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Pump up your talent pipeline
The document provides information about a presentation by Allison Chappelle on strategies for crafting a customized talent pipeline. The presentation agenda includes discussing how to manage the current skills gaps in the workforce, how ineffective applicant screening can cause companies to miss top talent, and where to look for candidates and how to get them interested in opportunities. Allison Chappelle is the Director of Talent Acquisition at Adecco Group North America and has over 15 years of experience developing talent strategies for Fortune 500 companies.
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Pump up your talent pipeline
- 1. • Pump up yourtalent pipeline Presented by Allison Chappelle Director of Talent Acquisition at Adecco Group North America Wednesday, April 17, 2:00pm EDT
- 2. • Adecco Staffing USis the nation’s leading provider of recruitment and workforce solutions. We are the pre-eminent workforce management partner for Fortune 500 companies and career advisement expert for American workers, serving all of the key industries and professions that drive our economy forward. Adecco has over 900 career centers and, on any given day, connects 70,000 talented workers to the best job opportunities across the country, making us one of America’s largest employers. Please visit us at adeccousa.com to learn more. Have a question? Ask us on Twitter using hashtag #AskAdecco 2 About us
- 3. • Allison Chappelle Director ofTalent Acquistion • More than 15 years experience in developing and managing talent strategies for Fortune 500 companies • Responsible for developing talent strategies aimed at finding, developing and retaining the best internal talent possible for Adecco Group companies • Global Recruiting Community leader for Adecco Group • Subject matter expert on global talent and technology projects 3 About our presenter
- 4. • • Strategies forcrafting a customized talent pipeline approach • Managing the current skills gap in the American workforce • How ineffective applicant screening can cause you to miss out on the best professionals • Where to look for top candidates and how to get them looking for you 4 Today’s agenda
- 5. • 5 The talent pipeline Youcan’t hire people who have what it takes unless you first define what ‘it’ actually is, what ‘it’ you require today, and what ‘it’ you may require in the future.
- 6. • 66 Strategies for crafting acustomized talent pipeline approach
- 7. • • Talent pipeliningin not just about getting a resume into your system. • It’s about identifying talent for both current and future needs and ensuring you can access that talent when you need it. • A well-built pipeline ensures that employers are never without relevant, qualified candidates – whether they are ready to hire right now or a year from now. 7 The art of the talent pipeline
- 8. • • Post andpray is no longer an option. • You can’t hide your brand. • Your recruitment resources continue to be lean. • Competition for top talent is only going to increase as the market continues to open up. • Social media isn’t going anywhere. 8 Reality check – the recruitment game has changed!
- 9. • • First stepis identifying what you need now and what you will need in the future. • Then you’ll need to understand what talent you may already have and how to access them. • The key is examining not just what’s going on today, but what is coming in the future. 9 Drafting a strategy
- 10. • • Take thetime to re-examine the skill set of your hiring teams or those involved in the hiring process: - Do they have expertise in the discipline they are recruiting for? - Do they have a strong relationship with the hiring manager? - Do they understand the company’s overall mission, vision and strategy? 10 Who is doing the hiring?
- 11. • • Recruiters todayneed to be able to analyze and interpret candidate skill sets, behaviors and motivations rather than just screen for experience. • They also need to be tied into the company’s short, medium and long-term talent strategies in order to avoid missing out on top talent that could bring value in the future. 11 Who is doing the hiring? (continued) • Are your hiring managers, leaders and current colleagues engaged and networking for talent? • Do you have a clear process for your recruiters or hiring managers to bubble up future/passive candidates? • How are you tracking these candidates in your system(s)?
