1. SAMPLE Build a Collaborative Sourcing Process
Create an effective staffing supply chain that give you ready access to talent.
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2. Our understanding of the problem
HR leaders responsible for the talent acquisition function.
Talent Acquisition Specialists.
HR generalists with recruiting responsibilities.
Make the case to optimize sourcing.
Identify your sourcing pain points.
Develop an action plan to improve sourcing that includes:
Improving the talent acquisition strategy.
Improving the sourcing process.
Train your talent acquisition team to source effectively.
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3. Executive Summary  ? SAMPLE Complication Resolution
The traditional approach to candidate sourcing is costly, time-consuming, and often leads to dubious hires. It also often results in tension – even conflict – between talent acquisition specialists and hiring managers.
Talent acquisition specialists (TAS) struggle to reduce the number of unsuitable candidates they need to screen, while still finding quality candidates on-time and on-budget. They often complain that hiring managers are slowing down the hiring process.
Meanwhile, hiring managers complain that TAS have a low understanding of the roles for which they recruit and wish TAS would build talent pools so they don’t need to start from scratch to fill positions.
Think of talent acquisition as a staffing supply chain whose goal is the timely production of quality hires to meet organizational needs.
Framing the sourcing process as a part of a staffing supply chain emphasizes:
The need for collaboration. Each stakeholder is a distinct link in the staffing supply chain, positioned to notice different challenges and opportunities. Stakeholders must collaborate to source quality candidates.
The need to work proactively. Effective hiring teams identify talent pools ahead of demand to ensure quality candidates are available when positions open up.
Complication ?
The talent acquisition function is undergoing rapid change.
Organizations face greater talent scarcity, hiring volumes, and retention challenges than ever before, making finding the right talent even more difficult. Over the next five years, these trends will make the traditional reactive approach to sourcing even less effective than it is today.
Resolution 
HR leaders responsible for talent acquisition are reviewing current sourcing processes to identify opportunities for improvement. Their ultimate goal is to reorient the sourcing function as a collaborative, proactive process with effective outreach methods that produces timely quality hires to meet organizational needs.
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4. Guided Implementation
McLean & Company offers various levels of support to best suit your needs
Guided Implementation
“Our team knows that we need to fix a process, but we need assistance to determine where to focus. Some check-ins along the way would help keep us on track.”
DIY Toolkit
“Our team has already made this critical project a priority, and we have the time and capability, but some guidance along the way would be helpful.”
Workshop
“We need to hit the ground running and get this project kicked off immediately. Our team has the ability to take this over once we get a framework and strategy in place.”
Consulting
“Our team does not have the time or the knowledge to take this project on. We need assistance through the entirety of this project.”
Diagnostics and consistent frameworks used throughout all four options
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5. Follow McLean & Company’s approach to improve the effectiveness of candidate sourcing
2) Improve the talent acquisition strategy
1) Identify sourcing pain points
4) Train your talent acquisition team to source effectively
3) Improve the sourcing process
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6. Sample Slides
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7. HR and Organizational Organization Leaders
View the hiring process as a staffing supply chain to boost quality of hire
Organizational Strategy
Critical positions
Strategic
Workforce Planning
Forecast
HR and Organizational Organization Leaders
Talent Pool
Sourcing
Screening
Assessment
Onboarding
Requisition
Quality Hire
A supply chain is a series of steps in a business process. In manufacturing, the supply chain encompasses the process steps from order to delivery. A typical supply chain has a distinctive goal, which suppliers, manufacturers, wholesalers, and retailers work together to achieve.
The staffing supply chain spans from the requisition to onboarding. It touches hiring managers, talent acquisition specialists, external recruiters, and media sources, as well as background checking and other third-service providers. Its goal is the timely production of quality hires to meet organizational needs.
A talent pool is a group of people with the competencies to fill a given position. They are usually identified for critical positions.
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8. Next, create talent profiles and then a Sourcing Channel Inventory
Build talent profiles & talent pools II
Investigate sourcing channels IV
Create a Sourcing Channel Inventory
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Document sourcing constraints
Select positions that merit Target Talent Profiles.
Build Target Talent Profiles.
Identify suitable talent pools.
Become familiar with sourcing tools.
Don’t be misled by common myths about the best sourcing channels and candidate types
Gather information on potential organization-level and department-level constraints.
Finalize and document your approved Sourcing Channel Inventory.
Look for this icon in the top right corner of the slide to indicate where you are in this process: I II IV
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9. McLean & Company Helps HR Professionals To:
Empower management to apply HR best practices
Develop effective talent acquisition & retention strategies
Build a high performance culture
Maintain a progressive set of HR policies & procedures
Demonstrate the business impact of HR
Stay abreast of HR trends & technologies 
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" Now, more than ever, HR leaders need to help their organizations maximize the value of their people. McLean & Company offers the tools, diagnostics and programs to drive measurable results."
– Jennifer Rozon, Vice President, McLean & Company
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