The document introduces a new centralized sourcing strategy and model. It outlines objectives to streamline sourcing processes, ensure cost effectiveness, and align the sourcing model with company initiatives. The sourcing centralization process is divided into three phases - Visualize, Formulate, and Deploy - to optimize tools, define strategies, and promote continuous improvement. Accomplishments so far include implementing the new model across regions, educating teams on sourcing methods, and identifying opportunities to enhance diversity.
2. Objectives
• Introduce new sourcing strategy, model, centralization of processes
and implementation of the Sourcing Manager role into current TA
Processes.
• Streamline sourcing management process to ensure cost
effectiveness and ROI.
• Ensure that value proposition reaches every sourcing touch point.
• Successfully align new sourcing model under STAR program.
• Partner with relationship recruiters to deliver on CEA by improving
communication and recruitment process.
• Review time line for integration of new sourcing management
process.
• Review phases of integrating sourcing management process:
Visualize, Formulate, and Deploy.
• Seamlessly onboard associates by conducting a SWOT analysis and
gaining feedback on continuous process improvement.
3. Evolution of Strategic Sourcing
Sourcing Today
Skills Search
Strategic Sourcing
Evolution of Education on
Sourcing Sourcing Methods
Sharing of best
Search Engines
practices
Social Networking
Linking Sourcing
Sites
to Culture
Community based
Value Proposition
Sourcing searching
Yesterday Optimization of
Passive candidates
ATS
Keyword Search Diversity &
Data Mining Inclusion
Active candidates
“gut reaction”
4. Strategic Sourcing Defined
• A strategy that ensures successful delivery of
talented and diverse candidates via optimization of
tools and resources available and reduces the cost
to recruit them.
• A process of continuous improvement as the needs
of the market, candidate, recruiter and business
evolve.
5. Sourcing Centralization Phases
•Successfully onboard associates.
•Review Current State (SWOT Analysis).
•Define sourcing strategy.
•Centralization of data and processes.
•Review of 2008 sourcing budget.
Visualize •Contract negotiation with 3rd party vendors.
•Market analysis, Needs analysis, partnering with relationship recruiters to agree on requirements.
•Sourcing budget finalized.
•Implementation of new sourcing strategy and model.
•Ensure Optimization of the ATS system.
•Education of team on sourcing methodology.
Formulate •Improve diversity of talent by partnering with Talent Strategies and diversity partners.
•Promote continuous sourcing management process.
•Linking the Dynamic Organization to knowledge, skills, abilities.
•Identify gaps and development action plans.
•Diversity review and strategy.
Deploy
6. Centralized Sourcing Timeline
October November December
1 8 15 22 29 5 12 19 26 5 12 19 26
Phase II: Formulate
Line 1 Challenges?
Geographical differences
Phase I: Visualization Internal equity
Requirements Set Phase III: Deploy
Line 2 Resources
Stakeholder
Technology development and
innovation Gaps
Experience, knowledge, data?
Processes and systems Reactions
Innovative aspects?
How do we centralize data? Market Demands
Deadlines?
Line 3 Capabilities?
Obstacles faced?
Time scales? Reliability of data
Legislative effects?
ATS reporting
capabilities
Line 4
Line 5 On time!
7. Strategic Sourcing Model
Dynamic
•Assess Business Needs Organization •Refined Skill Search
•Queries
•Sourcer partners with relationship •Advanced Search Engine Search
recruiter to define requirements. •Market Analysis •ATS Optimization
•Skills identified for targeted search. •Candidate trends identified •Screening
•Strategy Defined •Delivery of candidates
STAR Centers of
Alliance Excellence
8. Phase I: Accomplishments
• Introduction of new sourcing strategy and model.
• Facilitate a market analysis, access needs of the
business, partner with relationship recruiters to agree on
requirements and capturing information.
• Improve CEA through partnership with relationship
recruiters to improve communication and candidate flow
process.
• Decrease the cost of sourcing by 15-20% by centralizing
approval process for job posting and negotiation of
national contracts with Monster and Careerbuilder.
• Implement a continuous and consistent sourcing
management process for the organization.
• Ensure compliance and alliance with STAR initiative.
• Drive consistency and efficiency by providing a central
location for resources, channels, and job aide tools.
• Effectively, onboard associates by performing a SWOT
analysis to gain team’s insight.
9. Continuous Sourcing Management Process
Community based
searching Ensure STAR Alliance
Assess Business Needs Social Networking Promote ideal CEA
Value Proposition
Sourcer partners with Refined Skill Search Delivery of Candidate
relationship recruiter to Advanced Search to Relationship
define requirements techniques Recruiter
Strategy Defined on Continuous Education
Market Analysis where to locate and Evaluation of
candidate? sourcing Methodologies
11. Phase II: Accomplishments
• New sourcing model and strategy implemented across
regions.
• Integration of value proposition at every sourcing touch point.
• Educate associates on sourcing methods to include:
Boolean, search engines
(Alltheweb, Google, Altravista, Yahoo, Live), social
networking, and job boards by facilitating a web-ex.
