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#talentmindset
© 2012 Bersin & Associates | All rights Reserved
                                                   #talentmindset
Welcome & Introductions

      Kim Lamoureux
      Senior Director, Research Practices and
      Principal Analyst, Talent Acquisition
      Bersin & Associates


      Bersin & Associates is the leading global provider of best-practices,
      trends, and benchmarking research in talent management, learning,
      and strategic HR.
      60% of the Fortune 100 are Bersin & Associates research members,
      with more than 17.5 million employees managed by HR teams using
      Bersin Research.

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Agenda
       Business Challenges
       Research Overview
       Talent Acquisition Investments
       Sourcing Strategies
       Quality of Hire
                   • The Role of Employment Brand

       Wrap-Up and Q&A




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Business Challenges




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Top Business Challenges
                                                                                0%   10%        20%          30%          40%          50%

                                                                                                                               40%
                Need to reduce operating expenses                                                                                42%

                                                                                                           24%
                                 Expansion into New Markets                                                              35%

                 Launching many new products and                                                          23%
                            services                                                                        25%

                                                                                                                          37%
                                     Urgent need for innovation                                            24%
                                                                                                                                             Q4 2010
                                                                                                           25%
      Significant change in business strategy                                                        20%                                     Q3 2011


                                                                                                                   31%
                   Change in regulatory environment                                                 19%

                                                                                                                   31%
                                    New To Management Team                                     16%

                                                                                              15%
                                          Severe market downturn                               16%

                                                                                           11%
                              Major business Restructuring                                    14%
Source: Bersin & Associates TalentWatch Q4 2011, n-278
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Global Talent Deficit
      The Cultural Revolution
        created a “missing                                                                       India Graduates Millions, but
   generation” of talent between                                                                 Too Few Are Fit to Hire
   40-55, so expatriates fill most
           jobs at the top                                                                       75% of technical graduates and 85%
                                                                                                 of general graduates in India are
                                                                                                 unemployable by India’s high-growth
                                                                           Regional Leadership
                                                                                                 industries, including IT and call
                                                                                                 centers.
    Young workers flooding the
    marketplace, yet most have
       inferior preparation,                                               Country Leadership
   language skills, and technical
               skills.
                                                                           Middle Management

                                                                                                 “We are entering the era of
                                                                                                 unparalleled talent scarcity, which
                                                                                   Entry Level   will put a brake on economic growth
                                                                                                 around the world, and will
                                                                                                 fundamentally change the way
                                                        China                                    we approach workforce challenges.”




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Top Challenges in Minds of HR
      Gaps in the leadership                                                   Need to re-engage
      pipeline and need for                                                    workforce to drive
      new leadership models                                                    performance
                          74%                                                                       60%




      Reskilling of workforce                                                  Difficulty filling key
      for new business                                                         positions and reduction
      environment                                                              in quality of hire
                          56%                                                                         44%



      Desire to transform HR                                                   Need to improve skills
      into a more strategic,                                                   of HR team and
      business-driven                                                          competencies in new
      operation                                                                disciplines/technologies
                           65%                                                                      71%



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Top Challenges in Minds of HR
      Gaps in the leadership                                                   Need to re-engage
      pipeline and need for                                                    workforce to drive
      new leadership models                                                    performance
                          74%                                                                       60%




      Reskilling of workforce                                                  Difficulty filling key
      for new business                                                         positions and reduction
      environment                                                              in quality of hire
                          56%                                                                         44%



      Desire to transform HR                                                   Need to improve skills
      into a more strategic,                                                   of HR team and
      business-driven                                                          competencies in new
      operation                                                                disciplines/technologies
                           65%                                                                      71%



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Research Overview




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Talent Acquisition Factbook Study
  June-July 2011 survey
   of 414 U.S.                                                               Key Metrics
   organizations                                                              Cost per Hire

  Qualitative interviews to                                               TA Staffing per Hire

   understand current
                                                                           Budget Allocations
   practices
                                                                           Applicant Volumes
  Key benchmarks and
                                                                           Recruiter workloads
   trends by company size
   and industry                                                                Time-to-fill

  Data for HR and                                                           Quality of Hire
   recruiting managers to
                                                                                                  http://www.bersin.com/Practice/Detail.aspx?id=15006
   make investment
   decisions
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TA Spending & Staffing Rose in 2011
      U.S. companies increased their recruiting budgets and headcount




                                                   Talent acquisition spending is up
                  6%                                     6% over 2010 levels.




                                                   Full-time staffing increased 11%.
                                                     And approximately half of all
                    11%
                                                     companies hired additional
                                                              contractors.


