Monday, June 10, 2013
Chairman’s Welcome & Opening Remarks
As the global talent shortage continues, talent acquisition leaders are taking a closer look at their internal talent pipeline and how they can increase employee retention. In this interactive workshop, we will explore how expanding TA’s involvement across the employee life cycle can increase retention and create a strong talent pipeline. The workshop will focus on three key aspects of the employee life cycle:
Selection & Hiring: Today’s talent acquisition (TA) leaders need to arm themselves with all the available data possible to make the right hiring decisions. This session explores leveraging the combined data of Knowledge, Skills, Abilities, and Other (KSAO’s) used to select top talent in today’s competitive marketplace. In addition, participants will get hands-on experience with a Job Analysis tool and a look at how to conduct a job/fit analysis between the behavioral needs of a role and the behavioral drives of candidates. Leveraging all the data at your fingertips increases your ability to increase selection accuracy.
Coaching & Development: Once on board, TA leaders can arm the function manager with the right tools for on-going coaching and development. An employee’s onboarding often predicts their tenure and satisfaction level. TA leaders can play an important role by equipping the function area manager with data, information and a coordinated plan for launching the new employee effectively. Participants will have an opportunity to see how behavioral information can inform an effective transition from new hire to productive employee, and how to apply the data to coaching and development.
Leadership & Team Building: As employees continue to develop and grow, TA leaders have an opportunity to impact leadership and team building with group analytics while simultaneously identifying a new talent pipeline source. The workforce of today is reliant on teams to get work done and improve efficiencies. Whether a local group or an ad hoc global team, the ability to work on and lead a team is an increasing necessity in most companies. The TA leader can provide tools for the function area leader to increase team productivity, identify how various teams operate, gain insight into the leaders of the teams, and build a pipeline of future leaders during the process. Participants will have an opportunity to see group analytics and gain an understanding of how to use the data to create a pipeline and identify team needs early.
McKinsey Global Institute has stated that based on current trends in population, education, and labor demand, by 2020 the global economy could face a deficit of 38-40 million workers with needed college or secondary education combined with an oversupply of low skill workers to the tune of 90–95 million.
Most organizations are already feeling the effect of a skilled talent shortage. According to the 2012 Manpower Talent Shortage Survey, a reported 49% of companies are currently having difficulty filling critical positions due to the lack of available skilled and educated talent. If successful strategies to overcome these challenges aren’t employed now, what chance do organizations have if these statistics come to pass? Who will inherit leadership roles of the future? Successors need to be identified, developed and put through a succession plan well in advance of stepping into a leadership role.
This unique workshop will be led by representatives from MBA Focus, a Career Service Partner, and a current employer who has ultimately had success in hiring and retaining their future leadership. After much “trial and error” this employer used technology to develop a winning approach to identify target schools and candidates.
In this workshop, talent acquisition leaders will learn how to utilize this trifecta to create their own leadership pipeline, including:
- An employer’s perspective on attraction and retention strategies, including what works, and what doesn’t.
- An insider’s look, featuring a top-ranked graduate b-school career services partner, at what educated, potential leadership talent wants, expects, and demands from their future employers.
- How employers can use technology to identify leadership talent and ensure fit.
- How to combat the impending leadership void and ensure long-term success.
Before employing new strategies or upgrading old ones to find and keep the right talent, organizations must first make sure they are prepared to attract, develop and retain them. Imagine finding a diamond, a skilled and educated high potential but being unable to hire them, keep them, or worse yet being unable to attract them at all. To have the best, the company must be the best. This involves taking a holistic view of the workforce – full time, part time, hourly, contingent, etc., then developing the framework, model, and solutions to any challenges BEFORE going out to market to find talent.
In this workshop talent acquisition leaders will work together to build the strategies needed in order to get their organizations ready for a burst of skilled talent desperately needed to fill their critical talent pipelines.
We will discuss:
- Assessment of the workforce in the current and future states.
- Strategies to develop the framework needed in preparation for future talent needs.
- Involvement in workforce planning in order to gain an accurate workforce outlook.
- Solutions to current challenges in order to prepare for the influx of skilled talent and their retention.
