2012 Recruitment Strategies

2012 Recruitment Strategies
Establishing Talent Acquisition Strategies Beyond Talent Acquisition
Using Strength-Based and Service Learning Methodology

Candy DLC. Mauricio, RGC.
+63922 889 8776
+63915 260 7340
+632 348 8777
candymauricio@gmail.com

Copyright © 2012 by Candy DLC. Mauricio, RGC. All rights reserved.
Published by Learn1 Network (Global), Inc., Quezon City, Philippines.

This FREE Version is exclusively for the participants of the 8th Learning EB. No part of this publication may be
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Learn1 Network (Global), Inc.


+63922 889 8776
• Licensed Counselor (PRC#377), Internationally +639152607340
Accredited Appreciative Inquiry Practitioner, +632 348 8777
Researcher, & Speaker, Certified
Psychometrician, Civil Service Eligible
• Coach, Human Capital & Organization
Developer, International Management
Consultant, Social Entrepreneur, & Trainer
• Established, Audited, and Improved HR
Department for various industries like BPO,
Construction, Education, Insurance, Memorial
Services, Non-profit, Real Estate, &
Telecommunications
• Actively contributing to ODPN – Makati Hub
PSTD-ARTDO, IAC, PGCA, and CDAP


Outline:
Part 1:Back to basics and alignment of perspective.
What is the importance and main purpose of the job?

Foundations of the Talent Acquisition Process:
Sourcing, Recruitment, Selection, & Placement

Quick facts about Talent Acquisition and its relation
to Management and Development of the people
and their organization

Social Recruiting Must Haves: The 3Ts (Talent,
Technology, and Takings)


Part 2:What do I need to do & how do I start using what
I am learning in this workshop? How do I, as a recruiter /
hr, create recruitment strategies that is beyond talent
acquisition for my organization?

Core Values before VMOKRAPI-SPATRES

Becoming the change agent through recruitment:
Using AI in developing your programs

Cases


Part 3: How do we enhance our recruitment services
and integrate talent intelligence in our approach?

Understand Human Capital Development
Solutions

Utilize the 3Ts in Human Resource services your
the 90-day plan / commitment plan: Checklist of
what I need to do


Story of the Business Owner

I want to be a
business owner,
What do
I need to do?


What are Who do
you selling? you need?
-Marketing & -Human Resources.
Sales Dept.

How much do
you need?
-Finance.

How will your
business operate?
- Operations.

Take away my people, but leave
my factories & soon grass will grow
on the factory floors.

Take away my factories, but leave
my people & soon we will have
new and better factory.


Who are you?

What do you do? How
do you see it being
important?

What are the benefits
you hope achieve
through this
workshop?


Quick Facts about Talent Acquisition

Excerpt from: http://www.youtube.com/watch?v=E4s0aaX6pUs&feature=related


I know I like to It feels I want to be
they exist. join them. right. part of them.

Sourcing Recruitment Selection Placement

Recruiting for Priests
Recruiting for Students Recruiting for Executives
Recruiting for Teachers,
Recruiting for Product Recruiting for Volunteers Network Architects,
Management, Marketing, Civil & Environmental
& Analytics Recruiting for Software Engineer, Scientist
Engineers & Web Developer,
Creative Design & User
Recruiting for Blue-Collar Experience Recruiting for White-Collar


Sourcing

Get Awareness &
Catch Attention
1. How do you get known?
2. What are you known for?

I know
they exists.


Social Media for Sourcing

Excerpt from: http://www.youtube.com/watch?v=0eUeL3n7fDs&feature=related


Leave an Impression
Draw Attraction
Recruitment 1. How do you make the candidate feel?
2. What is most likeable about your organization?

I like to
join them.


Sample Recruitment PR

Excerpt from: http://www.youtube.com/watch?v=vIAFnHszHOA


Create Interest
Selection Initiate Interaction
1. How do assess your applicants?
2. What kind of experience do you provide?

It feels
right.


Blind Screening from Online Recruitment

Excerpt from: http://www.youtube.com/watch?feature=endscreen&NR=1&v=N-3j8fWMyE8


Online Assessment

Excerpt from: http://www.youtube.com/watch?feature=endscreen&NR=1&v=k0l3_kyQAxY


Placement

Get them Engaged
Encourage Participation
1. How do you guide
them from on-boarding
to regularization?
2. What enculturation
program do you
provide?

I want to be
part of them.


Theories In Practice Skills

Excerpt from: http://www.youtube.com/watch?v=L30-kVjwV3k


Pre-employment job placement
Finding the right person for the job.
Is the candidate a good match for the company and the job?

