Recruitment in the next decades, Talent Relationship Management (2015 update)

Corporate recruitment in the next decades
From: re-active “vacancy” recruitment
To: pro-active talent relationship management
Professional outlook by
Alexander Crépin
Talent Acquisition & Engagement
strategist, trainer & interim manager
www.TalenTTipper.nl an innovative TRM service

The winners of the near future
Agile companies
with direct, on demand access to
top talents, active & passive candidates
to meet or surpass customer demands
Alexander Crépin TalenTTipper.nl

Recruitment shift in focus
From:
Reactively filling vacancies

Recruitment shift in focus
To:
Talent Relationship Management
For:
Pro-active on-demand talent supply

Talent Relationship Management & WEB 2.0
Interactive internet / social media are a success
around the world
• Online professional & personal relationships are becoming “normal”
• Talents are used to the idea of social networking
• Tools supporting relationship building (Linkedin, Facebook) becoming common practice
• Online search technologies are improving
• Online options to get in touch like Skype etc. are getting more affordable
• Social Media via telephones ensure further growth of the online population
• Etc. etc.
Now it is becoming cost effective to proactively invest
in identifying top talents &
in development of a mutual beneficial work relationship

Talent Relationship Management & WEB 2.0
New social networking & database technologies are transforming the way
people ‘look’ for work
Web technology changed looking for & finding passive candidates
new rules around hiring & engagement emerge for
a new generation of independent, transient & ‘globalised’ workers in the knowledge economy
Z. Misko global director of Kelly Outsourcing & Consulting

Talent Relationship Management (TRM)
• Talent Intelligence (TI)
• Talent Engagement (TE) TRM = TI + TE + TP
• Talent Pool (TP)

TRM: Talent Intelligence
Knowing the Best to hire the Best
Finding talents around the globe for your Top Talent Pool
your talent pipeline
Ensuring on demand supply of top talents
in the areas that are key to your companies success
Develop a people assets portfolio for recruitment ROI
earn back periods for recruitment are getting shorter as life time employment is fading out

Identifying key roles, strategic positions
Who are you looking for?

potential
performance
Problem
Cases
To Early to Judge
Meeting
Requirements
Effective
Performers
Acknowledged
Talent
Irreplaceable
Professionals
High Performers
High Potentials
Your Top Talent Targets
Consider hard- & soft competencies

Resilient talents for agile companies
Main characteristics of talents to successfully cope with the dynamics of change
They are Positive, self confident about the world and self & able to
frame unknown into possibilities
Face reality head-on, labeling their setbacks, losses & disappointments for
what they are
They remain Focused during times of ambiguity and confusion
Being Flexible both internally in their thoughts & externally with others, so they
can create opportunities rather than see things in black or white
Being Organized to put order and structure to chaos They use their “energy
by putting systems and discipline to good use
Pro-active action driven & don’t wait – they make things happen
Eager to learn & share expertise & experience together for employability

Talent Intelligence
Talent Scouting, Identifying & Searching Top Talents
+
Talent Intelligence Framework development
• Target labor markets, target professions
• Demand & supply modeling
• Demand analysis, key roles, key competencies
• Talent supply demographics, internal & external
• Talent source tracking
• Identifying talent competitors, talent competition
• Insight in target talent expectations
• Ensuring a differentiating labor market positioning
• Testing your brand image
• Employer Value Position, Employer Branding
• Developing & fostering a talent scouting / referral culture
• Develop Talent Intelligence System, a Talent Bank, a Social Network
• Engage professions opinion leaders network
• Talent background / pre employment screening, talent assessment
• Etc.

Talent Intelligence
Make and/or buy
- Developing a Talent Intelligence Framework (TIF)
- Managing your TIF
- Top talent identification
- Searching top talent globally
- Screening talent
- Data / intelligence supply
- Professional Sourcing Partners around
the globe

Talent Intelligence
Never forget your internal talent base!!!
Offer succession opportunities
Take care of succession planning
NB
Referrals from employee networks are essential
If “outsiders” are “preferred”, the quantity & quality of employee
referrals will decline

TRM: Talent Engagement
The extent to which talents are emotionally &
rationally involved, motivated & committed to
work for or to be connected to your company

TRM: Talent Engagement
On-demand talent supply
DOES NOT MEAN
Talents are disposable assets !!