Tuesday, June 11, 2013
The global economic hangover has stalled major investment into today’s talent acquisition function. And yet, the pressure from the C-suite to deliver talent has not lessened. In fact, the ante has been upped. Leaders demand a predictable, sustainable, and performance-ready supply of talent, at the best possible price. This comes at a time where social, economic, and technology trends have yielded a complicated talent market — where candidates demand that the organization’s value system matches their own and where applicant skills and attitudes often do not easily lend themselves to on-the-job success. Organizations can no longer simply rely on those few exceptional recruiters to uncover exceptional talent as the core of their delivery model. We will explore the challenges that are shaping today’s talent market and some of the innovative practices and trends that meet those challenges — to hire and engage the performance-ready talent that will win business, retain clients, and move the organization forward.
Skilled and educated talent is in short supply and organizations are finding it extremely difficult to find the right people to fit critical roles. Choosing the correct individual and then hiring them before the competition is a time sensitive situation. There are scientific measures that can be relied on to grow the chances of making the correct candidate choice, but no matter which method is chosen it’s unrealistic to believe that the decision maker can completely remove their gut instinct from the equation. This begs the question — Should they?
An expert in human behavior, Steven Van Aperen has helped law enforcement with more than 57 homicide investigations and has shifted focus to consult with organizations about increasing trust and making correct hiring decisions. In this illuminating session, Steven will show how observation — from the candidate interview to facility tour — can shine light on culture fit, truthfulness and selecting the right talent.
Having a global reach is no longer a nice supplement to talent acquisition operations; it is a necessity for most organizations to be successful today. With rapid technological innovations feeding the exponential pace of global change in business, recruiting as a practice must advance at an astronomical pace, and talent acquisition teams must be aligned, innovative and agile to keep up.
In this session, Annissa Deshpande will address the ultimate goal of delivering financial results by forging a pivotal connection between talent acquisition and the overall business strategy. She will share how AECOM has defined talent acquisition’s scope for the business, understanding the role of talent today and how to leverage talent management.
At a time when many companies and organizations are trying to effectively marshal social media resources to promote their brand and attract talent, National Public Radio (NPR) has put these platforms at the center of its recruitment strategy. It’s an approach that targets a job candidate who is digitally savvy and an active user of social media. Instead of the standard human resources-driven recruitment strategy, NPR’s strategy is to empower current employees to help with outreach efforts. NPR has created several Twitter hashtags to share their brand with potential future employees. Current employees offer insights into what it’s like to work with NPR and help recruit across all public media organizations. NPR staffers also post on the organization’s Tumblr page. In these ways, NPR employees are becoming brand ambassadors that recruit the next round of employees.
In this session, Lars Schmidt will show how organizations can also use Twitter to share the voice of the employee, making the culture more engaging and transparent. He will talk about how creating an open organizational culture is becoming more necessary and how to involve current employees in the recruiting process effectively.
The extreme shift in job seeker behavior from searching for jobs via local ads and online postings to targeting specific company opportunities via career sites has increased the need for employers to invest in mobile-enabled career sites. Functions like job search, the application process, and progress tracking are all desirable for candidates on mobile devices by potential candidates. Restricting candidates’ ability to search and apply for jobs to non-mobile devices isn’t just a barrier but can actually turn candidates off to the organization. Transitioning to an mSite or creating an app isn’t the answer. Candidate experience, attraction to the career site and the overall ease of application all need to be considered. In this session, USAA will explain how they approached the need for recruiting to go mobile. They will share the internal hurdles they encountered, how they combined their ATS system for maximum efficiency, and share the results of their endeavor and how it changed their recruiting success.
The way job seekers find employment has changed drastically when compared to previous methods. According to information derived from Google and Comscore, there are over 338 million online job-related searches conducted each month. There is no question about where job seekers are turning: Search engines. To adapt to this changing behavior, employers must understand three trends: How search engine rank affects candidate response rate, the widespread use of mobile devices, such as smartphones and tablets, and the extensive use of social media networks, such as Facebook and LinkedIn. Coupled together, these trends are revolutionizing how job seekers find jobs and learn more about the employers who are advertising them. This panel discussion will discuss how employers can capitalize on job seeker Internet usage, how an online presence can supplement employer branding, and how IBM and IHG adapted to job seeker behavior by creating a career ecosystem focused on search, mobile and social.
