the 5 levels of talent mining from sourcecon 2010 dc
DESCRIPTION
My SourceCon 2010 DC Keynote at the International Spy Museum on the 5 Levels of Talent Mining. I explore the value of human capital data, how talent mining has significant advantages over the predictive control of candidate variables when compared to other methods of sourcing candidates, and what I believe to be the future of sourcing, which is Talent Intelligence and Analytics.TRANSCRIPT
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Glen CatheyV.P. National RecruitmentKforce
The 5 Levels of Talent Mining
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Paradigm Shift
Forget Boolean
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Paradigm Shift
Anyone can perform Boolean search for any information need
Boolean search does not adequately describe what sourcers and recruiters do, nor does it do them justice
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Paradigm Shift
Think Information Retrieval
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Information Retrieval
The science of searching for documents, information within documents, and searching relational databases and the Internet
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Information Retrieval
An information retrieval process begins when a user enters a query into a system
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Information Retrieval
Queries are formal statements of information needs
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Sourcing
As a sourcer or recruiter, what’s your
information need?
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Information Need
Ultimately, you are looking to find people who have specific skills, experience and education, who live in a specific area, who are interested in your opportunity, and who you can recruit and hire
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Talent Mining
Specialized form of text and data mining for recruiting
Querying and analyzing human capital data for talent discovery, identification and ultimately acquisition
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Talent Mining
Transforming human capital data into an informational & competitive advantage
Data -> Information -> Knowledge -> Decisions
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Quote
“Success in life comes from the identification, control and
elimination of variables.”
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Quote
In sourcing, what candidate variables can you identify,
control, and even eliminate?
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Candidate Variables
Experience, education & capabilities
Location Desired opportunity Compensation Availability
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Faceoff
Talent Mining
Cold Calling & Referrals
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Candidate Variables
What is the % of control you have (0-100%) over candidate variables when you perform: Cold calling? Referral recruiting? Talent mining?
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Experience and Education?
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Control of Exp. and Education
Cold calling? You have very little, if any, control over the specific experience and education
of the person you get on the phone
Referral recruiting? You have very little, if any, control over the specific experience and education
of the person referred to you, regardless of what you specifically ask for
Talent mining? Searching structured databases gives you a very high degree over the
specific experience and education of the people you decide to call based on a search
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Location?
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Control of Location
Cold calling? While you can be certain that a person you reach inside of a company lives in a
specific metro area, you have no control over where they live within a 50 mile radius
Referral recruiting? Similar to cold calling, you have no control over where the people referred to
you actually live, and thus would be interested in commuting to
Talent mining? Searching structured databases gives you a very high degree over precisely
where people live, down to a 5 mile radius or even a specific zip code
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Desired Opportunity?
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Control of Desired Opportunity
Cold calling? You have very little, if any, control over the type of opportunity the person you get on
the phone is looking for as the next step in their career
Referral recruiting? As with cold calling, you have no predictive ability to determine what a person who is
referred to you is interested in doing as the next move in their career
Talent mining? Searching structured databases enables you to target specific skills and experience,
including years of experience in given industries, which gives you a predictive ability to make an educated guess as to what the next step in a person’s career path might be, and thus what the candidate might be interested in (aka career trajectory)
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Compensation?
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Control of Compensation
Cold calling? You have very little, if any, control over the current or desired compensation of
the person you get on the phone
Referral recruiting? You have very little, if any, control over the current or desired compensation of
the person referred to you
Talent mining? With the ability to control the years and type of experience of the people you
return in your searches, with industry and market knowledge, you are granted a good idea of their current compensation level and what they would most likely be willing to accept for a new position
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Availability?