Training & Development
Personalize training programs so that each employee
can be developed according to their learning style

Management Decision Making
Help select future managers and leaders.
Discover which career path is best suited for your talent and what
training they may need.

Conflict Resolution
Resolve conflict by understanding
personal styles to settle differences.


Example Case


The 3Ts to make
successful Recruitment Strategies

Talent
(People)

Technology Takings
(Environment) (Benefits)


Situational Analysis
Process Talent: Technology: Takings:
How satisfied are you with What systems do you have Who do you want to
process in place? to support your efforts? collaborate with?
(5 as the highest) What is in it for them?
Sourcing
Recruitment
Selection
Placement

Talent: How would you score your organization & why?


Exercise 1: Situational Analysis. How do you assess your 3Ts (Talent, Technology, and Taking)?
Talent. Talent pertains to the interaction of the people in your organization and what is being practiced in terms of the
competency exhibited and dynamics manifested. Rate with 3 as the highest, how satisfied are you with your talent acquisition
processes in place?
Technology. Technology encompasses the structure, systems, and procedures. This includes the tools and strategies to deliver
results. Describe what systems you have to support your talent acquisition efforts.
Takings. Takings are identical to the benefits. It is identifying the gain, “what will be the take?” that the other party will have
should they cooperate/collaborate with you. Write the departments and/or positions that work with you for your talent acquisition
efforts and empathize with them. If you were in their shoes, aside from getting the position filled, what will it be for you, why do you
want to help the recruitment team?
Talent Acquisition Process Talent (People) Technology (Environment) Takings (Benefits)
Sourcing
Get the Awareness &
Catch Attention

Recruitment
Leave an Impression &
Draw Attraction

Selection
Create Interest &
Initiate Interaction

Placement
Get them Engaged &


Sample Guide Questions 1 2 3
Not To some To Great
at all extent extent
Workforce requirements for the organization are planned based on the business plan on an annual basis.
Timelines committed are adhered to fill vacancies (For instance, for a quarter gets filled within the quarter and do not
spillover).
A plan is created for each department and function that specifically identifies the various positions that need to be
filled, the sources form which they will be filled and when they need to be filled. This plan and process involves
department heads and the HR Team.
Managers who sit on the interview panels (selectors) have complete understanding of the job and the requirements,
including the knowledge, skills, attitudes, and habits that reflect competencies they have to assess at the different
stages in the selection process.
Selectors are trained in interviewing skills /techniques.
The HR Department shares information on progress against vacant positions at least once a month with all the
departments / functions across organization.
A staffing budget (what will it cost for the organization to recruit the required numbers over the year) is created and
adhered to that enables the organization to understand how much it will spend on recruitment over the year.
Staffing budget is shared with all the department heads and tracked and reported against at least once a quarter.
The HR Team creates a recruitment plan that identifies appropriate and effective channels (such as ads, campus
walk-ins, online, consultants, etc.) of sourcing for the different positions at different levels.
The HR team have knowledge of various channels of sourcing for positions at different levels and use this effectively
Metrics such as number of talent acquisition request forms: actually filled by different departments, number of
applicants sourced per channels, interviewed candidates, offer made, and number of joinees are tracked and
reported.
Comparison of costs/spend is made while selecting a particular channel over another along with the success rates of
the same (for instance, if walk-in are being chosen over campus interview for specific staff position, the decision
process includes both success ratios and costs for both the channels being evaluated)
A well documented process and related templates / formats exists for selecting individuals for different roles / levels in
the organization (a specific process for entry level positions, a different one for managerial positions, etc.).
HR team members understand and implement the sourcing, recruitment, selection, and sourcing process for different
levels effectively.
Information generated in one stage of the selection process is used effectively in the next stage.
Job descriptions that clearly describe the responsibilities of the role-holder and the profile required (knowledge, skills,
attitudes, and habits) exist for all roles.
Template forms related to process are filled and used such as application forms, interview assessment, staffing
budget, etc.
Assessment formats are filled accurately and appropriately by the sectors


