Web 2.0 Strategic Staffing supports talent planning, drives talent acquisition and anticipates talent management. To this end, we welcome a diversified HR membership looking to build the strongest talent DNA within their organizations. The ultimate goal is to help each member design a more advanced, fully automated and proactive staffing model that produces hires in the top 10% of their field in a timely matter. This approach will provide organizations with the caliber of talent that lifts up their human capital equity, increase revenue-per-employee and consolidates HR and business goals.

1. Web 2.0 & Strategic Staffing By Frank Pacheco [email_address] Web 2.0 Strategic Staffing

3. Introduction WEB 2.0

4. The Right Model Great at branding by casting a broad net (adv./marketing), but fishing to catch talent Corporate Staffing Agencies Great at finding /building relationships with top talent, but no insight on client’s long term vision or candidates’ career path Strategic Staffing The best of both worlds

5. Some staffing organizations around the U.S. day dream about Proactive / Relationship Recruiting but lack the capabilities and resources to execute. Vision without execution is day dreaming Bill Gates Strategic Staffing’s Day Dream

6. From Vision To Execution Web 2.0 strategies can increase organizational capabilities and efficiencies, while minimizing labor friction and cost to reach your strategic staffing goals.

8. Web 2.0 Types In tra net Internal collaborations within your company In ter net External collaborations with the world Click the blue buttons under “View Show” mode for more information

9. Does Web 2.0 Work? WEB 2.0

10. Built a multimillion dollar war chest via viral Web 2.0 connections Web 2.0 Business Case: Obama

11. Web 2.0 Business Case: Merck

12. Talent Community build up for R & D software engineers Internal/exclusive social networking site for video game R & D engineers Web 2.0 Business Case: Microsoft

13. Cost-Per-Hire (CPH) Goal Industry CPH Average $3,324 Recent Client CPH $1,792 CPH Savings $1,532 Jobs 2Web 2008 Survey

14. Vision Building Strategic Staffing’s Back-end

15. From Good To Great Talent Planning + Talent Acquisition + Talent Management (P.A.M.) = Strategic Staffing Disconnected Talent Model Holistic Talent Model Talent P A M Manage Plan Strategic Staffing Acquire

16. Sustainable Strategic Staffing is possible when leaders intentionally align strategic and cultural intent… Phase 1 Phase 2 Phase 3 Strategic Staffing’s Foundation

18. Strategic Staffing’s mission is to solidify the relationship between Talent P lanning, A cquisition and M anagement ( PAM ) in order to build the most advanced proactive recruiting model by leveraging the right people , process and Web 2.0 technology. This new approach is proven to optimize talent acquisition and diversity, as well as, produce hires in the top 10% of their field in a timely matter. Plan P.A.M. Manage Acquire Strategic Staffing Strategic Staffing’s Vision : Mission

21. The right technology connects it all together and reduces labor friction Strategic Staffing’s Requirements : Technology

23. Enablers Ask New Questions From “Good” Client Relations Customer Service Driven To “Great” Solutions Provider Expert Consultative Process Driven People Driven Past talent initiatives have generally not aimed at people but at improving efficiency, managing work flows and ensuring quality. Now, service, innovation and relationships are seen as the enablers of increased profit as the spotlight moves away from manufacturing and production. Culture Change: People Driven

24. Enablers Ask New Questions From “Good” Client Relations Customer Service Driven To “Great” Solutions Provider Expert Consultative Process Driven People Driven Instead of thinking about your job as filling requisitions or sourcing candidates or screening people, you should……. Align talent PAM initiatives with hiring managers’ needs to determine what combination of skills and experience will help them achieve organizational goals. Culture Change: Consultative

25. Enablers From “Good” Client Relations Customer Service Driven To “Great” Solutions Provider Expert Consultative Process Driven People Driven Become a great talent Scout: While degrees and experience may add depth to the final decision, skills and abilities ultimately make the most difference. Ask New Questions Instead of blindly following a job description to determine the degrees and experience required for the job, you should… Culture Change: Talent Scout 2 good reasons why credentials are second to skills…..become a great scout

26. Incorporate all four levers in your staffing strategies 1. The attraction lever: This has been the sole staffing lever and has been overused. We should consider other levers in order to design more robust staffing strategies. 2. The performance lever: defines success and focuses teams and individuals on accomplishing business results. Enablers From “Good” Client Relations Customer Service Driven To “Great” Solutions Provider Expert Consultative 3. The competence lever: focuses on the development of people and on increasing the capabilities of the current workforce. 4. The commitment lever : People are motivated by (1) Meaningful work and (2) opportunity for cross-training, internal transfers and development. Culture Change: Lever Mix

