Centralized Sourcing Strategy
- 1. Centralized Sourcing Strategy Takes Flight! September 26, 2008 Teri McElrath
- 2. Objectives • Introduce new sourcing strategy, model, centralization of processes and implementation of the Sourcing Manager role into current TA Processes. • Streamline sourcing management process to ensure cost effectiveness and ROI. • Ensure that value proposition reaches every sourcing touch point. • Successfully align new sourcing model under STAR program. • Partner with relationship recruiters to deliver on CEA by improving communication and recruitment process. • Review time line for integration of new sourcing management process. • Review phases of integrating sourcing management process: Visualize, Formulate, and Deploy. • Seamlessly onboard associates by conducting a SWOT analysis and gaining feedback on continuous process improvement.
- 3. Evolution of Strategic Sourcing Sourcing Today Skills Search Strategic Sourcing Evolution of Education on Sourcing Sourcing Methods Sharing of best Search Engines practices Social Networking Linking Sourcing Sites to Culture Community based Value Proposition Sourcing searching Yesterday Optimization of Passive candidates ATS Keyword Search Diversity & Data Mining Inclusion Active candidates “gut reaction”
- 4. Strategic Sourcing Defined • A strategy that ensures successful delivery of talented and diverse candidates via optimization of tools and resources available and reduces the cost to recruit them. • A process of continuous improvement as the needs of the market, candidate, recruiter and business evolve.
- 5. Sourcing Centralization Phases •Successfully onboard associates. •Review Current State (SWOT Analysis). •Define sourcing strategy. •Centralization of data and processes. •Review of 2008 sourcing budget. Visualize •Contract negotiation with 3rd party vendors. •Market analysis, Needs analysis, partnering with relationship recruiters to agree on requirements. •Sourcing budget finalized. •Implementation of new sourcing strategy and model. •Ensure Optimization of the ATS system. •Education of team on sourcing methodology. Formulate •Improve diversity of talent by partnering with Talent Strategies and diversity partners. •Promote continuous sourcing management process. •Linking the Dynamic Organization to knowledge, skills, abilities. •Identify gaps and development action plans. •Diversity review and strategy. Deploy
- 6. Centralized Sourcing Timeline October November December 1 8 15 22 29 5 12 19 26 5 12 19 26 Phase II: Formulate Line 1 Challenges? Geographical differences Phase I: Visualization Internal equity Requirements Set Phase III: Deploy Line 2 Resources Stakeholder Technology development and innovation Gaps Experience, knowledge, data? Processes and systems Reactions Innovative aspects? How do we centralize data? Market Demands Deadlines? Line 3 Capabilities? Obstacles faced? Time scales? Reliability of data Legislative effects? ATS reporting capabilities Line 4 Line 5 On time!
- 7. Strategic Sourcing Model Dynamic •Assess Business Needs Organization •Refined Skill Search •Queries •Sourcer partners with relationship •Advanced Search Engine Search recruiter to define requirements. •Market Analysis •ATS Optimization •Skills identified for targeted search. •Candidate trends identified •Screening •Strategy Defined •Delivery of candidates STAR Centers of Alliance Excellence
- 8. Phase I: Accomplishments • Introduction of new sourcing strategy and model. • Facilitate a market analysis, access needs of the business, partner with relationship recruiters to agree on requirements and capturing information. • Improve CEA through partnership with relationship recruiters to improve communication and candidate flow process. • Decrease the cost of sourcing by 15-20% by centralizing approval process for job posting and negotiation of national contracts with Monster and Careerbuilder. • Implement a continuous and consistent sourcing management process for the organization. • Ensure compliance and alliance with STAR initiative. • Drive consistency and efficiency by providing a central location for resources, channels, and job aide tools. • Effectively, onboard associates by performing a SWOT analysis to gain team’s insight.
- 9. Continuous Sourcing Management Process Community based searching Ensure STAR Alliance Assess Business Needs Social Networking Promote ideal CEA Value Proposition Sourcer partners with Refined Skill Search Delivery of Candidate relationship recruiter to Advanced Search to Relationship define requirements techniques Recruiter Strategy Defined on Continuous Education Market Analysis where to locate and Evaluation of candidate? sourcing Methodologies
- 10. Glance at Sourcing Allocation
- 11. Phase II: Accomplishments • New sourcing model and strategy implemented across regions. • Integration of value proposition at every sourcing touch point. • Educate associates on sourcing methods to include: Boolean, search engines (Alltheweb, Google, Altravista, Yahoo, Live), social networking, and job boards by facilitating a web-ex. • Ensure optimization of ATS system through education, audit (reviewing sourcing statistics), and sharing best practices. • Improve diversity of talent by partnering with Talent Strategies and key diversity partners.