Checklist for Guidelines of 3Ts:
Talent (People) Technology (Environment) Takings (Benefits)
Practice & Process Procedures, Structure, System, & Tools Economic, Political, Psychological,
Social, Technological
Adequacy of department staff (Employee) Affirmative Action Basic Driving Force of Business
members Program Communication programs
Attitude of company management Compensation records Community relations/public
toward risk Computerized data sources and relations programs/scholarship
Authority structure and degrees of information funds
responsibility at each hierarchical Employee education programs Employee Assistance
level Existence of employee Use of outside consultants
Benefit programs development (training) programs
Compatibility of management styles Human Resource information
between companies systems
Compensation practices Management contracts
Competency and adequacy of Management reports (turnover,
current management FTE, merit increases, absence,
Formal vs. informal organizational etc.)
structure Management succession
Inter and intra-departmental conflict program
Internal & external reputation of Operations (policy) manuals
department management Operations budget
Leadership qualities Organization charts
Level of work commitment Personnel files
Life Style Indicators Personnel policies and
Lines of succession procedures manual
Morale, work climate, and Physical office
motivation levels arrangements/sufficient space
Necessity for additional Policies and procedures
management following acquisition Position descriptions
Operating environment Profiles of key management
Team orientation Relocation allowances
Type and strength of management Safety programs
control


Summary:
Part 1:Back to basics and alignment of perspective.

Foundations of the Talent Acquisition Process:
Sourcing, Recruitment, Selection, & Placement

Quick facts about Talent Acquisition and its relation
to Management and Development of the people
and their organization

Social Recruiting Must Haves: The 3Ts (Talent,
Technology, and Takings)


How do I start using what I am learning in this workshop?
How do I, as a recruiter / hr, create recruitment strategies
that is beyond talent acquisition for my organization?
Internalize your Core Values before VMOKRAPI-SPATRES
Vision, Mission, Objectives, Key Result Areas, Performance Indicators,
Strategies, Projects, Activities, Tasks, and Resources

Spirituality in the
Workplace

CV = MVP (internal engagement) 3Ts (external engagement)
Core Values as the guideline to Core Values exhibited by
Mission, Vision, and Purpose of the Talent (Process), Technology (Systems), and Takings
Organization (Policies)

(THE TALK) (THE WALK)


Internal Stakeholders External Stakeholders
1. Employees 1. Customers We cannot give
2. Managers 2. Suppliers What we do not have
3. Boards Members 3. Competitors
4. Owner 4. Government
5. Environment Do you believe
6. Community
7. Country you are the right person
Internal External to do your job
Shared Values Integrity of Strategies at this time?
Appreciated Skills Foundation of Structure
Preferred Style Consistency of Systems
Staff Development Right Person
Right Job
Talk the Talk Walk the Walk
= Counseling = Performance Management Right Time
= Consulting = Management Development Right Organization
Talk the Walk Walk the Talk
= Mentoring = Good Governance
= Coaching = Leadership


Ap-pre’ci-ate, v., 1. valuing; the act of recognizing the best in people
or the world around us; affirming past and present strengths,
successes, and potentials; to perceive those things that give life
(health, vitality, excellence) to living systems 2. to increase in value,
e.g. the economy has appreciated in value. Synonyms: VALUING,
PRIZING, ESTEEMING, and HONORING.

In-quire’ (kwir), v., 1. the act of exploration and discovery. 2. To ask
questions; to be open to seeing new potentials and possibilities.
Synonyms: DISCOVERY, SEARCH, and SYSTEMATIC EXPLORATION,
STUDY.


Becoming the change agent through recruitment:
Using Strength-based and Learn & Serve Orientation in
Talent Acquisition

Define Discover Dream Design Deliver

• Clarify • Appreciate • See • Construct • Innovate
focus situation potential an Ideal for positive
change

Plan Prepare Participate Ponder Prove

• Investigate • Learn & Serve • Implement • Insightful • Demonstrate
Model service learning sustainability
activity (reflection)


Questions to Develop Strategies
What are the targeted quick wins & long term vision
Process Define & Discover & Dream & Design & Deliver &
Plan Prepare Participate Ponder Prove
(All Intelligent) (All Interested) (All Involved) (All Innovative) (All Impact)
Sourcing What are the Where do your What are you How do you get What is the best
interests of our (top performers) known for? known? description you
(future)employee employees hang- ever heard about
s / candidates? out? your organization?
Recruitment What makes your What makes your How do your What culture or what culture /
employees stay? employees candidates feel environment are environment are
initiate? about you? your employees you creating with
looking for? the candidates
you have?
Selection What do you What are the How do you What are your How do you assess
expect from the advantages in think your guidelines during your applicants?
candidate who placing the candidates your interaction
fills the position? particular describe you? with the
candidate to fill candidate?
the position?
Placement What are your What are the How do you How do you How do you set
Theories In strengths & guide them in create your your new hires for
Practice Skills for potentials your on- enculturation success?
your new hire? needed from your boarding?
new hire?