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Early Signs of Job Market Growth


                                                                           Large provider of engineering an
                                                                            operations services doubles its
                                                                             talent acquisition spending –
                                                                           adding 3,400 new hires globally.



        Accenture’s hiring
       estimated to exceed
     60,000 this year – a 28%
     increase in total staffing.


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Spending per New Hire
      Large companies leverage technology and size to lower costs.
           Companies spend nearly $3,500* per new hire, on average.




                                                                                Small = 100 to 999 employees
                   * Spending figures include TA staff payroll, systems,
                                                                                Midsize = 1000 to 9,999 employees
                     advertising, sources, and travel.                          Large = 10,000+ employees
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Answer: Which industry has the
      highest cost-per-hire metric?

         Manufacturing
         Business services
         Retail
         Healthcare




                          Heavy spending on agencies, with hard to fill positions:
                              engineers; technicians; skilled trade workers.

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Sourcing Strategies




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Where’s the Money Going?
        Agencies and job boards get the largest funding
           Nearly 30% of the talent acquisition budget goes to agencies.




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Answer: What source is used to fill the
      most positions?

       Employee referrals
       Professional networking sites
       Internal candidates                                                     Each fills 19% of open
                                                                                job requisitions
       Job boards




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Where’s the Biggest Bang for the Buck?


                    Percent of spending…




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Where’s the Biggest Bang for the Buck?
        Agencies take 29% of funding, but fill just 8% of positions.


                    Percent of spending…                                        Percent of jobs filled…




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Changes in Sourcing Strategies


                                                        Agencies – ½ of US firms decreased
                                                          their agency spending in 2011

                                                        Job boards – not dead, but at risk



                                                        Professional networking
                                                        Social media
                                                        Internal mobility
                                                        Employee referral programs




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Tapping the Employee Base: Talent Mobility

                                                                                                            Coaching
           Succession                                                                                      Assessment
           Management
                                              ORGANIZATION                             INDIVIDUAL
                                                      NEEDS                          NEEDS / DESIRES
                       VALUES

               STRATEGIC
                                                       DESIRED
               INITIATIVES                         COMPETENCIES                                       ANNUAL
                                                                              Individual
                                                    (KNOWLEDGE,                                       GOALS
                 DESIRED                                                    Development DEVELOPMENT
                BUSINESS
                                                      BEHAVIOR,             INDIVIDUAL     NEEDS
                                                                             Plan (IDP)               MOBILITY
               OUTCOMES                                SKILLS)             DEVELOPMENT
                                                   OPEN POSITIONS            PLAN (IDP)  STRENGTHS    CAREER
                                                                                                      ASPIRATIONS
                                                         &
                       MISSION
                                                   OPPORTUNITIES
                           VISION


                                                             Organizational
      Strategic                                                Planning /              Career          Performance
    Competencies                                             Restructuring           Management        Management

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Tapping the Employee Base: Referrals
       All employees are ambassadors of your company

       Benefits
        Generates higher quality candidates – employee’s
         reputation on line
        Increases passive candidate pool
        Replaces more expensive recruitment channels
        Helps for highly specialized positions - source for
         obtaining hard-to-find candidates

       Referrals
        Are less expensive to recruit and more qualified
        Stay at your company longer
        Adapt to the company culture more quickly                              Referral bonuses are
                                                                                 $500 to $4,000 on
        Take less time to find
                                                                                      average
        Accept offer more readily
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Improving Quality of Hire




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Measuring Quality: New Hire
      Assessments

                                                                                 90-day assessments are
                                                                                  the most common
                                                                                 Assessments provide
                                                                                  insights into hiring quality
                                                                                  and spotlight issues with
                                                                                  onboarding,
                                                                                  development and
                                                                                  management processes.




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Measuring Quality: Manager Surveys

                      How well did candidates match the needs of the position?




How satisfied                                                                                 How could the
are you with the                                                                              process be
recruiting                                                                                    improved?
process?



          How would you rate the new                                            Would you rehire this
          hire’s contribution to date?                                          candidate?

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Measuring Quality: Candidate Surveys
                        How well did the position match the job description?



      How satisfied                                                                      How could the
      are you with the                                                                   process be
      recruiting                                                                         improved?
      process?




          How well were you kept informed                                       Would you recommend this
          throughout the process?                                               company to a friend?

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Measuring Quality: Turnover
      1 in every 8 new hires leaves within the first 12 months.
           Large businesses have highest new hire turnover at 17%.




