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The New Drivers of Recruiting and How Technology Should Enable Them
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Speaker: Steve GoldbergPrincipal Analyst -- HRMS and TMSBersin & Associates
Moderator: Daniel Margolis, Managing EditorTalent Management magazine
The New Drivers of Recruiting and How Technology Should Enable Them
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The New Drivers of Recruiting and How Technology Should Enable Them
#TMwebinar
Daniel MargolisManaging EditorTalent Management magazine
The New Drivers of Recruiting and How Technology Should Enable Them
#TMwebinar
Steve GoldbergPrincipal Analyst -- HRMS and TMSBersin & Associates
Copyright © 2010 Bersin & Associates. All rights reserved.
The New Drivers of Recruiting and How Technology Should
Enable Them
Steve GoldbergPrincipal Analyst and Industry AdvisorBersin & AssociatesMarch 1, 2011
Copyright © 2010 Bersin & Associates. All rights reserved.Page 9
Bersin & Associates Bulletin / White Paper
Available to all webinar registrants …RETHINKINGRECRUITING …
MODERNIZING THEWAY WE HIRE
Copyright © 2010 Bersin & Associates. All rights reserved.Page 10
Bersin’s Talent Management Framework
Copyright © 2010 Bersin & Associates. All rights reserved.Page 11
TM Strategy Maturity OpportunitySteady year-over-year growth in understanding the business impact of integrated strategies enabled by technology
How “Mature” is your Talent Management Strategy?
© Bersin & Associates, Talent Management Factbook 2010
More than half of allcompanies still
have an immatureor no strategy
at all.
More than half of allcompanies still
have an immatureor no strategy
at all.
Copyright © 2010 Bersin & Associates. All rights reserved.
Impact of TM Maturity Levels
Copyright © 2010 Bersin & Associates. All rights reserved.Page 13
Are you willing to sacrifice functionality to standardize on one vendor?
Integration Becoming a Top Priority1/3 of HR Technology Users Are Willing to Sacrifice Some Features for Integration – twice the number from last year
Figure 42
Source: Talent Management Systems 2010, Bersin & Associates, 2009.
Copyright © 2010 Bersin & Associates. All rights reserved.Page 14
Barriers to Value (IBM Study - 2008)
Copyright © 2010 Bersin & Associates. All rights reserved.Page 15
FROM: ERP-enabled HR cost savings, efficiency gains, process optimization
TO: Technology-enabled “ERP”
1990’s
2010/2011
Copyright © 2010 Bersin & Associates. All rights reserved.Page 16
What has the biggest financial impact?
a)40% cost savings in HR Service Delivery• $4 million
b)20% reduction in (undesirable) employee turnover• $12 million
c)4% improvement in employee productivity• $30 million
The “New ERP Acronym”Engagement, Retention, Productivity
Copyright © 2010 Bersin & Associates. All rights reserved.Page 17
Impact of Employee Engagement on Financial Performance
Towers Perrin 2009 Study -- 50 Global Companies
Copyright © 2010 Bersin & Associates. All rights reserved.Page 18
Top HR Metrics on HR ScorecardsBersin & Associates Survey
2010 Survey – Over 1,200 HR Practitioners
Bersin & AssociatesHIHR Research
Nov 2010 – 700+ co’s
Copyright © 2010 Bersin & Associates. All rights reserved.Page 19
2000 2003 2009
Evolution of HR Systems
2006
IntegratedTM Solutionse-Learning
Compensation
PerformanceTalent
2010+
PeopleMgmtSystems
Ma
rke
t G
row
th -
Ad
op
tio
n
HRIS
BenefitsAdministration
Compensation
HiringRecruiting
ApplicantTracking
RecruitingSourcing
LearningManagement
LCMS
PerformanceManagement
CompetencyMgt
SuccessionManagement
IntegratedTalent Management
Compensation
Next GenRecruiting
WorkforcePlanning
HR
MS
/co
re H
R d
ata
+ T
M
Copyright © 2010 Bersin & Associates. All rights reserved.Page 20
HR System Areas Driving HR Dept ImpactBersin & Associates Survey
2010 Survey – Over 1,200 HR Practitioners
Bersin & AssociatesHIHR Research
Nov 2010 – 700+ co’s
Copyright © 2010 Bersin & Associates. All rights reserved.Page 21
9-box on steroids!