Create your probing questions for each stage:

Define & Plan. Be intelligent by clarifying the focus and investigating on the needs of your organization for talent
acquisition. Know what matters most. Develop rapport with the decision makers and key influencers. Explore the beliefs
and behaviors of your colleagues. What are the strengths and opportunities that you see in your organization?

Discover and Prepare. Organize the results you got from your investigation. Prepare for goal setting that will address the
needs and expectations. Explore possibilities for collaboration. Remember that the difference of a SMART goal from a
SMARTER goal setting is making it more exciting and recording or monitoring your progress.

Dream & Participate. Find the rewards needed and the mandates that can be reduced as a form of appreciation for
getting commitment from employees in your organization. Ensure that decisions can be made.

Design & Ponder. Create an opportunity for guided reflection towards engagement. Establish measurements of
progress by identifying progress of action. Ensure critical paths are set and can be successfully achieved.

Deliver & Prove. Showcase the innovation & impact of the project. Highlight its sustainability and the benefits that it will
generate for the organization.


Cases
1. According to CNBC, being a Human Resource Professional is one of
the Best or Worst Job this year?

2. Name one of the top 5 social recruiting job sites for 2012?

3. Name one department HR can directly collaborate with for
company branding?

4. What is the name of the 2-dimensional assessment we featured in this
workshop that encompasses DISC, Enneagram, MBTI, and 16 PF and
has Filipino translation?

5. Name 1 HR Solution that is Open source.


How do we
enhance our
recruitment services
and integrate talent
intelligence in our
approach?

Design for Six Sigma:
Get it right the first time


The Story of Success

Excerpt from: http://www.youtube.com/watch?v=OBdepvmYlvs


Understanding Human Capital Development Solutions

The story of a success

1. Slow & Steady wins the race
2. Fast & Consistent will always beat the slow & steady
3. First identify your core competency & then change
the playing field to suit your core competency


90 – Day Plan: Establish Teamwork
Its good to be individually
brilliant and to have strong
core competencies but unless
you’re able to work in a team,
and harness each other’s core
competencies, you’ll always
perform below at par because
there will always be situations
at which you’ll do poorly and
someone else does well.


Commitment Plan
Process Define & Plan Discover & Prepare Dream & Participate Design & Ponder Deliver & Prove
(All Intelligent) (All Interested) (All Involved) (All Innovative) (All Impact)

Sourcing
Talent
Technology
Takings

Recruitment

Talent

Technology

Takings

Selection

Talent

Technology

Takings

Placement

Talent

Technology

Takings


Define & Plan. Be intelligent by clarifying the focus and investigating on the needs of your organization for talent
acquisition. Identify what matters most according to the 3Ts. Develop rapport with the decision makers and key
influencers. Explore the beliefs and behaviors of your colleagues. What are the strengths and opportunities that you see
in your organization?
Sourcing
Get the Awareness &
Catch Attention

Recruitment
Draw Attraction

Selection
Create Interest &

Placement
Get them Engaged &


Discover and Prepare. Organize the results you got from your investigation and group them according to the 3Ts.
Prepare for goal setting that will address the needs and expectations. Explore possibilities for collaboration. Remember
that the difference of a SMART goal from a SMARTER goal setting is making it more exciting and recording or monitoring
your progress.
Sourcing
Get the Awareness &
Catch Attention

Recruitment
Draw Attraction

Selection
Create Interest &

Placement
Get them Engaged &


Dream & Participate. Find the rewards needed and the mandates that can be reduced as a form of appreciation for
getting commitment from employees in your organization. Ensure that decisions can be made. What are the potentials
found in your 3Ts?

Sourcing
Get the Awareness &
Catch Attention

Recruitment
Draw Attraction

Selection
Create Interest &

Placement
Get them Engaged &


Design & Ponder. Create an opportunity for guided reflection towards engagement. Establish measurements of progress
by identifying progress of action. Ensure critical paths for your 3Ts are set and can be successfully achieved.

Sourcing
Get the Awareness &
Catch Attention

Recruitment
Draw Attraction

Selection
Create Interest &

Placement
Get them Engaged &


Deliver & Prove. Showcase the innovation & impact of the project in 3Ts. Highlight its sustainability and the benefits that it
will generate for the organization.

Sourcing
Get the Awareness &
Catch Attention

Recruitment
Draw Attraction

Selection
Create Interest &

Placement
Get them Engaged &


Sometimes all we need is someone to believe in us
for us to look into our own potential and ability to
succeed, for us to be inspired and start dreaming.

Let’s be that one person who believe.

Are you that one?


+63922 889 8776
+639152607340
+632 348 8777


2012 Recruitment Strategies

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