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Improving Quality of Hire
      Doesn’t Start with Recruitment




                                                                  Recruitment
                        Job                              Sourcing, Screening, Assessing,
                       Profiles                    Interviewing, Selecting, Hiring, Onboarding




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Improving Quality of Hire
      Starts with Understanding the Business

           Talent Acquisition Strategy                                     Candidate Relationship Management

              Candidate                                   Succession          Transferrable            Labor
              Audiences                                   Management              Skills               Market

                 Job                                              Recruitment                          Tools &
                Analysis                                 Sourcing, Screening, Assessing,             Technology
                                                   Interviewing, Selecting, Hiring, Onboarding
                                                                                                        TA Org
              Workforce
                                                            Workforce                    Metrics &     Structure
              Segments                                                      Business
                                                             Planning                    Analytics
                                    Outsourcing                             Alignment                   Training
                 Employment Brand                                 Candidate Experience        Recruiting Culture




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Improving New Hire Quality
      The Significance of the Employment Brand

                                                                                 Employment branding
                                                                                  helps to attract the right
                                                                                  candidates.

                                                                                 Employee value
                                                                                  proposition (EVP) fosters
                                                                                  recruitment AND retention.

                                                                                 Employees are your brand
                                                                                  ambassadors.

                                                                                 Retail and healthcare have
                                                                                  highest spend in this area.

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Improving New Hire Quality
      Now Look at Recruitment Practices

                                                                                       Large healthcare system
                                                                                 implemented pre-hire assessments
                                                                                to improve productivity and quality –
                                                                                   cutting new hire turnover in half.


                                                Multi-national food and agriculture
                                              distributor adopted reference checking
                                            solution to improve hiring decisions – and
                                            reduced time spent from 5 days to 2 days.

                                               R.J. Reynolds implemented video interviewing
                                                 technology – and has improved candidate
                                                    quality, with no change in time-to-fill.

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Improving New Hire Quality
       Using Social Technology
                                                      Technology Trends


                             Mobile                                              Collaboration



Employee                              Big Data
Social Performance                    Analytics
Management                   Global Clouds
          Growth by Acquisition
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Improving New Hire Quality
      Gamification in Interviewing
                                                     Technology Trends


                            Mobile                                              Collaboration


                                           Big Data
Social Performance                         Analytics
Management
 Job Candidate
                                  Global Clouds
               Growth by Acquisition
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Improving New Hire Quality
      Training Gives Quality a Boost

                                                                            Most organizations teach
                                                                             hiring managers the do’s and
                                                                             don’ts.
                                                                            Smart organizations provide
                                                                             interviewing tools, guides
                                                                             and training to hiring
                                                                             managers.
                                                                            Many recruiters also need to
                                                                             build skills in using recruiting
                                                                             tools and systems effectively.



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Wrap- Up




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Closing Thoughts

       Talent Acquisition is bigger than recruiting

       Recruiting begins with your employment brand

       Identify the right metrics and use them to continuously improve
        your recruiting practices
                   • Are your spending and staffing in line with industry standards?

                   • Are you investing in the most productive and cost-effective
                     sources?

                   • Could recruiters be more productive with better tools, systems,
                     training or compensation?

                   • If new hire quality is low, how can it be improved?
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Question & Answer Session
                     Download the complimentary Bersin & Associates
                        Research Reports at pinstripetalent.com


                                                   Investments in Recruiting:
                                                   Getting the Most of Your Sourcing Dollars



                                                   Recruiting Analytics:
                                                   Key Metrics and Approaches for
                                                   Improving Quality of Hire

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Pinstripe Presents: Corporate Recruiting - How Does Your Organization Measure Up?