Business strategies and market conditions shift quickly and are dependent on innumerable factors. This level of uncertainty can be highly problematic for the talent acquisition function. For example, when an organization needs to scale up quickly, traditional recruiting can’t supply enough talent without sacrificing quality and/or cost. The use of a recruitment service provider (RPO) could be the answer but the assumption (and sometimes the reality) is that hiring managers will be unable to engage with the staffing consultants in meaningful way and the consultants lack enough institutional knowledge to be effective. What if organizations could partner with an RPO to create a high-touch relationship at the hiring manager interface that would still allow for scalability and cost effectiveness?
Room Change Break
Companies in all sectors have an average of 100 terabytes of data stored, according to analysis done by the McKinsey Global Institute. With the growth of globalization, the rise of digital technologies, social media and the Internet, data continues to grow at an exponential rate. At the same time, organizations in all sectors struggle to find and hire talent with the skills and attributes they need. Harnessing Big Data can improve information’s transparency and accuracy, allow precise segmentation, improve decision-making and enhance future innovation. This session will review techniques and tools on how to use data — Big Data — to develop a strategic workforce plan and hone in on key talent to drive your organization toward future success.
Increased competition for top talent is driving many organizations to pursue a hiring advantage in order to stand out in a crowded marketplace. Fortunately, there is no need to waste time and effort trying to appeal to all candidates when it’s possible for organizations to focus on those they really want to attract and hire. With skilled, available talent at an all-time low, candidates are in an increasing position of power. As candidates expect more from the hiring experience, leading companies are embracing new technology to achieve a competitive edge. This session will cover the panelists’ experiences in transforming hiring and creating a successful candidate/employer relationship.
In today’s hyper-connected world, we are inundated with data from numerous sources both online and offline, via social networking, and traditional recruitment sources. This is Big Data! And our processes and systems need to adjust to this new reality. Hear from Michael Hakeem, Senior Manager of Talent Acquisition at Novo Nordisk, as he shares how his organization harnessed big data to drive recruiting value. Through leveraging the cloud and artificial intelligence, Novo Nordisk has increased productivity and efficiency within their HR Ecosystem, resulting in faster time to hire and reduced recruitment costs.
Room Change Break
As organizations embrace technologies designed to improve their talent acquisition initiatives, a growing number are turning to virtual interviewing because it offers a set of undeniable strategic benefits including: Easy access to a broader talent pool, reducing time-to-hire, creating efficiencies, improving the overall interviewing experience, and more.
The benefits and competitive advantages of virtual interviewing will be explored in detail in this informative presentation. Attendees will hear from a panel of talent acquisition and recruiting experts who will share their real-world experiences with virtual interviewing and how the technology has enhanced their companies’ strategic talent acquisition practices. Panel members will explore how virtual interviewing serves global, international and local needs, improves the candidate experience, and strengthens employer branding.
Recruiting strategies are usually focused externally, and for a business to grow and innovate this external focus is desirable and necessary. However, internal candidates for jobs are often a better fit than outside hires (especially when it comes to manager and executive positions). Why then are there so many barriers (formal and informal) to internal recruiting? Why do recruiters shy away from communicating open positions internally, soliciting recommendations from leaders, and treating their organization as yet another talent pool? Providing this level of talent mobility is invaluable to the organization because it raises the quality of applicants and increases employee engagement and retention. This session will explore how to truly capture and hire from within the organization to fill critical roles.
Despite the explosive adoption of mobile technology, most company career sites have failed to serve visitors on mobile devices and tablets. The majority of career sites are not optimized for smartphones or tablets and, in fact, Dr. John Sullivan & Associates states that less than 8% of the Fortune 100 have mobile enabled career sites. If the demand for mSites was extremely low, this statistic wouldn’t be that shocking. However, PotentialPark research shows that 88% of job seekers would search or are already searching for jobs via mobile devices, with one in three job seekers expressing an interest in the ability to apply directly from their handset. The conclusion is clear: Organizations need to have mobile optimized career sites and/or recruiting apps. In this session, David Spector will discuss how to choose which method is right for your organization, the importance of location and social interaction via mobile devices, and the components of a successful mobile recruitment communications strategy.
