The Future of Recruitment A Matter of Perspective Peter Weddle WEDDLE’s © Copyright 2007 WEDDLE’s LLC

A Perspective on the Challenge Time Difficulty The War for Work The War for Talent The War for Any Talent The War for the Best Talent

What Is the Best Talent? Rare skill holders Rare skill holders Certain IT professionals Engineers Nurses Skilled trades  Deter a performance deficit Rare performers Rare performers McKinsey & Co. Report All professions, crafts and trades “A” level talent is key The missing cohort  Gain a performance edge

How Are We Doing? Accenture surveyed 200 senior executives from the Global 1000 Accenture surveyed 200 senior executives from the Global 1000 Spencer Stuart surveyed 8,000 high performing professionals Spencer Stuart surveyed 8,000 high performing professionals The Recruiting Roundtable surveyed 47 organizations with 27,000 new hires The Recruiting Roundtable surveyed 47 organizations with 27,000 new hires Bottom Line: __________________ Bottom Line: __________________

Why Is This Happening? The Golden Rule of Recruiting What you do to recruit the best talent will also recruit mediocre talent, but the converse is not true. Too many employers are ignoring…

For Example The norm in online recruitment today … Web-sites selected by habit or worse Web-sites selected by habit or worse Job postings for people who are desperate for work Job postings for people who are desperate for work Data mining for people who don’t have resumes Data mining for people who don’t have resumes Communications for people who didn’t listen to their mothers Communications for people who didn’t listen to their mothers … actions that will recruit only Any Talent.

The Alternative A strategy tailored to the Best Talent The best talent DOES NOT look for a job The best talent DOES NOT look for a job They don’t have a resumeThey don’t have a resume They need a lot of informationThey need a lot of information The best talent DOES expect to be wooed The best talent DOES expect to be wooed They want to be recognized as specialThey want to be recognized as special They want a special experienceThey want a special experience

Optimizing the Candidate Experience Sourcing the Candidate Evaluating the Candidate Selling the Candidate 3 integrated processes covering 16 touch points that influence 1 hire 1.e-Brand statement 2.Advertising venue selection 3.Non-advertising sourcing 4.Brand and job advertising 5.Application method/feedback 6.Career site design/mgmt 7.Pre-qualifying screen(s) 8.Assessment test(s) 9.Interview logistics 10.Interviews 11.Feedback/Status information 12.Background checks 13.Relationship building 14.Offer communication 15.Post offer communication 16.Reinforcement INTEREST EDUCATION ENGAGEMENT  great

How Does It Happen? Sourcing the Candidate Evaluating the Candidate Selling the Candidate 3 integrated processes covering 16 touch points that influence 1 hire 1.e-Brand statement 2.Advertising venue selection 3.Non-advertising sourcing 4.Brand and Job advertising 5.Application method/feedback 6.Career site design/mgmt 7.Pre-qualifying screen(s) 8.Assessment test(s) 9.Interview logistics 10.Interviews 11.Feedback/status information 12.Background checks 13.Relationship building 14.Offer communication 15.Post offer communication 16.Reinforcement INTEREST EDUCATION ENGAGEMENT  great An expectation that comes true

The Importance of Small Differences Human Genome Project Human Genome Project People differences = People differences = The same is true of organizations The same is true of organizations Even tiny differences will distinguish one employer from another in the minds of the Best TalentEven tiny differences will distinguish one employer from another in the minds of the Best Talent The key to optimizing the candidate experience: The key to optimizing the candidate experience: Taking care of the small stuffTaking care of the small stuff Aligning what you say & do with your differencesAligning what you say & do with your differences

The Starbucks Expectation “Our success depends on your success. Our ability to accomplish what we set out to do is based primarily on the people we hire – we call each other ‘partners.’ We are always focused on our people. We provide opportunities to develop your skills, further your career, and achieve your goals.”

Making the Expectation Come True Touch Point #10: Interviews Touch Point #16: Reinforcement Starbucks: “… we call each other ‘partners.’” Interviews with ___________________Interviews with ___________________ Reinforcement with ________________Reinforcement with ________________

If you really believe Talent is central to enterprise success Then you need the right perspective on the War for Talent In order to wage it with the right strategies & tactics

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