  • 1. #talentmindset © 2012 Bersin & Associates | All rights Reserved #talentmindset
  • 2. Welcome & Introductions Kim Lamoureux Senior Director, Research Practices and Principal Analyst, Talent Acquisition Bersin & Associates Bersin & Associates is the leading global provider of best-practices, trends, and benchmarking research in talent management, learning, and strategic HR. 60% of the Fortune 100 are Bersin & Associates research members, with more than 17.5 million employees managed by HR teams using Bersin Research. HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 2 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 3. Agenda  Business Challenges  Research Overview  Talent Acquisition Investments  Sourcing Strategies  Quality of Hire • The Role of Employment Brand  Wrap-Up and Q&A HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 3 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 4. Business Challenges HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 4 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 5. Top Business Challenges 0% 10% 20% 30% 40% 50% 40% Need to reduce operating expenses 42% 24% Expansion into New Markets 35% Launching many new products and 23% services 25% 37% Urgent need for innovation 24% Q4 2010 25% Significant change in business strategy 20% Q3 2011 31% Change in regulatory environment 19% 31% New To Management Team 16% 15% Severe market downturn 16% 11% Major business Restructuring 14% Source: Bersin & Associates TalentWatch Q4 2011, n-278 HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 5 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 6. Global Talent Deficit The Cultural Revolution created a “missing India Graduates Millions, but generation” of talent between Too Few Are Fit to Hire 40-55, so expatriates fill most jobs at the top 75% of technical graduates and 85% of general graduates in India are unemployable by India’s high-growth Regional Leadership industries, including IT and call centers. Young workers flooding the marketplace, yet most have inferior preparation, Country Leadership language skills, and technical skills. Middle Management “We are entering the era of unparalleled talent scarcity, which Entry Level will put a brake on economic growth around the world, and will fundamentally change the way China we approach workforce challenges.” HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 6 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 7. Top Challenges in Minds of HR Gaps in the leadership Need to re-engage pipeline and need for workforce to drive new leadership models performance 74% 60% Reskilling of workforce Difficulty filling key for new business positions and reduction environment in quality of hire 56% 44% Desire to transform HR Need to improve skills into a more strategic, of HR team and business-driven competencies in new operation disciplines/technologies 65% 71% HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 7 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 8. Top Challenges in Minds of HR Gaps in the leadership Need to re-engage pipeline and need for workforce to drive new leadership models performance 74% 60% Reskilling of workforce Difficulty filling key for new business positions and reduction environment in quality of hire 56% 44% Desire to transform HR Need to improve skills into a more strategic, of HR team and business-driven competencies in new operation disciplines/technologies 65% 71% HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 8 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 9. Research Overview HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 9 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 10. Talent Acquisition Factbook Study  June-July 2011 survey of 414 U.S. Key Metrics organizations Cost per Hire  Qualitative interviews to TA Staffing per Hire understand current Budget Allocations practices Applicant Volumes  Key benchmarks and Recruiter workloads trends by company size and industry Time-to-fill  Data for HR and Quality of Hire recruiting managers to http://www.bersin.com/Practice/Detail.aspx?id=15006 make investment decisions HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 10 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 11. TA Spending & Staffing Rose in 2011 U.S. companies increased their recruiting budgets and headcount Talent acquisition spending is up 6% 6% over 2010 levels. Full-time staffing increased 11%. And approximately half of all 11% companies hired additional contractors. HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 11 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 12. Early Signs of Job Market Growth Large provider of engineering an operations services doubles its talent acquisition spending – adding 3,400 new hires globally. Accenture’s hiring estimated to exceed 60,000 this year – a 28% increase in total staffing. HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 12 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 13. Spending per New Hire Large companies leverage technology and size to lower costs. Companies spend nearly $3,500* per new hire, on average. Small = 100 to 999 employees * Spending figures include TA staff payroll, systems, Midsize = 1000 to 9,999 employees advertising, sources, and travel. Large = 10,000+ employees HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 13 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 14. Answer: Which industry has the highest cost-per-hire metric?  Manufacturing  Business services  Retail  Healthcare Heavy spending on agencies, with hard to fill positions: engineers; technicians; skilled trade workers. HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 14 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 15. Sourcing Strategies HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 15 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 16. Where’s the Money Going? Agencies and job boards get the largest funding Nearly 30% of the talent acquisition budget goes to agencies. HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 16 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 17. Answer: What source is used to fill the most positions?  