- 12. • 1212 Managing the currentskills gap in the American workforce
- 13. • • While abig part of the skills gap is a shortage of people skilled in the STEM (science, technology, education, and math) industries, there also is a gap in soft skills such as communication and advanced leadership skills. • You need to decide whether you are willing to wait to hire for these skills, or provide training on the job. 13 The soft skills gap
- 14. • • Technology haschanged the way we communicate. • Employers are struggling with otherwise highly skilled individuals that can’t communicate at a professional level. • Dependence on technology has affected our ability to communicate effectively when face-to-face. - Proper grammar is being replaced by abbreviations and slang. - This can also limit our ability to deal with conflict. 14 Communication
- 15. • A recent surveyof senior executives done by the Center for Creative Leadership showed that the five most important leadership competencies desired in people entering the workforce today are: 15 Leadership skills Sources: Center for Creative Leadership Learning agility Self-motivation Communication skills Self-awareness Adaptability
- 16. • • Provide accessto courses that address these skills in a real-world professional work environment. • Lead by example: - Highlight those that possess strong communication skills and the importance of it. - Consider partnering up-and-coming leaders with strong leaders in your organization. 16 Training is the solution
- 17. • 1717 How ineffective applicantscreening can cause you to miss out on the best professionals
- 18. • • Technology hasimproved the efficiency of applicant screening. • It can also cause you to miss out on top talent. • Criteria includes: - Minimum qualifications - Experience levels - Required skills • Why? 18 Modern applicant screening methods
- 19. • • Is yourscreening simply a key word match on skills? • Consider your “must have” vs “want to have” skill sets. • List the skills you'd like to have, then weigh skills by priority - What if all 10 of these skills together are not worth as much as your top required skill? • Use a system of inclusion rather than disqualification on the front-end and be sure you understand what is important. 19 Poorly constructed job ads and screening questions
- 20. • • Who wouldyou rather have? - A candidate with 2 years of strong performance - Or one with 10 years of mediocre performance? • Be careful with years of experience requirements, especially in performance driven roles. • Instead ask about recent results, achievements, performance. • Screening out on X years work experience may screen out candidates with related volunteer or community experience 20 Be careful screening out based on years of experience
- 21. • • During andafter the recession, people took on more responsibilities and skills. • This was mostly tailored to who they were, vs. what makes sense for a job. • Once economy turns around, people start quitting and new people who come on can’t be expected to fill a 2 in 1 role automatically. 21 Are your job requirements realistic? • Think of your job description: How much did you have to take over during the downturn? • Seek someone who has the ability to adapt and learn.
- 22. • Screening questions typicallydon’t consider the soft skills: 22 Screening questions People and relationship building skills Communication Writing Internal motivation
- 23. • • Is thehiring manager clear on what they want? • Is the recruiter clear? Or is it a game of telephone? • The proper match can only happen when there is complete clarity and truth in what people are looking for. 23 Do you really know what you want? • You must understand the “must haves” vs. the “nice to haves”. • You don’t have to lower your expectations, you just have to be hones about what is really required to be successful in the job.
- 24. • • Candidates aremore than a resume and you’re not hiring someone on their ability to craft a great resume. • Through meeting candidates you get perspective you wouldn’t get from the resume. • Consider video interviewing when a face-to-face interview isn’t an option, especially where positions require a strong communication or presentation skill set. 24 The resume doesn’t tell the whole story
- 25. • • Don’t bethe company candidates apply to and never hear back from. • Use professional courtesy, even if automated. • Create a positive image. • People can handle rejection and honesty, but not being disregarded or ignored. 25 Consider your company image
- 26. • • With thejob market picking back up, people are typically interviewing with several companies at one time. • There is now more immediacy and urgency to the process. • If you find talent, grab it. Otherwise they will have moved on. 26 Get out of hiring paralysis!
- 27. • Where to sourcefor open positions? 27 Difficulty of the position Timetofill Active candidates Passive candidates 70% of jobs 30% of jobs Your ATS Job/resume boards Job postings Referrals/networking Social media outreach Advanced X-Ray Search Strings
- 28. • Sourcing options 28 Job boards Localrecruiting source Social networking sites Referrals/networking Associations Online business directories Schools
- 29. • 2929 Where to lookfor top candidates and how to get them looking for you
- 30. • • Who areyou as an employer and why would candidates want to work for you? • This should match who you are TODAY, not who you want to be or who you used to be. • Use your superstars as a starting point for conversation. 30 Start introspectively – Who are we?
- 31. • • Take inventory: -Where have you found strong people in the past? - Where are these people spending their time? 31 Start introspectively • Start building your ads and your sourcing strategies around these people. • Search within your workforce for candidates.
- 32. • • 2/3 ofskills should be essential, and the other skills are “nice to have”. • What is the top skill for each job? • If you’re unsure, talk to your experts (your current top employees) or even have them review your ad and provide feedback. • Don’t rely on a potentially outdated HR job description to speak to your candidates. 32 Really understand the skills you are seeking
- 33. • 33 When you runan ad, how much of the talent pool are you accessing? Passive job seekers Employed and not looking *Active job seekers Employed and looking Those who are not physically in your market – could they be relocated?
- 34. • • Referral bonusprograms • Current employee social media outreach - Post links to your jobs - Use your intranet - Post to social media pages 34 Using referral networks and your current employees to refer talent
- 35. • Social media sourcing •Align your social media strategy to ensure you are engaging with both current and future candidates. Provide valuable content to build the relationship and engage directly with the talent. 35 Additional sourcing methods University/Alumni networks •Coordinate with local universities to access alumni networks and explore speaking or sponsorship opportunities to build brand awareness on campus.
