Leading By Example: Understanding the Sourcing Function from a Leader's Perspective

© 2011 Crowe Horwath LLP 2 Audit | Tax | Advisory | Risk | Performance

The Unique Alternative to the Big Four®

1.  Who’s Charles 2.  Define structure & strategies

a)  Objectives & goals b)  Pain points/obstacles c)  Sourcing structure d)  Review current tool box e)  Alignment

3.  Process 4.  Metrics that matter 5.  Strategic Partnership 6.  Staying Sharp as a Leader 7.  Manage Differently 8.  Final Thoughts



About Me?

§  Been in Recruiting since 1996

§  Been in a Sourcing role since 2001

§  Sourcing Manager since 2011

§  5 years full-lifecycle contingency recruiting experience

§  10+ years contingency and corporate sourcing experience

§  Been a functional Sourcer in contingency search and Fortune 500. Currently a Sourcing Manager in Professional Services



Objectives & Goals

§  Short Term §  Find/engage active & passive talent §  ROI

§  Long Term §  Pipeline/talent community building §  Employer branding/name recognition §  Drip marketing campaigns §  Resource reallocation §  Social media §  Metrics/ROI – both Sourcer’s and tools



Pain Points & Obstacles

§  Budget

§  Candidate pool

§  Company name recognition

§  Leadership awareness & support

§  Limited channels

§  Recruiter/Sourcer req load

§  Resources

§  ROI on current channels

§  Social media strategy

§  Technology



World Class Sourcing Structure

Sourcers

Coordinators

Researchers

Marketing & Social Media Strategists



World Class Sourcing Structure

Attraction (Branding & Visibiliy)

Metrics and Reporting ROI

Pipeline Dev/Mgmt

Channel Management

Social Media



Toolbox Diversification

§  ATS §  Employment branding/marketing §  ERBP §  Events §  Job boards §  Niche sites §  Research tools §  SEO/SEM §  Social media/networks §  Vendors



Alignment

§  Good – Sourcer responsible for all business units / locations /functions §  Pipeline generation is difficult due to lack of

specialization and focus

§  Better – Align Sourcer to business unit / location covering multiple functions §  Still allows for pipeline generation but speed

and quality may suffer due to potential lack of expertise in all areas

§  Best – Align Sourcer to 1-3 Recruiters by function §  Allows for specialization and strongest pipeline

building



Workbench

§  Sourcers source – limit project and non-productive work/tasks

§  Manage and set productivity expectations accordingly with Recruiters and Leadership

§  Understand that the more time spent developing and working passive channels the less roles the Sourcer can handle



Sourcing Process



Recruiter/Sourcer Relationship §  Sourcers NEED to be involved in Recruiter intake sessions

§  Timely feedback from Recruiters and Hiring Manager is critical §  The more time keeping people

warm due to lack of timely feedback from either the Recruiter or Hiring Manager limits sourcing time for potential talent

§  Just as timely feedback is required so the Sourcer can effectively target, they also need to provide marketplace updates to the Recruiter and Hiring Manager §  What’s working/not working §  Recalibration/redirection if required



Sell the Steak not just the Sizzle §  If Sourcers are pre-screening

people, do they really know: §  The company/business unit §  The role past the job description §  The Hiring Managers background

(not just a bio/profile, but why someone would want to come and work for them)

§  Hiring Manager’s team and their dynamics

§  This all affects your company brand and reputation in the market

§  These are all potential questions that your World Class Sourcer needs to be able to answer



Metrics That Matter

1.  ROI by source

2.  Sourcer performance

3.  Sourcing/recruiting gap analysis

4.  Engagement

a)  Social media

b)  Response rate

§  Join community

§  Marketing campaigns

5.  Departmentalized



ROI by Source - Visitors



ROI by Source - Members



ROI by Source– Application Starts



Sourcer Metrics

§  Measure what a Sourcer has control over: §  Number of candidates presented

to Recruiting §  Number of candidates accepted

by Recruiting §  Number of accepted candidates

presented to Hiring Managers

§  Measure but don’t hold Sourcers accountable for: §  Number of candidates interviewed §  Number of candidates hired