27. From Good (Diversity & Inclusion) to Great (Diversinclusion) Web 2.0 strategies can work wonders to help you build diverse talent communities, collaborate with its members, nurture relationships and recruit them when needed. LINK : Diversity Landing Page Culture Change: Diversinclusion

29. The Right Process/Structure/Technology

32. Planning: Build or Buy? WEB 2.0

33. Build vs. Buy Model In-house Build vs. Buy Outsource Multiple Players Open Market Level Competition Single Player Captive Market Competitive Situation Talent Acquisition Group Adv/Marketing Aggregator Internal and external resources evaluation model Outsource Marketing Internal Marketing Retained & Contingent Vendors Joint Ventures Example: Americajoblink Recruiting Managers Selective RPO / SPO

34. Prioritize: Resource Allocation Model A model that provides a roadmap on how to best delegate and distribute work among internal and external resources

35. Build vs. Buy Risks Low High Business-Value Failure Speed to Operation Cost-Effectiveness Risk Operational Failure Political Resistance Future Flexibility Mgmt. Complexity Low High Internal Development External Development

36. Build vs. Buy: Partnership Models IRPO Hybrid External Internal Hybrid External Internal Hybrid External Internal Client Client Client Hybrid External Internal Client Lead Partner Model Direct-Exclusive Model Channel Advisor Model Direct-Dependent Model Participating Partners Lead Partner Partners Participating Partners Advisor Partners Source: Zinnov Research

37. Planning: Recruitment Strategy WEB 2.0

38. Proactive Recruitment Strategize: Best Recruiting Practices

39. Proactive Recruiting: Concept The Proactive Recruiting approach is based on the premise that if you start recruiting before you have a need, you will have the time to identify the very best individuals by name and then build relationships with them so that, over time, you can better assess their fit and "sell" them on your company and the opportunities you can offer them. This is the approach that has been successfully used for decades by executive search firms and top firms like EA, GE and Microsoft, as well as all sports teams and entertainment firms. .

43. Talent Mapping Launch Campaign Competitor Org Chart Current & Future Openings Identify Talented Prospects Your Proactive Recruiting Org Chart Proactive Recruiting: Designing Talent Communities Pre-clinical Pre-clinical Safety DMPK Analytical Development Clinical Development Clinical Research Clinical Operations Medical Writing Head of Drug Development 1. Open Requisitions 2. Underperforming Roles 3. Anticipated Turn-over 4. Evergreen-Complex 5. Evergreen-Viral 6. Evergreen-Stream Proactive Recruiting Types According to level: 1. Entry-Level 2. Individual Contributor 3. Management 4. Leaders Technical & Behavioral Skills’ design

44. Launch Campaign ATS Capture Passives & Cultivate Contact Passive Capture Active CRM Proactive Recruiting: Building Talent Communities Active Targeted Landing Page Talent Communities

45. Planning: Resources WEB 2.0

46. Web 2.0 Resource Landscape

47. Delegate: Resourcing Best Practices

48. Recruiters AmericaJobLink Their Advertisement Compartmentalize : Search Delegation Model

49. Developing: Attraction Strategies WEB 2.0

50. Understanding The Audience

51. Assessing Workforce Supply

52. Sourcing Channel Value Index Model Connecting With The Audience

53. Most companies are comfortable with this model and continue to direct their budgets here with ever decreasing ROI Social forces shape technology development and custom applications. Marketing To The Audience “ I trust:” Key Driver for a more efficient market penetration and greater ROI Technology Social Change “ I trust:” Talent Communities

54. Developing: Talent Communities WEB 2.0

55. Tamagotchi is a tiny pet from cyberspace who needs your love to survive and grow. So does your Talent Community….. Talent Communities

56. Talent Community (TaCo) Defined

57. Referrals 2009 2010 2011 100% 80% 60% 40% 20% 0% Adv./Marketing Agencies Career Site Talent Communities - Budget ROI TaCo: Budget Reduction Minimum Cost Expensive

58. Source: Becker, Huselid, Ulrich, The HR Scorecard Top Talent Defined + TaCo: Hiring Optimization 3.64 $158,101 34.09% 1.84 13% Bottom 10% Employees 11.06 $617,576 20.87% 5.06 63% Top 10% Employees Market Capitalization to Asset Value Sales per Employee Employee Turnover Alignment of HR and Business Strategy Percent of Performance Appraisal Based on Objective Measures Productivity Comparison