- 36. • • Ensure yourscreening or filtering processes don’t screen out key skills or experience or future talent • Consider offering training or continuing education to prospective (or current) employees to bridge any skill or experience gaps • Ensure all of your employees understand their responsibility in finding talent. Ensure they are educated and engaged in the process and are clear how and where to bubble up leads and how to keep talent interested and engaged. • Ensure your applicant tracking system/process is able to track passive and future talent in a way that allows you to easily access in the future • Get in the habit of adding any top talent to the system, even if you don’t have an opening. Nurture your networks to ensure they know you are open to leads. 36 Key takeaways
- 37. • • Create tags,statuses or folders to organize future/passive candidates to make them easy to find in your system (if in doubt ask your ATS rep) • Document all contact with future/passive candidates to ensure you can • Set tasks or reminders to follow-up or send valuable content to passive candidates to keep them engaged • A Talent Strategy needs to be flexible and adaptable and change along with your company. Measure your efforts and continually re-visit your strategy with fresh eyes to make sure you understand 37 Key takeaways (continued)
- 38. • 3838 Thank you. Visit uson Facebook: facebook.com/adeccousa
Editor's Notes
- #4 Allison Chappelle is a strategic talent leader with over 15 years ’ experience in developing and managing talent strategies for Fortune 500 companies, including Best Buy and Adecco Group North America. Currently at Adecco Group, a world leader in staffing, Allison is responsible to develop talent strategies aimed at finding, developing and retaining the best internal talent possible for Adecco Group companies including talent acquisition and recruitment, training, technology management and HR leadership and development. Allison is also the current Global Recruiting Community leader for Adecco Group and a regular SME for global talent and technology projects.
- #6 You can ’t hire people who have what it takes unless you first define what ‘it’ actually is, what ‘it’ you require today, and what ‘it’ you may require in the future.
- #8 The art of the talent pipeline Talent pipelining is not just about getting a resume into your system It ’s about identifying talent for both current and future needs and ensuring you can access that talent when you need it. A well-built pipeline ensures that employers are never without relevant, qualified candidates — whether they are ready to hire right now or a year from now — so they never have to start at square one when it comes to hiring.
- #9 Reality Check – the recruitment game has changed Post and pray is no longer an option. Ten years ago, you could put an ad online, maybe ask for referrals then simply wait around hoping for applications to come in. You can ’t hide your brand. No longer can you keep your brand hidden from prospective employees. They WILL research you so you need to understand what candidates are able to find out about you as an employer. And you need to think about what you want them to see and how you want to be viewed. Your recruitment resources continue to be lean. It ’s about doing more and finding more with less. Competition for top talent is only going to increase as the market continues to open up. And that talent wants to be wanted. And wants to be engaged with you as a prospective employer. Social Media isn ’t going anywhere. Talent wants to be engaged with employers. Ensure your social media strategy is solid and provides valuable content to candidates to build this relationship.
- #10 Drafting a strategy First step is identifying what you need now, and what you will need in the future (i.e. growth into new markets, new skill sets, new technologies/processes) Also need to understand what talent you may already have (i.e. current employees, candidates in your database) and how to access it Not uncommon for a recruiting firm to present a candidate that a company has been struggling to find, candidate is great, same candidate was in the system the whole time The key is examining not just what's going on today, but what is coming in the future. If a candidate is not qualified for current listing, could they be qualified for the next?
- #11 Who is doing the hiring? Need to re-examine the skill set of your hiring teams or those involved in the hiring process Do they have expertise in the discipline they are recruiting for? Do they have a strong relationship with the hiring manager? Do they understand the company ’s overall mission, vision and strategy? Recruiters today need to be able to analyze and interpret candidates ’ skill sets, behaviors and motivations rather than just screen for experience Recruiters need to be tied into the company ’s short, medium and long-term talent strategies in order to avoid missing out on top talent that could bring value in the future
- #13 Managing the current skills gap in the American workforce
- #14 The Soft Skills Gap While a big part of the skills gap is a shortage of people skilled in the STEM (science, technology, education, and math) industries, there also is a gap in soft skills such as communication and advanced leadership skills You need to decide whether you are willing to wait to hire for these skills, or provide training on the job
- #15 Communication Technology has changed the way we communicate (email, texting, social media) Employers are struggling with otherwise highly skilled individuals that can ’t communicate at a professional level Harming our ability to communication effectively face-to-face Proper grammar is being replaced by abbreviations and slang Can also limit ability to deal with conflict – tempting to address issues via email/text vs. face to face
- #16 Leadership skills A recent survey of senior executives done by the Center for Creative Leadership showed that the five most important leadership competencies desired in people entering the workforce today are: communication skills self-motivation learning agility self-awareness adaptability
- #17 Training is the solution Provide access to courses that cover these skills Consider partnering up and coming leaders with strong leaders in your organization (mentoring) Leading by example – highlight those that possess strong communication skills and the importance of it
- #18 How ineffective applicant screening can cause you to miss out on the best professionals
- #19 Modern applicant screening methods Technology improves the efficiency of applicant screening (and is a must in some cases) but can also cause you to miss out on top talent Such criteria include minimum qualifications, experience levels, required skills and competency models, among others. Why?
