Talent Management - July 2008 - (Page 19)

Figure 1: Reasons to recruit passive candidates • The unemployment rate for professionals is less than 2 percent. • Twenty-four million people will exit the labor pool by 2010. • Fifty-two percent of workers believe changing jobs now could be damaging to their careers. • Nineteen percent of all executive, managerial and administrative personnel will retire within five years. • Predicted shortfall of 3-6 million workers within five years. Source: Bureau of Labor Statistics, “2007 Spherion Emerging Workforce Study” and the “2007 IDC Market Analysis Report” Figure 2: The rpo-client relationship RPO Delivery Team Understanding hiring managers’ unique needs Design and execute dynamic sourcing strategy Source for requisition • Conduct hiring manager consultations • Establish expectations • Determine usage requirements and measures of success • Design success profiles for each position Aligned with: • Market demographics • Diversity goals • Competency models Screen Passive Candidate Recruiting PIPELINE Team for recquisition Create a • Internal • Direct candidate robust pipeline • External sourcing of quality • Grassroots activities • Predictive pipeline candidates • Targeted job boards modeling PIPELINE for highfor non-recquisition priority, aged and • Eligibility, experience, skills, hard-to-fill fit and motivation jobs • Schedule interviews Position recruiters by: • Discipline • Geography • Business unit Semi-active candidates Keep Warm Semi-passive candidates Highly passive candidates Hire • Extend offer/declination • Deliver offer letters • Conduct pre-employment verifications • Negotiate On-board Report performance • Paperwork • Orientation scheduling • Full visibility 24/7 Passive Candidate Recruiting Beneﬁts RPO engagements that contain a formal passive candidate delivery capability offer signiﬁcant beneﬁts. In addition to RPO’s typical advantages, passive-candidate recruiting adds another layer of value. It takes what is arguably the hardest hiring challenge — creating a robust pipeline of quality candidates for hard-to-ﬁll jobs — and deploys a full complement of targeted resources. Recruiting passive candidates is fundamentally different from attracting active candidates, which typically relies on ads, job boards and unsolicited applications. Successful programs require a sustained focus and time commitment, as well as a wide array of resources. Passive-candidate sourcers must have a keen awareness of the market and deep knowledge of the most innovative ways to recruit talent. They also must be adept at communicating to a candidate the long-term career value of a new position, particularly if the candidate is happy in a current job. RPO providers can help companies develop their pipeline strategies and can execute on organizations’ strategic talent management goals. RPO engagements typically mean a greater number of candidates will hear about organizations’ career opJuly 2008 talent management magazine www.talentmgt.com 19 http://www.talentmgt.com

Table of Contents Feed for the Digital Edition of Talent Management - July 2008

Talent Management - July 2008 Editor’s Letter Human Performance Leading Edge Learning Connections Guest Editorial Passive Candidate Recruiting: Evolving with a Changing Workforce How Do They Feel? Sec Regulations and Executive Compensation Performance Management: A Retail Perspective Train the Non-Trainer Management-Go-Round: Developing Future Leaders Netflix Creates Its Own Script for Talent Management Intuit Spotlights Strategic Importance of Global Employee Recognition Make HR a Profit Center: Automate Technology to Gather Tax Credit Data Offshoring and the Impact on Talent Management Advertisers’ Index Editorial Resources Full Potential

Talent Management - July 2008

For optimal viewing of this digital publication, please enable JavaScript and then refresh the page. If you would like to try to load the digital publication without using Flash Player detection, please click here.