Social collab - infused TM
Actionable reports, deep links
HRMS / TMS – 1 platform
Validated video interviews
Job eVites / using Linked-In
Open dev platform PaaS
Integrated succession mgt
Improved core platform attributes
Semantic search - CV’s
Mobile learningsnippets
Kudo’s & raves(recognition)
Coaching mgt optimization
3D Job simulations
Mobile candidate mgt
HR Technology Advances are Plentiful
Copyright © 2010 Bersin & Associates. All rights reserved.Page 22
Your TA System has Reduced the Cost and Time to Hire
45%
30%21%
4%
Bersin & AssociatesTMS Research
July 2010 - 220 co’s
Copyright © 2010 Bersin & Associates. All rights reserved.Page 23
Your TA System has Helped Screen for the Best Hires
47%
38%
9%
4%
2%
Bersin & AssociatesTMS Research
July 2010 - 220 co’s
Copyright © 2010 Bersin & Associates. All rights reserved.Page 24
1. Respondents on these questions either: Were apathetic / had no opinion
orHad no meaningful way to measure (45-60%)
Noticeable Business Impact:
2. TA (40-50%)
2 Take-away’s
Copyright © 2010 Bersin & Associates. All rights reserved.Page 25
Satisfaction By Talent Mgt Module
Bersin & AssociatesC-Sat Research
Sept 2010 – 700+ co’s
Copyright © 2010 Bersin & Associates. All rights reserved.Page 26
SaaS in Now the Preferred Model
Copyright © 2010 Bersin & Associates. All rights reserved.Page 27
How satisfied are you with your current talent acquisition system?
a) Very satisfiedb) Somewhat satisfiedc) Neutrald) Somewhat dissatisfiede) Very dissatisfied
Polling Question #1
Copyright © 2010 Bersin & Associates. All rights reserved.Page 28
Ranking resumes can be exclusionary if based on system determinations, ranking people based on people determinations is more inclusionary
• “False positives” not as detrimental as false “negatives”• Few companies change their ranking criteria job by job – nor do all recruiters
know exactly what the ranking criteria are• People try to game the system
Post and response can be considered an unnecessary expense in today’s networked and connected world
Something to Think About …
Copyright © 2010 Bersin & Associates. All rights reserved.Page 29
Second Generation Hiring Management Systems
Human factors based >>> works how today’s workers work (social) and how they approach the TM parts of their job
Very intuitive >>> drives adoption among diverse stakeholder groups and group members
Goes beyond last generation’s sole automation of what recruiters did
Integration with the rest of talent management
Social collaboration driven, inside & outside the enterprise!
Something to Think About …
Copyright © 2010 Bersin & Associates. All rights reserved.Page 30
Collaborative or “Social-Inside” Recruiting
Extended hiring team (recruiter, hiring manager, interviewers) and other relevant players within the organization (e.g., Staffing, Finance and/or Compensation Managers) function as one highly collaborative team
Team shares opinions on job success profile, discusses whether suitable internal talent candidates exist, formulates interview strategies, debriefs on interviews, compares candidates, review resumes and add comments directly on document (electronic post-it notes), etc.
