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