Room Change Break
DDI’s Global Selection Forecast 2012 is part of a continuing series of trend research by DDI’s Center for Applied Behavioral Research (CABER). It was designed to inform and advise talent management professionals about the current state of hiring and selection strategies of organizations worldwide. More than 250 staffing directors and over 2,000 new hires from 28 countries provided perspectives on their organization’s selection processes. Staffing directors provided insights into what selection systems look like today; new hires provided an unprecedented view of how those systems are perceived as well as their post-hiring experiences.
Some interesting findings include that one out of two new hires report being “very confident” in their decision to accept their current job. Combine this statistic with the fact that nine out of ten of these respondents said they searched for a new job within the first year of being hired and it’s obvious that there is something fundamentally broken, yet most likely fixable, in the hiring process. In this session, Scott Erker will share findings from the research as well as research-driven actions for improving talent acquisition performance and closing the gap on missed opportunities.
In order to function normally, most organizations must staff a wide variety of roles with a wide variety of talent. However, not all roles are created equal. Certain positions are so critical that, without an adequate supply of the right talent to fill them, the organization grinds to a halt. To remain competitive in the future, talent acquisition leaders must know which roles create the most value for their organizations, understand the market for those critical talent segments, and ensure they can match or exceed their competitors’ efforts to woo the best talent when it matters. This session will focus on crafting data-driven approaches to identifying critical positions, understanding the supply and demand for the type of talent needed, and crafting strategies to acquire that talent faster, better, and cheaper than competitors.
The shortage of skilled labor has forced employers to take a more strategic approach to sourcing and managing talent. In decades past, the primary use of contingent labor was reserved to fill non-skilled and light industrial roles. Today however, companies are quickly realizing that the skilled talent they need for mission-critical projects can often be found in the contingent population. HR professionals are finally able to acquire the quality talent they need in shorter hiring cycles. CFOs are learning that the financial benefits of engaging contingent workers include overall cost containment and a shift from fixed to flexible payroll costs. But engaging a contingent population comes with its own obstacles and risks, both legal and financial. In this session, we will explore how one of the country’s oldest and most respected publishing companies incorporates contingent labor into their total workforce, the tools they use, the obstacles they face, the benefits they gain, and solutions that have worked for them.
Room Change Break: Back to the Ballroom
General Session:General Session:
As a Fortune 100 technology leader, Honeywell must constantly compete for scarce, highly skilled talent. This places extreme demands on its sourcing and recruiting operations to identify and discover talent that traditional recruiting teams and structures cannot find. Recognizing the challenges of discovering great candidates in today’s competitive, data-rich recruiting environment, Honeywell began a journey in 2012 to throw the old recruiting rules aside. Leveraging a specialized total talent sourcing strategy, the company achieved a sourcing capability that not only reaches active and casual job seekers, but opens up recruiting to the 70% of available passive talent that remains hidden to traditional recruiting tactics.
In this session, Adam Forbes will share Honeywell’s experience in building a transformational sourcing and recruiting operation. What does it take to determine the need, develop a strategy, and gain support for change? What makes a great sourcer, and how much does past experience matter when the rules are changing? Which tactics and strategies that will drive high performance sourcing and recruiting in an explosively growing data-rich communications environment? Where are the opportunities and where are the pitfalls?
Cocktail Reception and Networking
Wednesday, June 12, 2013
In spite of all the changes in the world of TA/TM in the last few years, much has remained the same. What are the macro-changes that will matter? Which are passing fads? What real, permanent steps forward have we made? Has any our work mattered in elevating our internal credibility? What should we be working on today to have business impact tomorrow?
Even if a firm practices a mainstream approach to recruiting, every recruiter and recruiting leader still has a professional obligation to keep up with the most recent strategies and tools available. Dominating the global marketplace can’t be done with the same tools and strategies as competitors. Recruiting must use the newest and most advanced tools to attract the best talent. These advanced approaches are coined “bleeding leading-edge” recruiting. Because of their newness, their implementation requires some degree of experimentation and risk. Although they are on the outer limits of recruiting today, in a few years most of them may be considered mainstream, thus, the time to implement is now. Not every organization has the resources or the courage to use these tools, but it’s imperative for recruiting leaders to at least understand them so their teams are prepared when the competition does.
