to Think About … Move Toward Strategic Workforce Planning Right people, with right skills, appropriately deployed, and at right cost to meet both near-term and longer-term business demands Critical questions … Which jobs / roles and skills are most critical to organizational success, and what related gaps exist today? What gaps might exist down the road given different business assumptions about talent supply and demand? Which jobs serve as ideal “feeder jobs” for critical roles – and average time it takes to be ready to move up? Which key talent are retention risks? What new skill sets are required given new business strategies or directions? Talent acquisition systems should enable managers and recruiters to quantify potential gaps by projecting & analyzing external supply of talent over time – and linking supply / demand modeling into overall hiring management solution
- 44. Something to Think About … Employee value indicators (EVI’s) are mined / identified through social platforms Primary lens for evaluating HR technology: “What’s in it for me” factor -- drives user adoption which drives business value and impact Most important thing in real estate is location, location, location ---- Most important thing in HR technology is adoption, adoption, adoption! Opportunity for Talent Management process and activity linkages are numerous --- including more subtle ones; e.g., PM process outcomes include competency gaps at enterprise level … link that back to workforce planning and recruiting strategies
- 45. Traditional Talent Acquisition Metrics Time and cost-to-fill % of candidates by sourcing channel Source effectiveness Employee retention rates Total recruiting costs / size of workforce Total hires or total concurrent req’s managed per recruiter Internal customer (hiring manager) satisfaction More Innovative Talent Acquisition Metrics % of first choice candidates % of top-rated performers New employee productivity (e.g., rev / employee) Time-to-productivity Total recruiting costs / total compensation of new hires Recruiting solution adoption rates % of opt-outs during application process Degree of process standardization – and related compliance Number or % of recruiting process ‘defects’ … i.e., bad hires Final Thoughts -- re Talent Acquisition Metrics
- 46. Polling Question #3 If you’ve already implemented a Talent Management System, which ONE ITEM of the following “HR technology - Business Value Drivers” do you wish you had placed a greater emphasis on …. based on your system adoption and “business impact” results to-date? Change management TM process and technology integration System usability Leveraging social software HR-IT competencies HR-IT relationship Data integrity System implementation strategy None of the above
- 48. Join Our Next TM Webinar Tuesday, March 8, 2011 Building Employee Retention vs. Loyalty TM Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register for upcoming TM Webinars at www.talentmgt.com/events Join the Talent Management magazine Network http://network.talentmgt.com/ #TMwebinar
Editor's Notes
- #9: 03/01/11 (c) Bersin and Associates The value prop for B&A: We provide members with the ability to access the most up to date thinking, insights, best practices, lessons learned, frameworks, models, case studies associated with all the elements of TM, EL, LD, TA. Helps you to very quickly, develop effective strategies and avoid a lot of the challenging issues dealing with changes, And allows them to avoid the issues with org structure, tech selection and implementation, makes you a business partner to your organization. By having us with WW research members, allows them to leverage insights and best practices to develop, manage and evolve their org.
- #11: This is not a process map or empl life cycle Meant to be a view of all the major elements involve in TM and how they fit together from an integrated perspective Your TM function may look very different – and aligned witrh yur org structure Start with talent strategy and business alignment at top ---this is a bus strategy not an hr strategy –how is your bus strategy moving forward All the elements in burgandy that go into a well developed --- elements needed to be addressed when you are developing a holistic talent mgt strategy WP in an integral part --- it is a critical part --- understanding segments – scope of your efforts --- who are key talent (leadership, pivotal roles, everyone)--- steady state or transitional state --- you have to know how you are segmenting out and what the targeted strategy We read from to to bottom --- it’ a flow of how you think about it!!! What is talent / shat are the segments / critical roles >> Wkfce Planning for those segments>> C&C Mgt – the common language of comunication across the processes, tools and systems – understand how it ties – that is C&C mgt ---- skills/behavios/backgrounds/profiles ---- should these be core comp’s … conduct a gap analysis and the outcomes are the middle layer – to fulfill on the gaps in C&C and Wkfce Planning and Talent Strategy The middle is what most folks view as Talent Mgt --- these are the things that will effect --- TA and TR (for a long time, many people thought these bookends were not part of talent mgt --- but this is changing … selecting based on gaps in skills and competencies, other bokeends rewards – need to tie to the strategy and the competencies you value --- ensure that employees meet the perf expectations alignment of perf and total rewards Bookends --- processes have inputs and outputs --- all boxes in the middle are inter-linked!! These key elements in the middle are the processes and elements that comprise your talent programs and solutions Leaning and capability development at the bottom --- just as in WP we assess capabilities and identify gaps --- L&CD – my goal is to increase capabilities --- foundational supporting structure fo all the other talent mgt processes – that is what you incest in as the lifeblood of talent mgt Learning capab’s are not process driven so that’s another why it is more of a foundational piece 03/01/11 (c) Bersin and Associates
- #12: 03/01/11 (c) Bersin and Associates
- #14: 33% are willing to sacrifice to features and only 21% are not.
- #17: Assume revenue per employee = $150k HR service delivery costs = $2k per employee 50 HR Dept staff for 5,000 employee company (100 to 1) Fully loaded turnover cost per employee = 1 x Salary/Bens Turnover in this example went from 12% to 9.6%, or 20% reduction 03/01/11 (c) Bersin and Associates
- #22: 03/01/11 (c) Bersin and Associates
- #23: 03/01/11 (c) Bersin and Associates
- #26: 03/01/11 (c) Bersin and Associates
- #27: Only three years ago, many considered on-demand to be a delivery model for the midmarket – incapable of scaling and providing the level of security appropriate for large organizations. That is no longer the case, as organizations of all sizes are implementing on-demand solutions and have provided strong testimonials on their satisfaction with their delivery choices. In response to the increased acceptance, the HR solution providers that only offered their solutions in an on-premise delivery model have either already launched an on-demand option as their midmarket solution or are in the process of migrating customers to a new version of their products in an on-demand delivery model. No matter the organization size, the business case for on-demand is compelling. The following list provides the most commonly cited benefits: 03/01/11
- #46: Selection, deployment, integration, optimization, standardization (where appropriate) Best performing companies in the world fully leverage the creativity, productivity and commitment of their workforce … and typically ranks in the Top 10% in retention, revenue per employee/productivity and employee satisfaction (correlates with customer satisfaction) Not only about compressing time to hire ---since what’s so great about hiring the wrong person faster?