59. Timely During clinical trials, avoiding delays caused by the lack of qualified personnel can save the company millions of dollars in revenue Build and “NURTURE” targeted talent communities six months in advance of every clinical stage TaCo: Timely Impact

65. Execution Building Strategic Staffing’s Front-end

66. Where to Start? MEASURE 3

68. Candidate Relationship Management (CRM) MEASURE 4

69. #1 Rated Web 2.0 Tool : “ CRM Systems were the only Web 2.0 Technology featured in this research study that were rated effectively across all three core recruiting activities”. Recruiting Roundtable End of year 2008 Survey Candidate Relationship Management (CRM)

70. CRM: Prospect Types

71. Position available/ Candidate fit culturally or professional but not both Position available/ Candidate fit culturally and professionally Position not available/ Candidate fit culturally and professionally Position not available or Candidate does not fit culturally Nurture ( Social Collaboration) Track (CRM) CRM: Prioritization Candidate Fit Position Available

72. CRM: Identifying Community Members

76. Social Networks MEASURE 5

77. What is Social Collaboration? Collaboration Conversations Intellectual Capital Communication Social Collaboration Internal & External Talent Communities

78. Usage of Specific Social Networking Sites for Recruiting Percentage of Organizations Using Tools Best Social Networking Sites For Recruiting

80. Everyone Is A Viral Recruiter Employees Recruiters Hiring Mgrs Your Arsenal Social Sharing On All Micro Pages

81. Search Engine Marketing MEASURE 6

82. SEM: R.O.I. Consideration Wall Street Journal 2009 Cost Per Application (CPA) Search Engines Job Boards Print Adv. $4 avg. $30 avg. $750 avg.

83. Search Engine Marketing (SEM) Recruitment Search Engine Marketing (SEM) campaigns can help employers reach a wider audience on the internet. Target Candidates based on location and position. Pay only when a job seeker clicks on your ad Pay-Per-Click (PPC) .

84. How SEM Ads Work…

85. SEM: Marketing Mix

86. Career Sites Career site as a movie production MEASURE 7

87. Web 1.0 Career Site is Fragmented

88. Creating The Perfect Career Site

89. Web 2.0 Career Site is Cohesive

90. Career Site Evolution: Microsites By Business Unit Segregate them by Business Unit

91. Microsites Dynamics Staffing, Marketing and IT groups should partner to create the most powerful career sites.

92. Video Market Share

93. Putting It All Together MEASURE 8

94. People

95. Process

96. Job Distributor SourcePoint Jobs2Web Selection Micro Pages Ning Recruiters AmericaJobLink Service Oriented Architecture Technology LINK :

97. Environment

98. Staffing Metrics MEASURE

99. Ultimate ROI metric: Quality of hire Checkster Survey

100. Appendix MEASURE Appendix

101. Web 2.0 Measuring Tools MEASURE LINK : LINK : LINK : Google WebMaster Tools Google Trends Google Analytics www.alexa.com Web Page Traffic Metrics

102. Web 2.0 Directory http://www.go2web20.net/ LINK :

103. Project Managing Business Intelligence And Tactical Links Test/Assessment tool & vendor > ATS Compliance & Risk Considerations Metrics & Report Leverage internal & External Resources Behavioral & Technical Details Career Pathways Present candidates Media Campaign Target Associations Top Talent & Diversity Profile Engage prospects Web 2.0 Sourcing Plan Source of Hire Talent Management Manage & Disposition traffic Diversity Attraction Plan Market Research Talent Acquisition Web 2.0 roll out Taco: Org Chart mapping Business Intelligence Talent Planning Prioritization Talent Communities (TaCo) Engage recruiters to optimize attraction plan Overall Business Goals Delivery Development Design Alignment

104. Aligning responsibilities according to your strategic business plans The following is a list of six steps that we’ll take to capture relevant information in order to design the most sophisticated talent pipelines of candidates that fit your corporate culture, talent planning and management considerations as well as be ready-on-demand to meet your requirements. Discovery & Design

105. Aligning responsibilities according to your strategic business plans Development: Internal & External

106. Aligning responsibilities according to your strategic business plans Implementation & Delivery

107. Implementation Model Competitive advantage and savings are achieved through effectively managing resources Timeline

108. Phase 1 Phase 2 Phase 3 Milestones Apr May Jun Jul Aug Sep Oct Dec Jan Feb Mar Nov