1. GET „EM
KEEP „EM
GROW „EM
A Texas BBQ of Integrated Talent Management
Dan Medlin
Talent Acquisition Leader
Samsung Austin Semiconductor
Scott Beardsley
Market Manager
Technology Navigators
Austin, Texas – June 2013

2. Menu
for
Today
7:00 am Breakfast
7:30 am Ice Breaker
7:45 am Speaker Intros
8:00 am Program Overview
8:15 am Get „Em Exercise
8:30 am Get „Em Presentation
9:15 am Break
9:30 am Keep „Em Exercise
9:45 am Keep „Em Presentation
10:30 am Grow „Em Exercise
10:45 am Grow „Em Presentation
11:30 am Overview / Wrap-up
11:45 am Lessons Learned / Questions

3. Ice-Breaker
 Split into dyads or triads
 Interview each other for 5 minutes
 Background
 Education
 Key Work Experience
 3 Unique Talents
 Report-back: Pitch your candidate to us for
the role of “Director, Human Resources”

4. Speaker Intros
 Dan Medlin
 Talent Acquisition
Leader
 Samsung Austin
Semiconductor
 Scott Beardsley
 Market Manager
 Technology
Navigators
Dan Medlin Scott Beardsley

5. What is Integrated Talent
Management? Branding
Recruiting
Onboarding
Compensating
Benefiting
Culture-
building
Performance
Managing
Career-
Planning
Promotion and
Succession
Get
„Em
Keep
„Em
Grow
„Em

6. Supplemental Thoughts
 You will not be able to hire a
champion for every stage in
the ITM process, so look for
overlapping skills to
determine where you can
combine roles.
 Some of the roles in ITM are
clearly not
complimentary, and the same
person should not be doing
both roles.
 For Example, Recruiters
should not be managing
compensation and/or
benefits, nor should Comp &
Benes people be asked to run
Recruiting.
 In companies with a very
small HR team, some roles
need to be outsourced.
 Some of the stages of ITM
have purposeful overlaps.
 The ITM process does not
always have neat and tidy
beginnings and endings.
 Some ITM best practices start
in an early stage, and are
picked up again in a later
stage
 For example, the 30-60-90
day plan should begin as
early as selection and on-
boarding, and picked back up
again during performance
management.

7. 1. What are the 3 key stages in “Get „Em?”
2. Who are the key champions of these
processes?
3. What are the Tools you need to Get
„Em?
4. What are the main roadblocks you have
seen to Getting „Em?
Pre-Training Exercise

8. Get „Em – Part 1 –Branding
Image
Reputation
Culture
People
• Dynamic and creative
• Marketing Skills
• Networked
Process
• Community Engagement
• Advertising
• Great Work Place
Tools
• Social Media
• Traditional Media
• Events & Programs

9. Why do Branding?
 Employer branding reflects an
organization‟s strategy to
intentionally create a specific
perception of employment at the
company.
 Employment branding is
important for companies that
desire a competitive edge in
recruitment and employee
retention.
 Employment branding helps to
define corporate culture, cultivate
company values and strategically
deliver an organization‟s
message.
 While there are many ways
to develop them, effective
employment branding
strategies will require
some variation on the
following questions:
 Are you an employer of
choice?
 What are the selling
points of your company?
 Why would a candidate
CHOOSE to work for
you?
Why Do Branding Key Questions to Ask:

10. Documenting your Brand
 Develop a brief statement on your
history, industry, products/services.
 Describe the industry experience, business prowess and personality
of your top leaders.
 State the core principles / values of your company.
 Provide the vision statement of your company
 How do you want your company culture described?
 How do various levels of employees describe working at your
company… do you have some quotes, testimonials, results from
employee surveys?
 What “quality of life” perks come with employment at your
company?
 In what ways is your company involved in the communities where
you have a presence?
 Generally, where do your compensation ranges fall against market
rates?
 Provide a high-level description of your benefits package.