In this highly interactive session, the world-renowned recruiting strategist Dr. Sullivan will highlight the bold and aggressive “bleeding leading-edge” practices that are being used by the best firms in Silicon Valley and around the world. He will explain the strategy behind each approach, why it works and how it can give a company competitive advantage in the battle for top talent. Attendees will leave this session with new ideas and a commitment to become bolder and more aggressive in their approach to recruiting.
When recruiters are asked to rank the most effective employer branding campaigns of the past few years, the US Army is usually ranked near the top. But, that wasn’t always the case. In early 2007, the Army had missed its recruiting goal for two months and it was forecast that they would miss it for the entire year. A change in strategy was required. The Army selected David Lee to take over the program even though he lacked the marketing experience of most CMOs responsible for campaigns of similar size. Applying military strategy to marketing, the team began to change the way they communicated with candidates and their influencers (parents, teachers, coaches, etc.). By year’s end, the team was able to meet their recruiting objectives. In 2008, they focused on increasing the quality of soldiers entering service while meeting or exceeding its recruiting objectives. By the end of 2009, the program was exceeding its goals, meeting quality goals and was in a position to begin 2010 with 43% of contracts for FY10 already complete. As a result these changes to the employer branding strategy, the Army was able to reduce the budget for FY10 by 59%. This was all done during a time of war and with a requirement from Congress to increase the size of the Army, a goal that was reached two years early!
Through the use of a new benchmarking strategy, fresh branding and multiple efficiency improvements the team was able to create one of the most successful branding/recruiting stories that exists. David, now the Global Employer Brand Leader at Amazon will share his story and how civilian companies can achieve the same level of success by applying similar lessons in their organizations.
By 2025, Gen Y will comprise 75% of the workforce. Due to demographic shifts, including more experienced Baby Boomer workers retiring, it is essential to engage Gen Y now so they are able to fulfill expected talent shortages in the near future. Developing a strong leadership pipeline and expertise are key to business continuity. Unfortunately, many organizations are not prepared to attract, engage, and retain Gen Y employees because they continue to use methods that are effective with older generations, but simply don’t work for Gen Y. This causes high turnover, low engagement and an inability to connect with this particular generation. In this session, Dan Schawbel, will talk about how organizations can identify high potential Gen Y talent within their organization and effectively put them on a development path to leadership. He will also discuss social media recruitment and employer branding strategies that work to attract top young talent, and why the development of these strategies is so important.
Over the last two years, Boston Scientific Corporation has transformed talent acquisition from a de-centralized function that reported to the local business to a centralized model leveraging new technology, improved processes and new development programs for recruiters. Not only were they able to drive successful outcomes for the business with an incredible strategy focused on the right people using the right tools and the right processes, but they also cut their agency spend by more than half! Their story doesn’t end there. 2013 is a new year and, centering on the launch of their new ATS, will be focused on building upon their success, and increasing the quality of their candidate pipeline. In this session, Debra West and Tim Weller will discuss how they developed a strategic approach to enable these changes, the challenges, successes, and change management that it took to create a new team structure, employ new and better technology to fit their needs, and their plans for the future.
The North West Company has a rich enterprising legacy tracing its roots back to 1668. With retail stores across remote parts of North America and the Caribbean, the company faces unique challenges in finding and attracting candidates who have the required skills, and who are also a solid cultural fit for the communities it serves. It’s a tricky balance to strike, making sourcing, screening, and hiring the best talent both an artful science, and one that needs technology to help standardize, speed and personalize the process.
In this session The North West Company will share how it has used digital interviewing to help reinvent and modernize recruiting and staff its retail locations with high caliber talent, while ensuring the best personal and cultural fit for its employees. In just six months, the company reports incredible results to the business including reductions in cost per hire and cycle times, larger, more qualified candidate pools from which to recruit, and a better candidate experience.