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Control of Availability
Cold calling? You have no control over the job search status of the person you get on the phone
Referral recruiting? You have no control over the job search status of the person who is referred to you
Talent mining? Searching databases can give you the ability to target recently posted resumes
and recently created social network profiles, and people who have either recently posted or updated their resume or LinkedIn profile are at a higher probability of being available
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Control of Availability
A random sample from any sourcing method other than job posting will yield mostly passive and non-job seekers (2 out of 3)
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Availability
0%
5%
10%
15%
20%
25%
30%
35%
Active Casual Passive Not Looking
Job Seeker StatusSource: U.S. Bureau of Labor and Statistics
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Control of Candidate Variables
Talent Mining affords a higher degree of predictive control over critical candidate variables over any other method of talent discovery
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Control of Candidate Variables
Exp/Edu/Capabilities Location Desired Opportunity Compensation Availability0%
10%20%30%40%50%60%70%80%90%
Talent Mining Cold Calls/Referrals Job Posting
Deg
ree o
f C
ontr
ol
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Speed of Identification
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Speed of Identification
How many well-matched and qualified candidates per hour can you discover and identify through: Cold calling? Referral recruiting? Talent mining?
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Speed of Identification
0102030405060
Talent Mining Cold Calls/Referrals Job Posting
Candid
ate
s Per
Hour
Clo
sely
Matc
hed
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More Control
Deep, Structured Data
Resumes, LinkedIn Profiles (some),
Candidate Records…
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More Control
The deeper and more structured the human capital data you are mining, the more predictive control you have over critical candidate matching and qualification variables
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Less Control
Shallow, Unstructured Data
Press Releases, Articles, Directories, LinkedIn Profiles (many) Facebook, Twitter…
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Less Control
The more shallow and less structured the human capital data you are mining, the less predictive control you have over critical candidate matching and qualification variables
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The 5 Levels of Talent Mining
1. Keyword/Title Search2. Conceptual Search3. Implicit Search4. Natural Language Search5. Indirect Search
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Level 1 Talent Mining
Keyword/Title Search Unfiltered keyword and title searching Lexical search/match from job title,
description, and required skills
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Level 1 Talent Mining
Benefits It works Easy - doesn’t require any skill or
experience Deep understanding of positions not
necessary Easily outsourced and automated Low cost
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Level 1 Talent Mining
Challenges It works – gives false sense of ease and
success Superficial match Creates Hidden Talent Pools, excluding
qualified candidates who express experience differently
No competitive advantage
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Level 2 Talent Mining
Conceptual Search Synonymous and related terms, concepts,
and titles Examples:
Ruby, Rails, RoR, “Ruby on Rails” Safety Physician, Associate Director of PVRM,
Pharmacovigilance Physician, Senior Drug Safety Associate, Global Safety Senior Medical Scientist, Global Pharmacovigilance (Contract) Physician, and Medical Director
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Level 2 Talent Mining
Benefits Finds new/additional candidates Finds candidates that Level 1 Talent Mining
can’t Can be automated
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Level 2 Talent Mining
Challenges Automated solutions not perfect
Static taxonomies and query clouds - related but not relevant, “once and done” approach
Requires deeper understanding of roles, skills, and technologies Only human sourcers can judge relevance, adaptively learn,
and run successive searches Must have an awareness of excluded/missed candidates
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Level 3 Talent Mining
Implicit Search Searching for and identifying candidates
based on what isn’t explicitly mentioned Not everyone will express their experience
in their resume or profile. However, you can search for predictive clues to potential experience
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Level 3 Talent Mining
Implicit Search If you were in need of an Accountant with
experience with SAP, after performing Level 1 & 2 Talent Mining and searching directly for explicitly expressed experience with SAP, you can exclude SAP from your queries and instead search for people who have worked at companies that you know use SAP for their accounting software, leading you to additional qualified candidates
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Level 3 Talent Mining
Benefits Finds new/additional candidates Finds candidates that Level 1 and Level 2
approaches cannot and do not find Taps into Hidden Talent Pools/”Dark
Matter” of databases and sites
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Level 3 Talent Mining
Challenges Can’t be automated Requires deep understanding of intrinsic
limitations of resumes and profiles Skill that can only be developed over time
from observation and experience
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Level 4 Talent Mining
Natural Language Search User-defined semantic search at the
sentence level▪ Semantics is the study of meaning of language inherent
at the word, phrase, and sentence level. Sentence level semantics is the most powerful and predictive.
