the sourcing operating system - laying the foundation and framework for sourcing operations

The Sourcing Operating System

Laying the Foundation and Framework for Sourcing Operations

Jason RobertsVice President, Operations

Randstad Sourceright

@jasrober @RandstadSR

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16 Years in Talent Acquisition and related fields

Joined Randstad Sourceright in 2013: VP of Operations responsible for RPO business

Accenture: Led HR BPO’s Sourcing Center of Excellence and Innovation Lab

Cisco: Operations and optimization for Cisco’s Worldwide Talent Resourcing organization

Specialties: HR Analytics, Recruiting, Process Architecture, Measurement and Metrics, Program Management, Technology Implementation

Jason RobertsVice President, OperationsRandstad SourcerightTwitter: @jasrober

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The basics: computers need operating systems

Managing interaction of Users, Applications and Hardware

Enables multiple simultaneous process

The core of the user experience today

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But what does the operating system provide?

Structure

Process

Flexibility

Predictable outcome

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Weak links in the sourcing process Reactive

Impractical requirements definition

Inaccurate or irrelevant performance measures

Ad hoc strategy

Poor/unmeasured results

Inability to improve

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The sourcing operating system

Core Management Principles that lay the foundation and framework for sourcing

Two Key Elements:1. Measuring

Success2. Tracking Hires

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1. Measuring success

Activity Accomplishmentvs.

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Activity measures

Outbound calls, emails, texts

Resumes entered into the database

Phone screens

Qualified, Interested, Available (QIA) candidates submitted

Candidates interviewed

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Measures of accomplishment

Hires

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But sourcers don’t control the outcome…or do they? No one pays recruiters

to find irrelevant candidates.

Candidates Sourced/Screened

Candidates Submitted

Candidates Sourced/Screened

Candidates Screened

Recruiter

Recruiter/Recruiter

Recruiter/Sourcer

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When do measures of activity matter?

First three months of sourcer’s hire

Measuring the building of a pipeline engine (not hiring success)

Shifting sourcer alignment

(consistently starting again)

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Who owns the hire?

By role/person involved:

Candidate Finder Candidate/Req “Matcher” Processer

-OR-

Time-based Ownership of candidate for

period of time, 6 months 1 year, etc.

Drawback: a disincentive for searching existing candidates and sharing

TheSourcer must be tagged to

the Candidate and

the Req

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2. Tracking Progress

You can’t hit a target you can’t see...

Goal Criteria: Based on current

req load Tied to overall

team’s hiring goals Based on realistic

historic performance

Set at the beginning of the month

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Communicating the Goal

Full team meeting

The meeting typically reviews:

Previous month’s performance for the team

Previous month’s performance for individual sourcers

This month’s goals

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Tracking progress and making adjustments

Weekly 1:1 “Deep Dive” meetings with each sourcer to review progress against existing reqs and pipeline against profiles. Keeping the outcome as the focus, identify contributors to the outcome: Pipeline yield - required

number of candidates per hire at each step

Current volumes of candidates at each pipeline step

Time to fill for similar positions - determines which month a hire is likely to land

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Be prepared with options if a sourcer is falling behind on a search:

Additional search licenses to new tools

Backup or escalation support to “brute force” some results

Networking with other sourcers to gain insight on the search and share candidates

Market research to identify potential search targets

Weekly 1:1’s to track progress

The full picture

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PerformanceReporting

Monthly Goal- Setting

Team Meeting

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Advantages

Control over sourcing strategy

Improved responsiveness to changing needs

Accountability Stakeholder agreement Measurable results Better hires

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Thank You

Q&A

www.randstadsourceright.com SolutionsInfo@randstadsourceright.com