- 12. ATS Optimization Colleges, Othe • Strategic Sourcing r Companies Diversity, Job Market IAP, ARP Monster • Dynamic Organization Careerbuilder • Value Proposition Hotjobs • Centers of Excellence • STAR Alliance
- 13. Phase III: Accomplishments • Promote continuous sourcing management process. • Implement continuous learning program within the sourcing team. Utilization of SHRM and Monster webinars to stay abreast of market trends, and candidate needs. • Dynamic Organization infusion into the sourcing model by linking the values and behaviors to knowledge, skills, and abilities. • Identify gaps and develop SMART goals for 2009. • Audit process by review of ATS reports, check in with relationship recruiters, feedback from partners and senior leadership team.
- 14. Dynamic Organization Linked to Sourcing • Integrate value proposition into every sourcing touch point. • Elevate level of sourcing by linking behaviors and values to knowledge, skills, abilities. • Partner with relationship recruiters to increase candidate awareness of the Dynamic Organization and business model during the recruitment process. Leadership Associate Customer Business Effectiveness Satisfaction Satisfaction Results
- 15. Dynamic Organization Linked to Sourcing Ethics, Pride, Diversity, Respect, Empowerment, Customer Focus, Flexibility, Openness, Common Purpose Attendance Job Stability Retail Customer Interactions Professional Team Player Technical Conflict Resolution Engineering Selling Skills Call Center Turnover Risk (RSFI)
- 16. On-boarding: Assess, Inclusion, Education Assess • Schedule meeting to identify teams needs, concerns, and suggestions regarding strategy, model, and processes. • Conduct a SWOT analysis to identify Strengths, Weaknesses, and Threats. Inclusion • Immediately involve team in phases of centralization of sourcing processes, centralization of information, and identification of best practices for search techniques. • Identify project leads to drive phases of centralizing sourcing strategy. Education • Promote consistency and continuous sourcing management system, education on sourcing methods, and centralized location for tools and resources available.
- 17. Successfully Onboard Team Assess Needs (SWOT Analysis) Include Team Members in Process Educate Team Members on Sourcing Strategy, Model, and Methodologies. Sourcing Team Output
- 18. Objectives Revisited • Introduce new sourcing strategy, model, centralization of processes and implementation of the Sourcing Manager role into current TA Processes. • Streamline sourcing management process to ensure cost effectiveness and ROI. • Ensure that value proposition reaches every sourcing touch point. • Successfully align new sourcing model under STAR program. • Partner with relationship recruiters to deliver on CEA by improving communication and recruitment process. • Review time line for integration of new sourcing management process. • Review phases of integrating sourcing management process: Visualize, Formulate, and Deploy. • Seamlessly onboard associates by conducting a SWOT analysis and gaining feedback on continuous process improvement.
Editor's Notes
- #4: Strategic Sourcing Definition: Maximization of all tools and resources to continue to deliver the diversity of talent. Also, a consistent and continuous process that increases the pool of candidates but reduces the cost of recruiting them.
- #6: The business need is to centralize sourcing.Executive SummaryThe Talent Acquisition business opportunity presented here is centralization of sourcing processes across all regions. The involves developing a strategy that encompasses the understanding all sourcing touch points, centralization of resources that have been tested and proven to be effective, driving consistency through education of sourcing methodologies, formulating a value proposition, ensuring alignment with STAR, the Centers of Excellence, and improving CEA.
- #7: Use force field analysis and swot questions to edit timeline here
- #9: Improve CEA by streamlining process and allowing for one point of contact. This will entail elevation of sourcers skills in identifying talent without verbal contact with candidates. Provide Sample Spreadsheet for centralization of information
- #11: During Phase I: Meet with vendors to negotiate contracts that make sense for the entire organization. Ask for a national agreement. If you post 100 jobs per month at the current Monster rate. Taking a look at stats from compete.com, as of August 2008, Monster and Careerbuilder are close in visitors to their sites. This would cost around $300,000 annually. There was 3 million dollars spent last year. What resources were these dollars allocated?Other: Dice, Snag a Job, etc.
- #12: Provide Sample Training Presentation
- #13: My job is ensuring maintenance and optimization of the ATS system. Also, ensuring that we utilize all channels and resources available to build a talented pipeline. The sourcing group must be strategic in separating those that meet requirements and those that do not. Driving a consistent sourcing management process will help improve the pipeline of candidates within the ATS system.
- #16: One initiative that I would like to undertake is linking the values and behaviors to specific skills and behaviors that can be identified in the sourcing process. Linking the Dynamic Organization to candidate skills and behaviors will elevate the level of talent in the pipeline, help reduce turnover, and increase passion around culture.
- #18: Change is always difficult, but successful management of the process will help with the transition.