11.  Have you benchmarked your
company against your
competition for various classes
and types of employees with
regard to your company
culture, perks, compensation and
benefits?
 If yes, how do you fare?
 If no, how do you think you fare?
Using Social Networking Tools
 Linkedin Profile
 Facebook page
 Twitter Updates
 GlassDoor
Using Social Networks
Branding Best Practices
 Integrate your authentic culture into
your employer branding and job
marketing
 Get an accurate image out online
and in the public‟s eye, using
photos, video, audio and eye-
catching graphics.
 Use testimonials of current
employees, from the “bottom” to the
“top.”
 Use the most current events. Show
your engagement in the
community, as well as in-house.
 Show your employees in all of the
various work-settings possible in your
firm.
 Your Great Workplace is just as
important as your great online image.
 Branding professionals should be
Image Benchmarking your Brand

12. Promoting the Employer Brand
 In all your communications, especially discussion-
board posts and bloggings, provide hyperlinks to
company website(s) and press releases to increase
viral networking
 “Re-Tweet”, blog about and discuss Press
Releases, public news or blog posts that contain
positive information about the company
 HR Generalists, specialists and recruiters should take
lead in online networking and promotion of the
Employer Brand
 Whenever we identify other employees on networking
sites, we should connect 1:1 to increase our network
strength.
 Employees with strong online networks (especially
employees in sales, marketing, etc.) can be coached
How is the message spread?
- IT’S A VIRUS!!

13. Get „Em – Part 2 – Recruiting
Know
Yourself
Know Your
Talent
Win
People
• Curious and Competitive
• Sales Skills
• Networked Negotiators
Process
• Job Development
• Candidate Sourcing
• Attraction and Acquisition
Tools
• Applicant Tracking
System
• Job Boards
• Social Media

14. Recruiter
DNA
Curious
Problem-
Solver
Root-Cause
Salesperson
Coach
Advocate
Mediator
Match-Maker
Process-
Driver
Sense of
Urgency

15. Recruiting Best Practices
 World-Class ATS
 All Social Media
 Best Job Boards
 World-class Careers
Website
 Reliable Email
 Integrated
Calendaring
 Structure (i.e. 4S
Model – other
frameworks)
 Linked to forms and
tools
 Linked to Person
accountable
 Labeled with time
allowed
T e c h n o l o g y B u s i n e s s p r o c e s s

16. Recruiting Best Practices
 Daily (at beginning), then
Weekly status meetings
 Virtual meetings as
needed
 Executive Queries
 Hiring Manager interviews
 Team checks
 Roles and Responsibilities
 Accountability
 Agile Processes
 Understand your company
needs, projections, future
development, culture, trends
and recruiting competiveness.
 Meet and build relationships
with EVERY hiring manager
 Understand all open
requirements in the
organization and the priority
of various recurring openings
 Engage key internal talent in
the recruiting, interviewing
and selection process, but not
to the point of slowing the
process to a crawl.
Recruiter SCRUM Meetings Know your Business

17. Recruiting Best Practices
 Draw in candidates to pipeline
 Sell Company – add sizzle
 Thorough, but no red tape
language
 Nice-to-have vs. Must-have
 Post the compensation range
 Detail the benefits
 Sell the longevity
 Include EEO and VETS
compliance statement
 No discriminatory language:
implications toward
age, race, gender, etc.
 Consider internal candidates
first
 Consider training and
promoting from within first
 Consider relocations across
the enterprise vs. the cost of
hiring and training locally
 Every candidate/resume has
potential value, as a future
hire or to refer elsewhere
within the organization or to
vendors, partners or business
network contacts
Job Postings Cross Polinization

18. Recruiting Best Practices
• If the hiring manager does not
know that you worked on his job
today, then your work is not done
today.
• The compensation conversation
begins with the first candidate
call, and continues until the offer
is accepted.
• Address Red Flags early
• High maintenance candidates will
be high maintenance employees
• Always Be Closing
• Time kills deals
• Sell your company
brand
• Know your business
(technology, processe
s, future)
• Eliminate unmatching
candidates fast and
bring in matching
candidates just as
fast
Daily Mantras Recruiter STARs

19. S 4 Methodology :
Staging Sourcing Screening Selection
 Phase of
requisition for
the scope of
acquiring the
resource.
 Expectations
are set
 Phase where
resources are:
 Searched
 Prescreene
d
 Submitted
 Phase of
facilitating the
process:
 Prepping
 Scheduling
 Advising
 Communicati
ng
 Phase of
assisting the
client and the
candidate reach
an agreement.