Metrics – Sourcer Weekly Flash Report

Req ID # Role Location Recruiter Applicant

Recruiter Manager Hiring Manager Offer

Comments Date Presented

Date Accepted

Date Declined

Date Presented

Date Accepted

Date Declined

Interview Pending

Interview Date

Number Pending

Number Extended

Number Accepted

Number Turned Down

Req # Role

Location Recruiter

Applicant Name

Recruiting Manager •  Date

Presented •  Date

Accepted •  Date

Declined

Hiring Manager •  Date

Presented •  Date

Accepted •  Date

Declined •  Interview

Pending •  Interview

Date

Offer •  Number

Pending •  Number

Extended •  Number

Accepted •  Number

Turned Down •  Comments



Metrics That Matter – Leadership Role-Up

Submittal Week

# of Applicants Presented

# Accepted

by Recruiter

# Awaiting RM

Feedback

# Declined

Recruiter Acceptance %

# of Recruiter Accepted Prospects

Presented to HM

# Accepted by HM

# Awaiting HM

Feedback

# HM Declined

HM Acceptance

%

# of Interviews

to be Scheduled

# Interviewed

# of Interviews awaiting

HM Feedback

# of Offers

Extended

# Offers Pending # Hired

# Offers Turned down

% of Offers /

Applicant Presented

% of Hires / Applicant Presented

11/11/11

11/18/11

11/23/11

12/02/11

12/09/11

12/16/11

Total

Sourcer/Recruiter Connection

Recruiter/Hiring Manager

Connection

Ultimate ROI



Sourcing/Recruiting Gap Analysis §  Where are the disconnects?

§  Ratios §  Contacts to conversations §  Conversations to screens §  Screens to recruiter presentation §  Recruiter acceptance to recruiter screens §  Recruiter screens to HM interview §  HM interviews to offers §  Offers to accepts §  Accepts to hires

§  Recruiter Acceptance ratio 80%+ §  HM Acceptance ratio 60%+

§  Reveals obstacles that need addressing

Sourcer/Recruiter disconnect on target profile

Recruiter/HM disconnect



Strategic Partnerships



Strategic Business Partner

Select ambassadors

Resources Budget

Gain buy-in Business Unit Collaboration



Talent community/pipeline building process Strategic Business Partner



Business Unit Collaboration §  Gain leaders to champion program



Response Rate §  Track all marketing campaigns



Gaining Buy-in

AFA TAX RISK PERF MDS ES PS FW/FRM

Employee Relations

Job Boards

Other

Referrals

SEO/SEM/Job Aggregators

Social Networks

Talent Pipeline/Research

Vendor

Departmentalize Metrics

Want their time, assistance and MONEY…. ….give them special attention



Staying Sharp as a Sourcing Leader



Remember the Basics §  Reading

§  SourceCon Blog §  Business section of local paper §  Business publications (Crain’s,

Fortune, Bizjournals.com, etc.) §  Professional/Association newsletters §  Sourcing/Recruiting blogs via RSS §  Recruiting/HR related association/

group articles §  BLS unemployment numbers

§  Scheduled Knowledge Sharing §  Sourcing leaders §  Practitioners

§  Vendors §  Product webinars §  Networking



Skill Enhancement - Education/Training

§  Tips & Tricks §  Have your team share tips and tricks not only with the other Sourcers but with

the Recruiters as well to enhance their skills but to also to learn more about what a Sourcer does

§  Trainings §  Bi-weekly trainings – include the Recruiters as well

(examples of past trainings)

People Search Engines Blogs & RSS Feeds

LinkedIn Advanced Twitter – 101 & 401

Google Custom Search Engines Facebook

FireFox I, II & III How to recruit from blogs



What Makes a Sourcer “Geek Out” (Tick) §  Being valued - appreciation/

recognition

§  Partnerships with Recruiters and Hiring Managers

§  Tools to aid in their performance such as: §  CRM or other searchable database §  Quick capture/download tools §  Mass mail capability with campaign

tracking

§  Time to experiment with tools – Sourcers like to experiment with tools in ways they were not initially designed to work – let them “play around” you may be surprised at what they dream up



Manage Differently

§  Recruiters focus on today’s needs – Sourcer’s need to balance needs of today & tomorrow which can be vastly different

§  Strategic Planning – Sourcer’s should build a plan for each search & not dive right whereas Recruiters “post & pray”

§  Active vs. passive talent – understand & realize time differences each has on the process and the additional courting passive talent requires

§  Communications - one size does not fit all – approach & message needs to change by channel

A Sourcer’s Perspective



A Few Benefits of a World Class Sourcing Function

§  Attraction of higher quality talent

§  Increase in company name recognition

§  Decrease Time-to-Fill & Cost of Hire due to pipeline development

§  ROI of past investments continues to increase

§  Potential to increase engagement & employee tenure due to strong hires



Final Thoughts §  If you have a Sourcing function, the majority of interaction people will have with your

organization is the Sourcing team so hiring the right people for the right role is critical

§  Sourcing is a highly skilled and potentially a critical function to your organizations continued growth and/or existence so give it the attention and time it deserves, don’t treat is like an afterthought

§  When hiring a Sourcer, really understand what you need and how to evaluate those skills. Buzz word bingo is easy in an interview, dig to see if they really have the skills to back it up

§  Think about your employer brand & reputation – can they deliver a compelling message and assess top talent.

§  Don’t treat your Sourcers as junior or wanna-be recruiters when they grow up, they LOVE this piece of the process….nurture their growth & curiosity and reap the rewards



Charles Bretz Sourcing Manager Crowe Horwath LLP

630.586.5111 [email protected] www.linkedin.com/in/charlesbretz www.twitter.com/charlesbretz

Leading By Example: Understanding the Sourcing Function from a Leader's Perspective

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