Employee referrals  Professional networking sites  Internal candidates Each fills 19% of open job requisitions  Job boards HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 17 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 18. Where’s the Biggest Bang for the Buck? Percent of spending… HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 18 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 19. Where’s the Biggest Bang for the Buck? Agencies take 29% of funding, but fill just 8% of positions. Percent of spending… Percent of jobs filled… HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 19 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 20. Changes in Sourcing Strategies Agencies – ½ of US firms decreased their agency spending in 2011 Job boards – not dead, but at risk Professional networking Social media Internal mobility Employee referral programs HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 20 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 21. Tapping the Employee Base: Talent Mobility Coaching Succession Assessment Management ORGANIZATION INDIVIDUAL NEEDS NEEDS / DESIRES VALUES STRATEGIC DESIRED INITIATIVES COMPETENCIES ANNUAL Individual (KNOWLEDGE, GOALS DESIRED Development DEVELOPMENT BUSINESS BEHAVIOR, INDIVIDUAL NEEDS Plan (IDP) MOBILITY OUTCOMES SKILLS) DEVELOPMENT OPEN POSITIONS PLAN (IDP) STRENGTHS CAREER ASPIRATIONS & MISSION OPPORTUNITIES VISION Organizational Strategic Planning / Career Performance Competencies Restructuring Management Management HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 21 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 22. Tapping the Employee Base: Referrals All employees are ambassadors of your company Benefits  Generates higher quality candidates – employee’s reputation on line  Increases passive candidate pool  Replaces more expensive recruitment channels  Helps for highly specialized positions - source for obtaining hard-to-find candidates Referrals  Are less expensive to recruit and more qualified  Stay at your company longer  Adapt to the company culture more quickly Referral bonuses are $500 to $4,000 on  Take less time to find average  Accept offer more readily HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 22 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 23. Improving Quality of Hire HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 23 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 24. Measuring Quality: New Hire Assessments  90-day assessments are the most common  Assessments provide insights into hiring quality and spotlight issues with onboarding, development and management processes. HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 24 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 25. Measuring Quality: Manager Surveys How well did candidates match the needs of the position? How satisfied How could the are you with the process be recruiting improved? process? How would you rate the new Would you rehire this hire’s contribution to date? candidate? HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 25 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 26. Measuring Quality: Candidate Surveys How well did the position match the job description? How satisfied How could the are you with the process be recruiting improved? process? How well were you kept informed Would you recommend this throughout the process? company to a friend? HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 26 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 27. Measuring Quality: Turnover 1 in every 8 new hires leaves within the first 12 months. Large businesses have highest new hire turnover at 17%. HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 27 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 28. Improving Quality of Hire Doesn’t Start with Recruitment Recruitment Job Sourcing, Screening, Assessing, Profiles Interviewing, Selecting, Hiring, Onboarding HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 28 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 29. Improving Quality of Hire Starts with Understanding the Business Talent Acquisition Strategy Candidate Relationship Management Candidate Succession Transferrable Labor Audiences Management Skills Market Job Recruitment Tools & Analysis Sourcing, Screening, Assessing, Technology Interviewing, Selecting, Hiring, Onboarding TA Org Workforce Workforce Metrics & Structure Segments Business Planning Analytics Outsourcing Alignment Training Employment Brand Candidate Experience Recruiting Culture HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 29 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 30. Improving New Hire Quality The Significance of the Employment Brand  Employment branding helps to attract the right candidates.  Employee value proposition (EVP) fosters recruitment AND retention.  Employees are your brand ambassadors.  Retail and healthcare have highest spend in this area. HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 30 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 31. Improving New Hire Quality Now Look at Recruitment Practices Large healthcare system implemented pre-hire assessments to improve productivity and quality – cutting new hire turnover in half. Multi-national food and agriculture distributor adopted reference checking solution to improve hiring decisions – and reduced time spent from 5 days to 2 days. R.J. Reynolds implemented video interviewing technology – and has improved candidate quality, with no change in time-to-fill. HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 31 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 32. Improving New Hire Quality Using Social Technology Technology Trends Mobile Collaboration Employee Big Data Social Performance Analytics Management Global Clouds Growth by Acquisition HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 32 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 33. Improving New Hire Quality Gamification in Interviewing Technology Trends Mobile Collaboration Big Data Social Performance Analytics Management Job Candidate Global Clouds Growth by Acquisition HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 33 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 34. Improving New Hire Quality Training Gives Quality a Boost  Most organizations teach hiring managers the do’s and don’ts.  Smart organizations provide interviewing tools, guides and training to hiring managers.  Many recruiters also need to build skills in using recruiting tools and systems effectively. HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 34 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 35. Wrap- Up HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 35 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 36. Closing Thoughts  Talent Acquisition is bigger than recruiting  Recruiting begins with your employment brand  Identify the right metrics and use them to continuously improve your recruiting practices • Are your spending and staffing in line with industry standards? • Are you investing in the most productive and cost-effective sources? • Could recruiters be more productive with better tools, systems, training or compensation? • If new hire quality is low, how can it be improved? HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 36 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 37. Question & Answer Session Download the complimentary Bersin & Associates Research Reports at pinstripetalent.com Investments in Recruiting: Getting the Most of Your Sourcing Dollars Recruiting Analytics: Key Metrics and Approaches for Improving Quality of Hire HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 37 #talentmindset © 2012 Bersin & Associates | All rights Reserved
  • 38. HOSTED BY © 2012 Bersin & Bersin & Associates All rights Copyright © 2009Associates | All rights| Reserved Reserved 38 #talentmindset © 2012 Bersin & Associates | All rights Reserved