20. Recruiting Business Process
Onsite Interview
Collect Interview Evaluation
Forms and Hiring Decision
Open Job in ATS
Request Personnel
Technical Phone
Screen
Recruiter Phone
Screen & Interview
Scheduling
Request Offer
Offer Created
and Approved
Requisition
Approval
Recruiting Kick-
off Meeting
Candidate
Sourcing
Past
Candidates
Employee
Referrals
Internal
Applicants
Job Posting
Job Fairs
and Travel
Social
Media
ATS
Option: Skype
(reduce time
and save cost)
Interview Debriefing
and Selection Meeting
Start Date and
Orientation Scheduled
Review
Resumes
Route best
Resumes
Provide
Feedback
Yes
No
No
Yes
Offer delivered and
Candidate Closed
New Employee
Starts

21. New
Requirement
Defined
Job Order
Written
Assess Current
Talent Pool
Sample Recruiting Framework
New
Candidate
Sourcing
Identify and
Screen
Qualified
Candidates
Assess Skills
of Best
Qualified
Candidates
Interview Top
Qualified
Candidates
Select Most
Qualified
Candidate
Negotiate
Salary and
Benefits
Make offer to
Most Qualified
Candidate
Acceptance by
Most Qualified
Candidate
Onboarding
Qualified
Candidate?
Promote
Employee
Source New
candidates
YesNo
Past
Candidates
Employee
Referrals
Networking
Advertising Job Fairs
Internet -
Web 2.0
Candidat
e
Tracking
System

22. Applicant Tracking Systems
Tight Budget Solutions
 Inbox Recruiting:
• MS Office: Outlook,
Excel and Word
• Custom SQL Server
System
• MS Access
• ACT Gold
• CATS online
Best in Class and Full Service
Applications:
 Best in Class
 Brass Ring
 Taleo
 PeopleSoft (Oracle)
 Full Service
 ADP Virtual Edge
 Hiredesk
 PeopleClick/Authori
a

23. Candidate Sourcing Strategy
Passive
Proactive
Corporate
Agency
Farmer
Hunter
Posting Job
Openings
Waiting for
Applicants
Screening and
Selecting
Targeting Talent
Networking and
Pipelining
Referrals and
Marketing / Branding
One
Net
Hire
Candidate
Pipeline
Changing the Mindset….

24. Candidate Sourcing Strategy
University
Visits
Database
Searches
All candidates
(eventually)
apply
online, feeding
into the ATS
Building the Pipeline….
 Google / Boolean
 Conference Websites
 Associations
 User Groups
 Diversity Groups
 Blogs, Chat groups
Networking Sites
 LinkedIN
 Naymz
 Plaxo
 Xing
 Twitter
 FaceBook

25. Selection Process
 Equal Opportunity
 Up Front with
Candidates
 Eliminate Fast
 Follow your processes
 Train every person in
the system
 Document all of your
safe-guards, all of your
QA
• Use your applicant tracking
system – log all notes, fill in all
fields
• Select matching candidates
early and move them forward
fast
• Conduct an initial phone
screen with every matching
candidate, no matter how
painful.
• Gather the basics, but ask
many open-ended questions
• Let your candidate talk – it can
be revealing
• Remain legally compliant
Legal and Sustainable Screening / Interviewing

26. Get „Em – Part 3 – On-boarding
Point of
Entry
Red
Carpet
Path to
Success
People
• Gate Keeper
• Ambassador
• Educator
Process
• Offer Negotiating
• Employment Pre-
Screening
• Orientation and Training
Tools
• Third-party Screening
• Calendaring
• Team

27. Assessments
• Never assume the resume is accurate
• Check certifications, education and references
• Test every candidate on their technical skills
• Have technical staff develop your test, or use
common tests on the web such as BrainBench
• Do not ask candidates to do work for you – make
tests relate to solutions different, yet similar from your
company‟s solutions
• Sample sources of Technical Assessments on the
Web
• Brainbench.com
• Proveit.com,
• International Knowledge Management
(www.ikmnet.com),

28. Pre-Selection Reference Checks
28
 Please describe your professional relationship with the candidate
 How long have you known the candidate?
 What job did the candidate perform?
 What can you tell me about the candidate’s knowledge and performance in this position?
 In your opinion, what are the candidate’s three most important strengths?
1.
2.
3.
 What were the candidate’s key achievements while reporting working with you?
 What would be an area you feel the candidate could improve and develop for future career
growth? (weaknesses)
 Would you like to add anything else?
 If an appropriate position were available within your organization, would you
recommend the candidate for hire or re-hire?

29. Pre-Hiring Checks and
Balances
 If you do:
 Background
Checks
 Drug Tests
 Credit Checks
It Must Be:
 Post-Offer
 Bona Fide Need
 Candidate
Authorized
Resources Available:
 www.skillsurvey.com
 www.hireright.com
 www.choicepoint.com
 www.hire-safe.com
 www.infocheckusa.com
Timeline
 Candidate authorizes on application
 Submit for checks within 24 hours of
offer
 Demand your provider provide results
within 3 business days, or switch

30. On-Boarding Communications
 Over-Communicate!
 A mature process will include some
automation – hopefully built into your ATS – to
notify candidates and managers on status.
 Develop and follow an on-boarding process
and communications plan from the day a
written offer is sent, to the day the person
starts orientation.
 Remember that no new hire is locked-in until
they are punched-in on your clock.