Searching for responsibilities and capabilities, not just keywords and titles
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Level 4 Talent Mining
Responsibilities = Verbs & Nouns Responsible for installing and configuring over 100
Exchange servers Audited several not-for-profit organizations for tax
compliance Coded DRGs to inpatient medical records System design and performance modeling using
DoDAF notation
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Level 4 Talent Mining
Benefits Produces highly relevant results by tapping
into powerful sentence-level semantics Searching for responsibilities and
capabilities, not just keywords and titles Targets what people DO, not just what
they SAY
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Level 4 Talent Mining
Challenges No automated solution exists at this time Requires search engine that supports
proximity Monster, Bing, Exalead, Some ATS’s Example: manag* near SAP near (implement* or deploy*)
Requires more experienced and insightful sourcers/recruiters to perform
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Level 5 Talent Mining
Indirect Search Searching for the “wrong” people to find
the “right” people Targeting under/overqualified professionals Targeting people who likely work with or know the
professionals you need to find
First and only level to deviate from searching directly for what is needed
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Level 5 Talent Mining
Indirect Search Targeting under/overqualified professionals
3 year old resume or profile of a person who had 2 years of experience now represents someone with 5 years of experience
Under/overqualified people with the right skills and experience may know others who are at the target level of experience
Targeting people who likely work with or know the professionals you need to find Searching for software engineers to lead you to software testers
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Level 5 Talent Mining
Benefits Leads to discovery of people who could not
otherwise be found via Levels 1 – 4 Talent Mining
Accelerates targeted referral recruiting,
(a.k.a. crowdsourcing)
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Level 5 Talent Mining
Challenges Can be laborious Not guaranteed to produce results
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The Future of Sourcing
Talent Intelligence &Analytics
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Business Intelligence
To understand the new concepts of Talent Intelligence and Talent Analytics, it is important to understand the established concepts of Business Intelligence and Analytics
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Business Intelligence & Analytics
Business intelligence (BI) refers to computer-based techniques used in discovering, identifying and analyzing mostly internal & structured business data to gain insight and to support better business decision-making
Examples: reporting, business performance management, text mining, and predictive analytics
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Data Warehouse
Business Intelligence & Analytics are enabled through the collection of data from multiple sources into a data warehouse, which is a specialized and centralized repository data, designed to facilitate reporting and analysis
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Talent Intelligence & Analytics
Computer-based techniques used in discovering, identifying, analyzing and gaining insight into internal & structured human capital data to make better hiring decisions, faster
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Talent Warehouse
A specialized and centralized repository of human capital data specifically designed to enable talent mining/intelligence
Populated with current employee data and information fed from social networks, resume databases, the Internet, etc.
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Competitive Intelligence
In contrast to Talent Intelligence, Competitive Intelligence is gained by gathering, analyzing and disseminating information, with or without support from technology and applications, and focuses on mostly external all-source information and data (unstructured or structured)
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Talent Warehouse
A Talent Warehouse contains the deepest, most structured human capital data of any data source, and is more searchable
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Talent Warehouse
The deeper, more structured, and more searchable the data, the more control you have over exerting predictive control over critical candidate variables
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Depth, Structure, Searchability
Face
book
ATS/
CRM
Inte
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ds
Inte
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Res
umes
Twitt
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Link
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Job
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areh
ouse
0123456789
10
Data DepthStructureSearchabil-ity
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Current State
There are “Talent Intelligence” and “Human Capital Analytics” solutions currently available today
However, these focus exclusively on workforce management, workforce planning, retention modeling and talent scorecarding
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Current State
There are no Talent Intelligence and Analytics solutions available today designed specifically for Talent Discovery, Identification, and Acquisition…but there should be!
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Future State
The next frontier in Human Capital & Talent Analytics is to harness the power of human capital data and transform it into an informational and competitive advantage – by enabling companies to quickly and predictively discover, identify, and acquire top talent
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The Power of Data
“What if you could increase revenue by 66% using your
data to make confident, fact-based decisions?”
Source: SAS ad
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The Power of Data
“What if you could increase revenue by 66% using human
capital data to make confident, fact-based recruiting
decisions?”
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The Power of Data
“What if you could see up to a 400% ROI by using business
analytics to achieve your goals?”
Source: SAS ad
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The Power of Data
“What if you could see up to a 400% ROI by using talent analytics to achieve your
recruiting goals?”
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Thank You & Connect!