• Ensure optimization of ATS system through education, audit
(reviewing sourcing statistics), and sharing best practices.
• Improve diversity of talent by partnering with Talent Strategies
and key diversity partners.
12. ATS Optimization
Colleges, Othe • Strategic Sourcing
r Companies
Diversity, Job
Market
IAP, ARP
Monster
• Dynamic
Organization Careerbuilder
• Value Proposition Hotjobs
• Centers of
Excellence
• STAR Alliance
13. Phase III: Accomplishments
• Promote continuous sourcing management process.
• Implement continuous learning program within the sourcing
team. Utilization of SHRM and Monster webinars to stay
abreast of market trends, and candidate needs.
• Dynamic Organization infusion into the sourcing model by
linking the values and behaviors to knowledge, skills, and
abilities.
• Identify gaps and develop SMART goals for 2009.
• Audit process by review of ATS reports, check in with
relationship recruiters, feedback from partners and senior
leadership team.
14. Dynamic Organization Linked to Sourcing
• Integrate value proposition into every sourcing
touch point.
• Elevate level of sourcing by linking behaviors and
values to knowledge, skills, abilities.
• Partner with relationship recruiters to increase
candidate awareness of the Dynamic Organization
and business model during the recruitment process.
Leadership Associate Customer Business
Effectiveness Satisfaction Satisfaction Results
15. Dynamic Organization Linked to Sourcing
Ethics, Pride, Diversity,
Respect, Empowerment,
Customer Focus, Flexibility,
Openness, Common
Purpose
Attendance
Job Stability
Retail
Customer Interactions
Professional
Team Player
Technical
Conflict Resolution
Engineering
Selling Skills
Call Center
Turnover Risk (RSFI)
16. On-boarding: Assess, Inclusion, Education
Assess
• Schedule meeting to identify teams needs, concerns, and
suggestions regarding strategy, model, and processes.
• Conduct a SWOT analysis to identify
Strengths, Weaknesses, and Threats.
Inclusion
• Immediately involve team in phases of centralization of
sourcing processes, centralization of information, and
identification of best practices for search techniques.
• Identify project leads to drive phases of centralizing sourcing
strategy.
Education
• Promote consistency and continuous sourcing management
system, education on sourcing methods, and centralized
location for tools and resources available.
17. Successfully Onboard Team
Assess Needs (SWOT
Analysis)
Include Team
Members in Process
Educate Team
Members on
Sourcing
Strategy, Model, and
Methodologies.
Sourcing Team Output
18. Objectives Revisited
• Introduce new sourcing strategy, model, centralization of
processes and implementation of the Sourcing Manager role
into current TA Processes.
• Streamline sourcing management process to ensure cost
effectiveness and ROI.
• Ensure that value proposition reaches every sourcing touch
point.
• Successfully align new sourcing model under STAR program.
• Partner with relationship recruiters to deliver on CEA by
improving communication and recruitment process.
• Review time line for integration of new sourcing management
process.
• Review phases of integrating sourcing management process:
Visualize, Formulate, and Deploy.
• Seamlessly onboard associates by conducting a SWOT analysis
and gaining feedback on continuous process improvement.
Notas del editor
Strategic Sourcing Definition: Maximization of all tools and resources to continue to deliver the diversity of talent. Also, a consistent and continuous process that increases the pool of candidates but reduces the cost of recruiting them.
The business need is to centralize sourcing.Executive SummaryThe Talent Acquisition business opportunity presented here is centralization of sourcing processes across all regions. The involves developing a strategy that encompasses the understanding all sourcing touch points, centralization of resources that have been tested and proven to be effective, driving consistency through education of sourcing methodologies, formulating a value proposition, ensuring alignment with STAR, the Centers of Excellence, and improving CEA.
Use force field analysis and swot questions to edit timeline here
Improve CEA by streamlining process and allowing for one point of contact. This will entail elevation of sourcers skills in identifying talent without verbal contact with candidates. Provide Sample Spreadsheet for centralization of information
During Phase I: Meet with vendors to negotiate contracts that make sense for the entire organization. Ask for a national agreement. If you post 100 jobs per month at the current Monster rate. Taking a look at stats from compete.com, as of August 2008, Monster and Careerbuilder are close in visitors to their sites. This would cost around $300,000 annually. There was 3 million dollars spent last year. What resources were these dollars allocated?Other: Dice, Snag a Job, etc.
Provide Sample Training Presentation
My job is ensuring maintenance and optimization of the ATS system. Also, ensuring that we utilize all channels and resources available to build a talented pipeline. The sourcing group must be strategic in separating those that meet requirements and those that do not. Driving a consistent sourcing management process will help improve the pipeline of candidates within the ATS system.
One initiative that I would like to undertake is linking the values and behaviors to specific skills and behaviors that can be identified in the sourcing process. Linking the Dynamic Organization to candidate skills and behaviors will elevate the level of talent in the pipeline, help reduce turnover, and increase passion around culture.
Change is always difficult, but successful management of the process will help with the transition.