31. New Employee Orientation
 Don‟t miss this opportunity to inculcate your
corporate values into new hires
 Typically includes:
 History, Vision and Purpose of the Organization
 Business Outlook
 Core Values Synchronization
 Ethics Training
 Legal documentation
 Policies and Procedures
 Benefits Enrollment
 Technology Access
 Safety Training
What are some
other areas of
content you
have seen
used,
successfully in
New Employee
Orientation?

32. 1. What are the 3 key stages in “Keep
„Em?”
2. Who are the key champions of these
processes?
3. What are the Tools you need to Get
„Em?
4. What are the main roadblocks you have
seen to Getting „Em?
Pre-Training Exercise

33. Keep „Em – Part 1 –
Compensation
Strategy
First
Slower to
Change
Art &
Science
People
• Broad Org Knowledge
• Algebraic
• Puzzle-builder
• Problem-Solver
Process
• Review Season
• New Hires
• New Jobs
Tools
• Market Data
• Internal Equity Data
• Excel, Access, Crystal
• Integrated HRIS

34. Compensation Strategy
1. Shall we Lead, Lag or
Compete?
2. What is the market data
for our industry?
3. What is the Internal
Equity for our
organization?
4. Develop Salary Plan
(ranges, bands)
5. Lock Down Candidates
during recruitment
process
6. Tie into annual review
7. Repeat Annually
 Market Data Tools:
 Radford
 Mercer
 Free – Department of
Labor
 Watch Outlier Data 1 – 2
years before making a
drastic change
 Market Data is a lagging
indicator

35. Locking Down Candidates on Compensation
Job
Requisition
•Compensation study run against market data and internal equity
•Determine Job Level / Grade, Incentive Eligibility (if any), and secure approval from Compensation
•Budget and ranges are agreed so that recruiter can negotiate with selected candidates
Screening
•Acquire precise information on current compensation and benefits
•Discuss candidate expectations for future compensation
•Assess whether candidate should be pursued further based on data
Interviews
•After candidate sees company and understands the job, clarify compensation again… current and expected.
Follow-up
•While interviews are ongoing with other candidates, continue to communicate with top candidates
•Ask top candidates about other opportunities they are pursuing and projected compensation with those other opportunities
•When near time to make offer, open a conversation about the offer you expect to extend (“float the offer”) to get candidate feedback
•Pre-negotiate salary (with no obligation on either side) and discuss details such as benefits, perks, hours
Offer
•HR authorized to make offer within pre-determined range – no additional approvals necessary.
•Extend the offer with the best terms possible according to pre-negotiating discussions.
•Leave room in offer to offer a little more on salary or benefits if needed.
•Close the candidate and secure a start date as soon as possible.
Locking Down Candidates on Compensation

36. Keep „Em – Part 2 –Benefits
Accessible
Wellness
Employee
Driven
Trust
People
•Patient
•Detailed
•Open-Minded
•Servant‟s Heart
•Compassionate
Process
•Vendor Selection
•Eligibility Verification
•Claims Management
•Life Events
•Renewal
•Open Enrollment
Tools
•Online Enrollment
•System of Record
•Open Lines of Communication
•Automation & Integration

37. Benefits Best Practices – What to
Provide
 Medical, Dental and Vision
Healthcare coverage
 Group Term Life Insurance
 Short-Term Disability
Insurance
 Long-Term Disability
Insurance
 Paid Time Off program
 Retirement Savings Program
 Flexible Spending Accounts
 Health Reimbursement
Accounts
 Health Savings Accounts
 College Savings Program
 Long-Term Care insurance
 Tuition Reimbursement
Program
 Online Training extensions
 Legal Insurance
 Discount Buying programs
 Onsite Fitness
 Onsite Cafeteria / Meals
 Group and company-wide
events
 Community Engagement and
Giving programs
The Basics Better than Basics

38. Keep „Em – Part 3 –Culture
Unique
Values-
Centered
Organization
Identity
Integrated
People
•Vision
•Emotional Intelligence
•Plugged-In
•Engaging
Process
•Identify Champion
•Understand Business Drivers
•Understand Core Values
•Integrate Values into every business
process
Tools
•Project Management tools
•Checkpoints
•Collaboration teams
•Communication via web and physical
•Sustaining Systems – Re-calibration

39. Is Culture Built or is it Grown?
 Your History
 Your Leaders
 Your Values
 Your Successes
 Your People
 Key Events
 Ups & Downs
 Culture Satisfaction
Surveys
 Gather & Respond
 Integrate Values into
all business
processes
 Top-Down
Acceptance and
Accountability
 Hire and Promote
based on Core Values
Organic Growth Culture Construction
Docume
nt
These.
You
already
have a
culture!