- #20 Poorly constructed job ads and screening questions Is your screening simply a key word match on skills? Consider your “must have” vs “want to have” skill sets. List the skills you'd like to have, then weight skills by priority Start with weighting of skills vs. keyword. What is all 10 of these skills together are not worth as much as your top required skill? Use a system of inclusion rather than disqualification on the front-end and be sure you understand what is important. You can always dig deeper in the interview.
- #21 Be careful screening out based on years of experience Who would you rather have? A candidate with 2 years of strong performance or one with 10 years of mediocre performance? Be careful with years of experience requirements, especially in performance driven roles Instead ask about recent results, achievements, performance Screening out on X years work experience may screen out candidates with related volunteer or community experience
- #22 Are your job requirements realistic? With the recession, 6 jobs became 3 and people took on more responsibilities and skills, Mostly tailored to who they were, vs. what makes sense for a job Once economy turns around, people start quitting and new people who come on can ’t be expected to fill a 2 in 1 role automatically Think of your job description how much did you have to take over during the downturn ability to adapt and learn
- #23 Screening questions Screening questions typically don ’t consider the soft skills: Writing Communication People and relationships building skills Internal motivation
- #24 Do you really know what you want? Is the hiring manager clear on what they want, is the recruiter clear…. or is it a game of telephone? The proper match can only happen when there is complete clarity and truth in what people are looking for Must understand the “must haves” vs. the “nice to haves” Don't have to lower expectations, just have to be honest about what is really required to be successful in the job
- #25 Resume doesn ’t tell the whole story Candidates are more than a resume and you ’re not hiring someone on their ability to craft a great resume Through meeting candidates you get perspective you wouldn ’t get from the resume Consider video interviewing where a face to face interview isn ’t an option, especially where positions require a strong communication or presentation skill set
- #26 Consider your company image Don ’t be the company candidates apply to and never hear back from Professional courtesy, even if automated (Thank people for their application) Creating a positive image People can handle rejection and honesty, but not being disregarded or ignored
- #27 Get out of hiring paralysis! With the job market picking back up, people are typically interviewing with several companies at one time and have more of an immediacy and urgency to the process. If you find talent, grab it. Otherwise they will have moved on.
- #30 Where to look for top candidates and how to get them looking for you
- #31 Start introspectively – Who are we? Who are you as an employer and why would candidates want to work with you? Avoid propaganda, this needs to match who you truly are TODAY, not who you want to be, or even who you used to be. Use your superstars as a starting point (When we hire, we want a superstar). Talk to them – why do they stay? Why would they join again today if given the option?
- #32 Start introspectively Take inventory – where have you found strong people in the past? Where are these people spending their time (i.e. websites, social media, etc.) Start building your ads and your sourcing strategies around these people Look into your workforce (There are good people who meet the requirements of your ad that already work for you)
- #33 Really understand the skills you are seeking and talk to the experts 2/3 things being essential, the others are “nice to have” What is the top skill for each job - if you could only find one skill for each job, what is it? If you ’re unsure, talk to your experts (your current top employees) or even have them review your ad and provide feedback. Don ’t rely on a potentially outdated HR job description to speak to your candidates.
- #34 When you run an ad, how much of the talent pool are you accessing? * Active job seekers Passive job seekers Employed and looking Employed and not looking Those who are not physically in your market – could they be relocated?
- #35 Using referral networks and your current employees to refer talent Referral bonus programs Current employee social media outreach (i.e. posting links to your jobs or to your social media page on your current employee ’s pages – LinkedIn, Facebook, Twitter, etc.). - Post links to your jobs - Use your intranet - Post to social media pages