Life Time Employment is over
will be replaced by
Life Time Talent Relationships
Company
recruitment

Traditional Careers: Life time employment
Birth School Profession Professional edu Working & Training Pension
linear, destination based model, job security
“What would you like to be?”
Employer
Life time employment
Job 1 Job 2 Job 3 Job 4
Assessment & choice

Birth
School
Work
Work
Work
Training
Education
Training
Training
Education
Pension
Sabbatical
Today: Careers become like a journey
It is estimated that today employees change jobs 20 or more times & will change career fields at least 7 times during their work life.
• Career paths less linear
• Careers less organizational, more employers
• Future employability less certain
• End of job, exit = new phase in relationship
• “Returning” to previous employers becoming “normal”
being employed several times, but non sequentially

Modern Career Paradigm
Main Challenges
Employers : Employer of choice, Talent Magnet
Talents : Employ & Employability
How?
Life Time Talent Relationships development

Employer of Choice talent magnet
Employer Value Position check
Interest Value:
The extent of attractiveness because of the excitement of the work & work environment
Social Value:
Attraction based on a collegial work environment with good team atmosphere
Trust value
Transparent open organization, you get what you see, clear communications, social media savvy
Economic Value:
Attraction based on salary and benefits & businesswise a steady ROI performer
Development Value:
Based on recognition of work and career-enhancing opportunities
Application Value:
The talent’s ability to apply the learned & to teach others & interact with customers
Stakeholder / community value:
The to be part of an organization with a responsible “citizenship” culture of giving, caring & sharing

Talent Engagement
Relationship building
Trust, showing, sharing, doing, communicating are key
• Vision, purpose, clear perspectives & expectations
• Building trust, start giving without asking
• Making your employer value position alive, quality
• Invest in mutual talent relationship development
• Share & exchange business information, resources
• Participating, be open to external input
• Career care & support, development/learn options
• Meeting each other, (virtual) career round-up talks
• Alignment of all HR practices to support & reinforce engagement

www.ailo.nl
Having Talent Dialogues
a continuous interactive (online) process

TRM: Talent Pool / Community
Developing & managing a network of talents
- with specific qualities to meet or surpass customer demands
- committed / open to help you and/or to work for you
- ensuring direct & easy access to these talents for on demand
talent supply

o is likely a network a pipeline of potential
talent not yet applicants, but very well could be someday
o an interactive group of people joined
together by a common interest or affinity
o all members can have a conversation (listen & share) with
another members

TRM: Talent Pool / Network
4 different types of communities
o Talent networks
o Company-branded communities
o Profession-based communities (of practice)
o Hybrid communities (branded & profession-
based)

Next generation talent communities
are about UNITING all of the existing fragmented
populations and conversations around an organization
Produce a more holistic visibility into the talent
ecosystem, in the overall talent pipeline ….

Talent Pool / Community
Top Talent Pipeline of Connected Talents
Engaged for a life time talent relationship

Talent Pool Tools
To make your community easy accessible for
users & easy to give and exchange information
Make /use a relationship platform that supports both sides of the relationship

…...the world is becoming too fast,
too complex & too networked for any
company to have all the answers
inside …. (Yochai Benkler)
Expanding your options to meet or surpass
customer demands

Not all smart people in
the world are working
for you
You need to keep looking outside
Bill Joy, founder, Sun Microsystems
Remember !

….. We have lot of smart people at SAP, but
we don’t have all of the smart people
We want to hear insights from others, especially from our customers and partners. Maybe a
manufacturer in Mexico can help a chemical company in India apply some operational best
practices or use their SAP software in a different way………..

Tapping the "wisdom of the crowd"
Answering customer demands is no
longer confined within company walls!