Collect informal assessments of fit from employees & managers
Something to Think About …
Copyright © 2010 Bersin & Associates. All rights reserved.Page 31
Copyright © 2010 Bersin & Associates. All rights reserved.Page 32
4 C’s of Social Collaboration
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Changes in the Use of Hiring Tools During the Recession (2009) Source: Monster, 2009
Copyright © 2010 Bersin & Associates. All rights reserved.Page 34
Copyright © 2010 Bersin & Associates. All rights reserved.Page 35
Copyright © 2010 Bersin & Associates. All rights reserved.Page 36
Copyright © 2010 Bersin & Associates. All rights reserved.Page 37
Jobvite Technology
Viral referrals … social network-based sourcing/recruiting (incl PASSIVES)
Auto delivers identifies passive candidates that match job description posted
Auto publishes fresh position./job info to the social networks
Send / forward Jobvite (personal job invitation via LinkedIn, Facebook, Twitter or email
Matching technology suggests matches for the job based on social profile information
Candidates referred by employees are highly qualified; come at lower cost
Auto collects web recruiting analytics
Something to Think About …
Copyright © 2010 Bersin & Associates. All rights reserved.Page 38
How important is it for you to have social networking / social collaboration capabilities embedded into your talent acquisition system?
a) Very satisfiedb) Somewhat satisfiedc) Neutrald) Somewhat dissatisfiede) Very dissatisfied
Polling Question #2
Copyright © 2010 Bersin & Associates. All rights reserved.Page 39
Improving Usability – Common Features
Copyright © 2010 Bersin & Associates. All rights reserved.Page 40
Team Visualization >> Take Action
Copyright © 2010 Bersin & Associates. All rights reserved.Page 41
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Copyright © 2010 Bersin & Associates. All rights reserved.Page 43
Move Toward Strategic Workforce Planning
Right people, with right skills, appropriately deployed, and at right cost to meet both near-term and longer-term business demands
Critical questions … Which jobs / roles and skills are most critical to organizational success, and what related gaps exist today? What gaps might exist down the road given different business assumptions about talent supply and demand? Which jobs serve as ideal “feeder jobs” for critical roles – and average time it takes to be ready to move up? Which key talent are retention risks? What new skill sets are required given new business strategies or directions?
Talent acquisition systems should enable managers and recruiters to quantify potential gaps by projecting & analyzing external supply of talent over time – and linking supply / demand modeling into overall hiring management solution
Something to Think About …
Copyright © 2010 Bersin & Associates. All rights reserved.Page 44
Employee value indicators (EVI’s) are mined / identified through social platforms
Primary lens for evaluating HR technology: “What’s in it for me” factor -- drives user adoption which drives business value and impact
• Most important thing in real estate is location, location, location ---- Most important thing in HR technology is adoption, adoption, adoption!
Opportunity for Talent Management process and activity linkages are numerous --- including more subtle ones; e.g., PM process outcomes include competency gaps at enterprise level … link that back to workforce planning and recruiting strategies
Something to Think About …
Copyright © 2010 Bersin & Associates. All rights reserved.Page 45
Traditional Talent Acquisition Metrics• Time and cost-to-fill• % of candidates by sourcing channel• Source effectiveness• Employee retention rates• Total recruiting costs / size of workforce• Total hires or total concurrent req’s managed per recruiter• Internal customer (hiring manager) satisfaction
More Innovative Talent Acquisition Metrics• % of first choice candidates• % of top-rated performers• New employee productivity (e.g., rev / employee)• Time-to-productivity• Total recruiting costs / total compensation of new hires• Recruiting solution adoption rates• % of opt-outs during application process• Degree of process standardization – and related compliance• Number or % of recruiting process ‘defects’ … i.e., bad hires
Final Thoughts -- re Talent Acquisition Metrics
Copyright © 2010 Bersin & Associates. All rights reserved.Page 46
If you’ve already implemented a Talent Management System, which ONE ITEM of the following “HR technology - Business Value Drivers” do you wish you had placed a greater emphasis on …. based on your system adoption and “business impact” results to-date?
a) Change managementb) TM process and technology integrationc) System usabilityd) Leveraging social softwaree) HR-IT competenciesf) HR-IT relationshipg) Data integrityh) System implementation strategyi) None of the above
Polling Question #3
Copyright © 2010 Bersin & Associates. All rights reserved.Page 47
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