40. More on Culture-Building
 How do you set
goals?
 How do you form
teams?
 How do you select
leaders?
 How do you plan
your calendar?
 You can build
culture, but you
cannot force it
 It must be driven from
the human-ness of
your organization –
not just from your
products or services
 It must be bought -
and sold – by
everyone – for the
most lasting effect.
Do What you Value Challenges

41. 1. What are the 3 key stages in “Grow
„Em?”
2. Who are the key champions of these
processes?
3. What are the Tools you need to Get
„Em?
4. What are the main roadblocks you have
seen to Getting „Em?
Pre-Training Exercise

42. Grow „Em – Part 1 -
Performance
Inspired
Accountable
Rewarded
People
•Leaders & Motivators
•Coaches & Guides
•Honest & Tough
Process
•30/60/90 day plan
•Quarterly 1x1
•Mid-Year & Annual Review
•PIP Plans
•Training
Tools
•HRIS
•Performance Management System
•LMS
•Integrated Systems

43. Best-in-class Performance
Management
 Define the purpose of the job, job duties, and responsibilities.
 Define performance goals with measurable outcomes.
 Define the priority of each job responsibility and goal.
 Define performance standards for key components of the job.
 Hold interim discussions and provide feedback about
employee performance, at least, quarterly.
 Maintain a record of performance through critical incident
reports. (Blue Book)
 Provide the opportunity for broader feedback from the
employee's peers, customers, and people who may report to
him.
 Develop and administer a coaching and improvement plan if
the employee is not meeting expectations.
 Conduct Annual Performance Appraisal

44. Annual Performance Appraisal
Comfortable
Private
Rapport
Two-Way
Discuss
Agreements
and
Disagreeme
nts
Tied to
Goals
Goal-Setting
Shared
 Plan & Prepare
 Employee Self-Assess
 Manager gather documentation from
previous year
 Meet and have open discussion
 Be clear on expectations
 Praise for successes
 Plan for improvements
 Set Goals
 Document and submit notes, ratings and
goals

45. Grow „Em – Part 2 – Career
Planning & Development
Grow
Talent
Business
Driven
Nurture
Strengths
People
•Farmer / Cultivator
•Curious / Investigative
•Counselor / Guide
Process
•Analyze Business Needs
•Conduct Gap Analysis
•Develop a Plan
•Execute Development!
Tools
•HRIS
•Performance Management System
•LMS
•Integrated Systems

46. Career Planning & Development
from the Employee‟s Perspective
 How can I be
successful in my
current role?
 How can I uncover
my career goals?
 What is the pathway
in this company for
me to fulfill my
career goals?
Engineer
1
Engineer
2
Senior
Engineer
Principal
Engineer
Manager
Senior
Manager
Director
Vice
President

47. Grow „Em – Part 3 – Promotion &
Succession Planning
Pursuit of
Excellence
Competitive
Strategic /
Long-Term
People
• Giver, not a Taker
• High Standards
• Vision / Long-Term
• Consistent
• Able to make tough decisions
Process
• Sort & Top-Grade Talent
• Assign Mentors
• Train & Challenge
• Follow & Track
• Report Progress
• Promote!
Tools
• MBTI, Emotional Intelligence
• Performance Management
System
• LMS & HRIS
• Integrated Systems

48. What is Top-Grading?
 Topgrading is the
practice of packing
the team with A
players and clearing
out C players.
 “A player” is defined
as the top 10 percent
of talent available at
all salary levels.
 Best of class.
 When applied at an
organizational level
within succession
planning, then, you
are:
 identifying your top 10
percent across the
organization, and
 organizing them into a
program of
training, promotion
and succession

49. Identifying your STARs
 Strategic: understands and is integrated with the
business‟ long-term and short term
mission, vision, values and objectives.
 Talented: A clear expert in one‟s field, proven through
internal success and external recognition
 Available: Fully engaged with the business, invested
in it‟s success. Involved in formal and informal
corporate events, committees, community
service, focus-groups, recruiting.
 Resource: A Giver, not a Taker. His
talents, contacts, successes and values make a
positive impact to the bottom line of the organization.
200% return on investment.