Almost all smart people
around the world could
work WITH you
share expertise & experience
co-create, co-produce
advise
We now have global platforms for free collaboration
(Don Tapscott)
Not all smart people work for you

Internal
External
inside & outside the organization
the borders are blurring between these two
check your workforce paradigm
Inside
Outside

TRM holistic agile workforce model
HR Human Relations based
Combining a core group of permanent employees
with a contingent workforce of connected talents
• temporary employees
• independent contractors
• consultants
• alumni
• all other identified stakeholders that could support you to meet
& surpass your customer demands
It helps to manage more closely workload volumes, labor costs, diversity ambitions and on demand sourcing of key resources!

Timely sourcing of scarce/strategic resources
• Vacancies, a screened candidate pipeline
• Tapping expertise, specific know how
• Tapping experience, operational context
• Access to people “Politically” need to know for network
• Temporary, ad hoc work arrangements
• Specific tasks of limited duration
• Flexibility & diversity needs
• Sharing resources, co-creation, co-production
• Inplacement, outplacement ………

Talent pools & communities are a new
breed of infrastructure designed to
support the real organization!
Talent pools holistically will be:
o sourcing or recruiting solutions
o communications or marketing solutions
o training or workforce development solutions
o collaboration or productivity enhancement solutions

Beware of the talent pool becoming
NOT just a database of resumes!!
Communication should be taking place from:
o recruiter-to-candidate
o candidate-to-recruiter
o candidate-to-candidate!

Talent Relation Management
is done together & requires direction
to optimize ROI

TRM not a “shortcut” route
• Building a talent pool / community / network
takes time & effort
• Challenge: making them organic & self-
sustaining
• Members driving the dialogue about what the company
does and how it does it and why it could be a great place to work
• The shared content drives affinity, loyalty and ultimately, increased
applications and referrals
• Gives recruiters visibility into that most nebulous — but most important —
consideration of all: organizational / cultural fit

TRM some (HR) implications
• A focus on top performers
• Mindset = employees don’t intend to stay but like to work for you
• Work out a succession plan, including possible rehire options
• Engage and challenge your top performers to keep them as long as you can
• Conduct off-boarding interviews
• Have an employer branding & engagement team in place
• Keep in touch using an alumni program, or social media community program
• Use workshops & offer training to top alumni to engage them
• Have a boomerang rehire program in place
• Plan for some returning for contingent work
• Don’t forget your retired talent for post-retirement work

With TRM recruiters add value
by structurally improving companies
- agility
- people assets portfolio
- competitive talent advantage
- innovation & problem solving capabilities
by offering opportunities to talents
- to build agile sustainable work relationships
- to work & to earn a living

Always remember
It’s is about People & Trust!
Alexander Crépin

Call
Alexander Crépin
+ 31 (0) 653 641 905
http://nl.linkedin.com/in/alexandercrepin
www.twitter/alexandercrepin
Interested in
Talent Relationship Management ?
I help you to succeed

How I can help you:
– Explore how TRM can make your organization more agile
– Explore how TRM can increase your recruitment ROI
– Develop a customized TRM recruiting strategy
– Make the transition towards TRM based talent supply
– Train & coach your recruiters to work along the TRM model
– Develop a Talent Intelligence Framework
– Talent Intelligent Services via Top Talent ReSearch Center in
Slovakia & international network of executive researchers
– Building your in-company Talent Bank / Talent Pool
– Outsourcing of your Talent Bank for specific job roles
Alexander Crépin

Thank You
Thank you
Dank u wel

End!

Recruitment in the next decades, Talent Relationship Management (2015 update)

Recomendados

Recomendados

Más contenido relacionado

La actualidad más candente

La actualidad más candente (20)

Destacado

Destacado (20)

Similar a Recruitment in the next decades, Talent Relationship Management (2015 update)

Similar a Recruitment in the next decades, Talent Relationship Management (2015 update) (20)

Más de Alexander Crépin

Más de Alexander Crépin (20)

Último

Último (20)

Recruitment in the next decades, Talent Relationship Management (2015 update)