At many companies, the talent acquisition function is at a crossroads. To ensure they can continue to supply the talent their organization needs, they know they must stay ahead of the curve and adapt to the evolving social media landscape. However, with so many tactics and tools available many talent acquisition leaders are understandably unsure of which strategic direction is right for them.
This interactive session will demonstrate how applying Gamification to recruiting in a playful and effective way will attract, retain, and engage passive candidates. Gamification uses game-like mechanics to network with candidates, building on the shift to digital that resonates best with today’s talent. This session will present ideas on how to incorporate gamification into the overall recruitment strategy. Participants will learn how gamification can not only attract talent but also ensure that the right talent is being targeted and staying engaged. Discover how gamification actually rewards potential candidates for having top knowledge in their area of specialty. Explore how gaming will invite passive and active candidates to come back repeatedly to participate in an interactive environment, ultimately leading to real social networking and the building of unique and proprietary talent pools.
Room Change Break
As more and more veterans return stateside and are transitioning back into their civilian lives, they come equipped with skill sets and experiences that are truly unparalleled. However, the unemployment rate for veterans is at an astounding 11.5%. The systemic causes for this figure stem from several disconnects that exist between returning veterans and employers. These disconnects are exacerbated by the (false) idea that the skills that are honed and valued in times of war are not transferable to today’s workplace. This disconnect creates an opportunity for employers, as those who are able to proactively and successfully adopt a veteran hiring program will have access to the largely un-tapped talent pool of US veterans.
Our veterans understand diversity, and teamwork. They have strong interpersonal skills, experience with technology, a strong sense of integrity, and they clearly have the ability to triumph over adversity and to persevere. It is high time for employers to take advantage of the value that comes from hiring veterans, and to implement a veteran hiring program. In this session, panelists will explain how they structured their veterans programs to help attract, hire and support our returning US heroes.
Today, organizations are competing harder than ever for top talent. The ability to make hiring decisions with greater confidence and speed is a significant competitive advantage. Unfortunately, most of the information recruiters and hiring managers use to make these decisions is too subjective and/or trivial to make a solid case for or against a candidate. In fact, today roughly only one-quarter of employers always collect detailed work performance when interacting with a candidate’s references.
Rather than relying on gut instinct or flipping a coin, talent acquisition professionals must find ways to identify the characteristics or attributes that drive performance in a role and rigorously screen candidates for them. This session will provide an overview on how organizations can maximize their selection process and add reference assessments to predict new hire performance.
The labor shortage shouldn’t effect growth. Organizations can’t be expected to conduct business at a slower rate than usual or stop expanding due to a lack of talent. The talent needed to keep producing the same level of revenue or to grow whether it be locally, a globally, or the addition of a new line of business, can be supported, it’s just a matter of efficiently determining how, when, and where to source the talent to support these endeavors.
An employer may need to supplement their workforce with contingent labor or use outsourcing options like an RPO to build a workforce capable of the organization’s ambitions. The key questions are: When are these potential actions necessary? How can a company take a holistic look at the current state of business and the workforce, then at the future state, and then connect the dots to create an environment that is capable of achieving their goals? This session will take a look at the pros and cons of using contingent labor, outsourced labor, a combination of both, and how to measure the success of using each.
With today’s turbulent talent marketplace constraints, effectiveness only delivers average results. The extreme optimization of existing recruitment teams is required in order to establish talent identification practices that yield a virtuous cycle of sustainable competitive advantages. John Qudeen will share the strategies Thomson Reuters has employed to optimize their recruiting function and source highly skilled talent.
Business Week’s “Ultimate Entrepreneur for the Information Age,” Seth Godin is a best-selling author, entrepreneur and agent of change. In all, he has written 13 books that have been translated into more than 35 languages. Every one has been a bestseller. He writes about the post-industrial revolution, the way ideas spread, marketing, quitting, leadership and most of all, changing everything.
Using real-world examples from extremely successful companies, Godin will reveal the benefits of using creative, remarkable thinking to transform business ideas and practices. Godin explores how ideas spread, why the stories companies tell matter, why treating customers with respect pays off, and how these and other business decisions determine whether your business becomes invisible or remarkable.
From intriguing the passive candidate and branding to executing new ideas and processes, Godin will draw on lessons from his bestselling books to inspire and motivate business leaders in this session.